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HomeMy WebLinkAbout07.30.18
SPECIAL CITY COUNCIL MEETING
CITY OF EVANSTON, ILLINOIS
LORRAINE H. MORTON CIVIC CENTER
JAMES C. LYTLE COUNCIL CHAMBERS
Monday, July 30, 2018
6:00 p.m.
ORDER OF BUSINESS
(I) Roll Call – Begin with Alderman Wilson
(II) Mayor Public Announcements
(III) City Manager Public Announcements
Housing Authority of Cook County Project Update
(IV) Communications: City Clerk
(V) Public Comment
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
SPECIAL ORDERS OF BUSINESS
(SP1) 2019 Budget and Priority-Based Budgeting Process – Next Steps
Staff recommends City Council accept and place on file the mid-year 2018
Financial Report and the update to the 2019 Priority Based Budgeting process.
Staff requests direction on revenue sources to move forward in the 2019 Budget
process.
For Action
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City Council Agenda July 30, 2018 Page 2 of 4
(SP2) Resolution 54-R-18, Resolution Relating to Prevailing Wage for Public
Works Projects
Staff requests that the City Council adopt Resolution 54-R-18, in order to comply
with the provisions of the Illinois Prevailing Wage Act, 820 ILCS 130/0.01, et seq.
(the “Act”). The Act requires that contractors and subcontractors pay workers
covered under the Act, who are employed on public works construction projects,
a wage no less than the general prevailing rate of wages (consisting of hourly
cash wages plus fringe benefits) in the county where the work is performed.
For Action
(SP3) Storefront Modernization Program Applications for 1901-1903 Church
Street and 1623 Simpson Street
Staff supports a recommendation from the Economic Development Committee to
the City Council for approval of 100% financial assistance through the Storefront
Modernization Program to the following Evanston commercial buildings, which
would help a total of six small women and/or minority-owned businesses: 1) 1901
Church Street in an amount not to exceed $77,676.00 to install awnings, update
windows and doors as needed, remove electric box signs, install lighting fixtures,
and limited tuck-pointing; and 2) 1623 Simpson Street in an amount not to
exceed $25,546.00 to install awnings, update windows and doors, remove
electric box signs, and install lighting fixtures, and masonry work as needed.
Funding for a total of $103,222 will be from the Economic Development Business
District Improvement Fund (Account 100.21.5300.65522). The approved Fiscal
Year 2018 Budget allocated a total of $250,000 for this account to fund both the
Storefront Modernization and Great Merchant Grant programs. If approved, the
Business District Improvement Fund will be expended for 2018.
For Action
(SP4) Contract with Hillard Heintze for the Police Department
Administrative/Community Services Review
Staff recommends City Council authorize the City Manager to execute a contract
for the Police Department Administrative/Community Services Review (RFP 18-
35) with Hillard Heintze (30 S. Wacker Dr., Suite 1400, Chicago, IL 60606) in the
amount of $24,997. Funding will be provided from Police Administration –
Service Agreements and Contracts Fund (Account 100.22.2205.62509). This
account has a budget of $35,000 and a YTD balance of $29,119.47.
For Action
(SP5) Police Chief Recruitment Vendor and Process
Staff recommends City Council receive regular updates on the Police Chief
recruitment process.
For Action
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City Council Agenda July 30, 2018 Page 3 of 4
(SP6) Affordable Housing Work Plan Progress to Date
Staff submits a report to City Council with updates on the Inclusionary Housing
Ordinance Subcommittee, other sources of revenue for the Affordable Housing
Fund, the rental of accessory dwelling units, the three-unrelated occupancy rule,
landlord-tenant services, the Landlord Rehabilitation Assistance Program and a
housing plan scope of work.
For Action: Accept and Place on File
(SP7) Tenant-Based Rental Assistance Program Renewal Funding
The Housing and Homelessness Commission and staff recommend approval of a
funding renewal of $300,000 in HOME funds to continue the current Tenant-
Based Rental Assistance (TBRA) program, administered by Connections for the
Homeless. The funding will provide stable housing for two years to up to ten at-
risk Evanston families with children under the age of 18 in Evanston that are
underemployed, and break the cycle of poverty and instability by developing the
capacity to earn a living wage to support their families and afford market rate
rental housing. The increase in funding from $250,000 to $300,000 is due to the
increasing costs to rent in Evanston. Funding is from the HOME Investment
Partnerships Program, Account 240.21.5430.65535. Currently, the City has a
total of $474,275.33 in available uncommitted HOME funds.
For Action
(SP8) 2018 Emergency Solutions Grant Recommendation
The Housing and Homelessness Commission and staff recommend City Council
approve the 2018 Emergency Solutions Grant allocations totaling $146,023:
$135,072 to two social services agencies (Connections for the Homeless and the
YWCA Evanston/North Shore) that provide housing and services for individuals
and families who are homeless or at risk of homelessness, and $10,952 to the
City of Evanston for grant administration. Funding source is the City’s 2018
Emergency Solutions Grant entitlement allocation in the amount of $146,023
from the U.S. Department of Housing & Urban Development; account
100.21.2128.XXXXX with individual account numbers for external agencies
funded and City administrative costs.
For Action
(SP9) Lincoln Street Beach Ownership and Operations
Staff recommends City Council accept and place this report on file. Staff also
recommends City Council authorize the City Manager to negotiate a
memorandum of understanding (“MOU”) between the City of Evanston and
Northwestern University specifying the operational details and maintenance
responsibilities for the Lincoln St. Beach.
For Action: Accept and Place on File
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City Council Agenda July 30, 2018 Page 4 of 4
(SP10)Appointment
Board of Ethics – Lydia J. Ellul
Lydia J. Ellul is a Certified Fraud Examiner (CFE) and a Certified Anti-Money
Laundering Specialist (CAMS) with professional expertise in compliance, due
diligence, risk management, fraud investigations and fraud assessment. She is a
14-year resident of Evanston and holds an MBA with an emphasis in
Management of Information Systems from DePaul University and a bachelor’s
degree in Criminal Justice from the University of Florida.
For Action
(SP11)Appointment of Chair to Board of Ethics
Jennifer Billingsley
For Action
(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)}
(VIII) Executive Session
(IX) Adjournment
MEETINGS SCHEDULED THROUGH AUGUST 15 , 2018
Upcoming Aldermanic Committee Meetings
8/2/2018 7:00 PM Housing and Homelessness Commission
8/6/2018 6:00 PM Rules Committee
8/6/2018 7:30 PM Human Services Committee
8/13/2018 6:00 PM Administration & Public Works, Planning & Development, City Council
8/15/2018 6:30 PM M/W/EBE
Information is available about Evanston City Council meetings at: www.cityofevanston.org/citycouncil.
Questions can be directed to the City Manager’s Office at 847-866-2936. The City is committed to
ensuring accessibility for all citizens. If an accommodation is needed to participate in this meeting, please
contact the City Manager’s Office 48 hours in advance so that arrangements can be made for the
accommodation if possible.
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For City Council meeting of July 30, 2018 Item SP1
2019 Budget and Priority Based Budgeting Process—Next Steps
For Action
To: Honorable Mayor and Members of the City Council
From: Wally Bobkiewicz, City Manager
Hitesh Desai, Chief Financial Officer/Treasurer
Ashley King, Finance and Budget Manager
Alex Thorpe, Revenue Manager
Kate Lewis-Lakin, Senior Management Analyst
Subject: 2019 Budget and Priority-Based Budgeting Process – Next Steps
Date: July 30, 2018
Recommended Action:
Staff recommends Council accept and place on file the mid-year 2018 Financial Report
and the update to the 2019 Priority Based Budgeting process. Staff requests direction
on revenue sources to move forward in the 2019 Budget process.
Funding Source:
N/A
Livability Benefits:
Innovation & Process: Support local government best practices and processes.
Summary:
Staff will give a presentation to Council detailing the second quarter financial report and
the start of the 2019 Budget process.
Background:
On June 18, staff provided the Council with an update on the priority based budgeting
survey. Council provided direction that staff should move forward with the expense and
revenue analysis as presented at that time.
Mid-Year Budget Discussion
Attachment 1 is a full analysis of the second quarter financial report and the June
financial report. As can be seen in this document, staff anticipates ending 2018 in
stable condition. Staff will present a powerpoint further explaining the current status of
funds and rationale for this outlook.
PBB Update
During the June 18th meeting, Alderman Fleming requested further information about
the study of each program presented for further study. A June 22nd memorandum
Memorandum
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further detailing the items and the questions to be answered on each program is
Attachment 2.
As can be seen in Attachment 2, many of these analyses are in-depth and require
significant research from staff. These results will be presented later in the budget
discussions. Attachment 3 includes answers on some of the questions raised during
the PBB process as they were able to be researched in advance of this meeting.
Additionally, the Police Management Audit and Fire Department review are both in
progress. The Police Chief and Fire Chief will give City Council an update on both
processes at Monday’s meeting.
Revenue Option Update
During the June 18th presentation, staff provided Council with a listing of potential
revenue sources. Council requested additional information/research into all of the items
presented with the exception of Red Light Cameras—which were removed from
consideration for the 2019 Budget.
The following revenue changes are still in consideration:
Details on these revenue proposals can be found in Attachment 4.
During the July 23rd Council meeting, Council further discussed the increase in real
estate transfer tax. Since this was approved by Council, a resolution and public hearing
are scheduled for August 13.
· Real estate transfer stamps increase/tiered rate 750,000
· Home rule sales tax 0.25% 1,500,000
· Eliminate first hour free at City garages 185,000
· Food and beverage tax 175,000
· Transportation network tax to $0.40 300,000
· Hotel tax increase 0.5% 115,000
· Install parking meters along the lakefront and surface lots 550,000
· Increase hourly parking deck fees & put in automatic escalation 390,000
· Increase Sherman Ave. Garage monthly permit fee 148,500
· Increase parking meter hourly fee by $0.50/hour 1,695,600
· Increase surface parking lot monthly permit fee 38,880
· Elimination of free Sunday parking in meters & garages 685,000
· Wheel tax increase to $95 500,000
· Increase boat rack & launch fees 14,500
TOTAL 7,047,480
· Explore potential sale of Maple Ave Parking Garage -- research in progress
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At this time, staff requests direction regarding the revenue sources that should be
included in budget planning moving forward.
Public Outreach—August & September
During the June 18th meeting, staff discussed providing additional outreach on the
budget process—particularly to the population that was underrepresented in the PBB
survey results.
Moving forward, staff would like to utilize the Cradle to Career Community Ambassadors
group to go into the community to share information about the variety of ways to get
involved in the 2019 budget process. A draft of the document which will be handed out
by this group is included as Attachment 5. Staff will be holding trainings for these
Ambassadors to help them to facilitate conversations throughout the City.
Staff anticipates that during the month of August, there will be approximately 8 outreach
events.
Budget Outreach Event—September 13
Prior to presenting the proposed budget each year, staff aims to gather feedback from
the public which is incorporated into the proposed document. For the past few years,
this has been a multi-media event hosted at the Civic Center with residents submitting
questions via facebook and 311 with live streaming on the City’s cable channel.
For the 2019 Outreach event, staff would like to schedule the date of Thursday,
September 13 and plan an event again in G300 of the Civic Center. This time, staff
suggests live streaming it to a variety of locations so that each ward may have a
meeting to view and discuss the presentation.
Electronic Feedback
After presenting the 2019 City Manager’s Proposed Budget on October 5th, staff will be
utilizing “A Balancing Act” software to gauge resident responses and potential
adjustments to be incorporated into the Adopted Budget. The cost of this outreach
software is $6,000 and is authorized by the City Manager. The software allows
respondents to change the distribution of funds by category and analyze the results.
The software will be available for resident reponses from October 5-October 25th. The
results will be presented during the budget discussion on Saturday October 27th.
Budget Calendar
Originally presented during the June 18 Council meeting, below is a copy of the 2019
Budget Calendar:
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Attachments
Attachment 1A—Second Quarter Financial Report
Attachment 1B—June Monthly Financial Report
Attachment 1C—Treasurer’s Report for Second Quarter
Attachment 2—PBB Updated Workplan Memo—June 22, 2018
Attachment 3—PBB Updates from Departments
Attachment 4—2019 Potential Revenue Increases--Update
Attachment 5—Outreach Summary Document
DATE TIME ACTIVITY
Monday, March 19, 2018 7PM Priority Based Budgeting roll-out
April 10-June 7, 2018 PBB Survey Open to the Public
Monday, June 18, 2018 7PM PBB Update & Next Steps
June-August Targeted outreach & engagement
Monday, July 30, 2018 7PM PBB Update
Mid-Year 2018 Budget Review
August & September Continued face to face outreach & engagement
7PM Public Outreach Event
Monday, September 17, 2018 7PM Human Services Program Review Presentation
Friday October 5, 2018 5PM Proposed 2019 Budget to City Council
Online outreach tool open to the public
Monday, October 15, 2018 7PM 2019 Budget Discussion
Monday, October 22, 2018 7PM* 2019 Budget Discussion
Saturday, October 27, 2018 9AM - 1PM Special City Council meeting
Public Hearing-- Truth in Taxation
Public Hearing-- FY 2019 Proposed Budget
Preliminary Tax Levy Estimate
Monday, November 12, 2018 7PM 2019 Budget Discussion (if needed)
Monday, November 19, 2018 7PM* 2019 Budget & 2018 Tax Levy Adoption
*meeting times are approximate
Rosh Hashana is September 9-11
Yom Kippur is September 18-19
Columbus Day is October 8
Thanksgiving is November 22
All meetings are held in the James C. Lytle Council Chambers
City of Evanston
2019 Budget Calendar
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Thursday, September 13, 2018
7For the City Council Meeting of September 20, 2010
2nd Quarter Financial Report
For City Council meeting of July 30, 2018 Item SP1
Second Quarter Financial Report for Fiscal Year 2018
For Acceptance and Placement on File
For Action
To: Honorable Mayor and Members of the City Council
From: Hitesh Desai, Chief Financial Officer/Treasurer
Ashley King, Budget & Finance Manager
CC: Wally Bobkiewicz, City Manager
Subject: Second Quarter Financial Report for Fiscal Year 2018
Date: July 30, 2018
Recommended Action:
Staff recommends City Council accept and place the Second Quarter Financial Report
for FY 2018 on file.
Summary:
At this point, the City ended the second quarter of the 2018 fiscal year in stable financial
condition. Through June 30, 2018, there is a General Fund surplus of $2,272,622.
Revenues received are at 50.8% of budget with expenses at 49.1% of budget.
Attached are summaries of the City’s funds for the second quarter of FY 2018. In
reviewing these reports, please note the following:
A majority of the revenues are recorded at the time they are actually received
(permits, property taxes, fees, etc.), however, some revenues are recorded at the
time of notification of the revenue being earned by the City (sales, income,
telecommunications taxes, etc).
State revenue sources are delayed by one to three months based on the revenue
source in question.
While some revenues are received on a monthly basis, other revenues are
received less uniformly throughout the year. An example is property taxes, which
are billed bi-annually and then distributed by the County as payments are
received. This disbursal method contrasts with other revenue sources such as
sales taxes, which are collected by the State and distributed on a monthly basis.
Operating expenses are incurred on a uniform basis for items such as payroll,
utilities, fuel, etc., and on an as needed basis for supplies, equipment and
specific outsourced services.
June included 3 payrolls. So far in 2018, there have been 12.5 payrolls. The
remainder of the year has 13.5 payrolls left.
Memorandum
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Attachment 1A—Second Quarter Financial Report
- 2 -
General Fund Revenues:
General Fund revenues through June 30, 2018 were $58.3 or 50.8% of budget. This is
significantly higher than the 2017 revenue of $54,060,222 through the second quarter.
This increase can be attributed to higher revenues in almost all categories including
property tax, other taxes, permits, fees and other revenues.
The second quarter performance of major General Fund revenue sources is
summarized below:
Through June 30, 2018 property tax revenue was $15,954,204 or 55.30% of
budget. This is slightly higher than the property tax revenue received during the
second quarter of 2017.
State income tax was recorded in the amount of $3,970,208 through June 30,
2018, achieving 56.71% of the budget target for this revenue item. State income
tax is typically received in arrears by one or two months.
Regular sales tax revenue through second quarter FY 2018 was $5,028,594 or
47.69% of budget. Home rule sales tax revenue through second quarter FY
2018 was $3,024,805 or 47.16% of budget. Staff anticipates that sales tax
through the end of 2018 may remain below budget.
Real estate transfer tax through June 30, 2018 totaled $1,887,495 achieving
57.19% of the budget target for this item. Actual revenues through the year end
are expected to reach budgeted target. The city received $3,888,522 in 2017.
Through June 30, 2018, licenses, permits, and fees were approximately 43.60%
of budget. Building permit revenue is $2,335,423 or 50.92% of budgeted amount
of $4,585,900.
General Fund Expenditures:
Through June 30, 2018, General Fund expenditures were $56,061,629 or 49.10% of
budget. This number includes the former Economic Development Fund, an increase to
pension payments (expensed in the General Fund as a transfer to the pension funds),
and the aforementioned 3 June payrolls. It is important to note for the General Fund that
many expenditures / disbursements are not made evenly throughout the year. For
example:
Through June 30, 2018, the over-time budgets for multiple departments have
been higher than anticipated.
Seasonal employee wages in Parks, Recreation and Community Services are
typically charged during the summer months.
Police Department assigns additional patrol details during the summer months.
The City will have three pay periods in November 2018 and each payroll charged
to General Fund is estimated at $2,600,000.
Current staff estimates have year-end estimates for the General Fund slightly
below budget for expenses.
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Attachment 1A—Second Quarter Financial Report
- 3 -
Enterprise Funds:
Revenues and expenses for the Water, and Sewer Funds were below the 50% budget
target through June 30, 2018. Revenues in the Parking Fund were 52.40% while
expenses were 28.00%. Expenses were considerably lower in all enterprise funds
mainly because of pending debt service payments. Revenues in the Solid Waste Fund
were 47.60% of budget and expenses were running at 43.40% of budget, yielding an
operating surplus for the year of $284,251. Similar to the General Fund, many
enterprise fund revenues and expenses / disbursements do not occur evenly throughout
the fiscal year. For example, the majority of enterprise fund capital project expenses
are incurred throughout the summer months and billed with a lag. Staff will continue to
monitor and report on the performance of City enterprise fund revenues and
expenditures throughout FY 2018.
Year-end Estimates:
In preparation for the start of the 2019 Budget, staff has begun looking at year-end
estimates and plans to refine these estimates with departmental review throughout the
budget process. Currently, it is anticipated that the City will end 2018 in stable financial
condition.
Attachments
Attachment 1B: June 30, 2018 Monthly Financial Report
Attachment 1C: Treasurer’s Report for Second Quarter
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Attachment 1B—June Monthly Financial Report
To: Wally Bobkiewicz, City Manager
From: Hitesh Desai, CFO/City Treasurer
Ashley King, Budget & Finance Manager
Kate Lewis-Lakin, Senior Management Analyst
Subject: June 2018 Monthly Financial Report
Date: July 17, 2018
Please find attached the unaudited financial statements as of June 30, 2018. A
summary by fund for revenues, expenditures, fund and cash balances is as follows:
Memorandum
YTD
Revenues
YTD
Expenses YTD Net
Fund
Balance
Cash
Balance
58,334,251 56,061,629 2,272,622 15,488,721 9,006,016
520,977 455,792 65,185 709,684 709,685
414,286 233,342 180,944 170,129 170,129
1,189 500,000 (498,811) (496,927) 503,072
3,824,264 3,225,738 598,527 1,640,831 1,582,901
157,860 54,962 102,898 106,987 106,988
- 6,833 (6,833) 301,566 301,565
16,793 24,385 (7,593) (7,593) 97,220
971,459 1,228,995 (257,536) 2,116,194 1,951,575
696,108 485,438 210,670 392,666 82,617
159,977 92,500 67,477 (131,317) (131,317)
15,706 257,658 (241,952) (177,845) (177,845)
21,808 64,946 (43,138) 209,474 209,473
247 - 247 170,418 170,418
102,670 117,279 (14,609) (5,332) (5,332)
99,891 91,117 8,774 1,485,318 1,489,734
2,992,230 3,578,188 (585,958) 4,676,586 4,752,808
6,691,056 2,055,360 4,635,695 4,877,476 4,953,345
346,849 1,015,479 (668,630) (421,252) (418,982)
51,739 23,726 28,013 460,779 469,102
26,404 1,032 25,372 19,363 19,363
31,310 1,032 30,278 91,471 91,472
10,251 - 10,251 12,458 12,458
3,354,479 5,791,422 (2,436,943) 6,321,530 7,449,198
- 1,021,170 (1,021,170) (480,309) (480,309)
132,333 291,507 (159,173) 2,838,527 2,834,990
5,832,048 3,609,400 2,222,648 6,933,349 6,765,698
9,620,377 7,030,488 2,589,890 9,152,685 5,235,746
6,130,593 5,147,247 983,345 5,021,100 2,647,234
2,503,749 2,219,498 284,251 (777,715) (1,269,704)
1,505,238 1,502,766 2,472 343,815 (437,848)
688,073 640,811 47,262 896,781 896,781
8,967,911 9,746,364 (778,453) (5,116,958) (2,306,562)
Grand Totals 114,222,128 106,576,104 7,646,024 56,822,662 47,281,686
Fund Fund Description
100 GENERAL FUND
176 HEALTH AND HUMAN SERVICES
175 GENERAL ASSISTANCE FUND
180 GOOD NEIGHBOR FUND
185 LIBRARY FUND
195 NEIGHBORHOOD STABILIZATION
200 MOTOR FUEL TAX FUND
205 EMERGENCY TELEPHONE (E911)
210 SPECIAL SERVICE AREA (SSA) #4
215 CDBG FUND
220 CDBG LOAN FUND
235 NEIGHBORHOOD IMPROVEMENT
240 HOME FUND
186 LIBRARY DEBT SERVICE FUND
250 AFFORDABLE HOUSING FUND
300 WASHINGTON NATIONAL TIF
330 HOWARD-RIDGE TIF FUND
335 WEST EVANSTON TIF FUND
340 DEMPSTER-DODGE TIF FUND
345 CHICAGO-MAIN TIF
350 SPECIAL SERVICE AREA (SSA) #6
187 LIBRARY CAPITAL IMPROVEMENT
320 DEBT SERVICE FUND
415 CAPITAL IMPROVEMENTS FUND
416 CROWN CONSTRUCTION FUND
420 SPECIAL ASSESSMENT FUND
505 PARKING SYSTEM FUND
510 WATER FUND
515 SEWER FUND
520 SOLID WASTE FUND
600 FLEET SERVICES FUND
601 EQUIPMENT REPLACEMENT FUND
605 INSURANCE FUND
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Attachment 1B—June Monthly Financial Report
Included above are the ending balances as of June 30, 2018 for both unreserved fund
and cash balances. Of these two amounts, cash balance is the more meaningful metric
since this represents liquid cash and/or invested assets which can be used (or easily
sold) to support and fund current operations. While ending fund balance is also an
important measurement of the City’s financial health, it usually includes illiquid assets or
future cash receipts or disbursements such as receivables (including property tax) due
to the City and accounts payable/accrued expenses.
The beginning fund balances included in this financial report have been updated to
reflect audited 2017 actuals. These numbers are slightly different than those presented
in the January-April financial reports, as these were based on unaudited numbers.
As of June 30, 2018, the General Fund is reporting a net surplus of $2,272,622. The
fund balance in the General Fund is $15,488,721 with a cash balance of $9,006,016.
The attached supplemental charts show the General Fund Revenues at 50.8% of
budget and expenses at 49.1%. Fund and cash balances have decreased in June
because of three payrolls. The current report includes 12.5 payrolls, with 13.5 remaining
in the fiscal year.
Through June 30, 2018, the Good Neighbor Fund is showing a negative fund balance of
$496,927. This is because the revenue to this fund from Northwestern University is not
received until later in the year. Transfers to other funds from the Good Neighbor Fund
are made monthly to cover expenses throughout the year on designated projects.
Through June 30, 2018, the Neighborhood Stabilization Fund is showing a negative
fund balance of $7,593. This is due to the timing of grant funding revenues.
Through June 30, 2018, the SSA #4 Fund is showing a negative fund and cash balance
of $131,317. This is due to the timing of payments to the Downtown Evanston group.
Through June 30, 2018, the CDBG fund is showing a negative fund and cash balance of
$177,845. This is due to a delay in reimbursements and will be repaid with draw-downs
during July.
Through June 30, 2018, the HOME Fund is showing a negative fund balance of $5,332.
This is due to the timing of grant funding revenues.
Through June 30, 2018, the Howard-Ridge TIF Fund is showing a negative fund
balance of $421,252 and a negative cash balance of $418,982. This is due to capital
project spending which will be repaid later in the summer by proceeds from the 2018D
bond issuance.
Through June 30, 2018, the Capital Fund is showing a fund balance of $6,321,530 and
a cash balance of $7,449,198. The fund continues to spend down balances from the
2017A General Obligation Bonds that were received in October 2017.
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Attachment 1B—June Monthly Financial Report
January February March April May June July August
2017 Unreserved
Fund Balance 15,453,984$ 17,244,431$ 19,450,955$ 18,292,843$ 17,839,404$ 14,612,957$
2018 Unreserved
Fund Balance 16,512,558$ 15,306,742$ 17,933,253$ 17,384,626$ 18,479,429$ 15,488,721$
2017 Cash Balance 6,338,271$ 6,393,110$ 11,561,044$ 10,901,398$ 10,376,936$ 6,169,276$
2018 Cash Balance 8,905,448$ 8,120,225$ 12,288,418$ 11,184,339$ 12,226,888$ 9,006,016$
2017 v 2018 Fund and Cash Balance-- General Fund
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
2017 Unreserved Fund Balance
2018 Unreserved Fund Balance
2017 Cash Balance
2018 Cash Balance
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Attachment 1B—June Monthly Financial Report
June YTD 2017
2018 2018 % Actuals
Property Taxes - 15,954,204 55.3% 28,294,363
Other Taxes 4,729,763 25,039,004 50.3% 46,951,377
Licenses, Permits and Fees 770,786 5,404,391 43.6% 13,357,911
Fines and Forfeitures 201,525 1,383,246 35.6% 3,467,694
Charges for Services 851,526 5,259,507 52.2% 8,754,025
Interfund Transfers 618,143 3,708,856 47.9% 11,586,943
Intergovernmental Revenue 51,713 679,870 85.7% 1,234,749
Other Revenue 98,513 876,861 67.4% 1,858,106
Interest Income 11,403 28,312 56.5% 38,544
7,333,371 58,334,251 50.8% 115,543,711
CITY COUNCIL 492,806 49,506 280,806 57.0% 498,172
191,784 23,935 101,346 52.8% 251,193
7,540,597 637,644 3,454,615 45.8% 7,539,496
736,346 72,858 347,324 47.2% 772,045
9,075,303 1,071,289 4,474,861 49.3% 9,314,164
3,614,774 317,893 1,560,215 43.2% 2,592,984
38,391,099 3,042,611 19,755,121 51.5% 39,067,047
23,934,390 1,613,935 12,540,038 52.4% 24,355,551
3,697,529 306,833 1,525,889 41.3% 3,071,334
11,955,812 1,694,737 5,414,696 45.3% 12,479,438
14,607,356 1,203,948 6,606,717 45.2% 13,983,314
49.1% 113,924,739
7,333,371 58,334,251 50.8% 115,543,711
10,035,188 56,061,629 49.1% 113,924,739
(2,701,817) 2,272,622 1,618,972
POLICE
CITY CLERK
CITY MANAGER'S OFFICE
LAW
ADMINISTRATIVE SERVICES
COMMUNITY DEVELOPMENT
PUBLIC WORKS AGENCY
PARKS, REC. AND COMMUNITY SERV.
HEALTH
FIRE MGMT & SUPPORT
10,035,188 56,061,629
REVENUE TOTALS 114,840,754
EXPENSE TOTALS 114,237,796
Fund 100 - GENERAL FUND Totals 602,958
Fund 100 - GENERAL FUND Totals
EXPENSE TOTALS 114,237,796
EXPENSE
793,100
1,300,217
50,100
114,840,754 REVENUE TOTALS
June 2018 Financial Report
Through 06/30/18
2018
Organization Budget
Fund 100 - GENERAL FUND
REVENUE
28,849,196
49,742,274
12,397,400
3,882,500
10,077,550
7,748,417
16 of 208
Attachment 1B—June Monthly Financial Report
June YTD 2017
2018 2018 % Actuals
150 2,068 0.0% 1,900
237,519 3,597,378 53.9% 6,303,624
347,253 2,083,520 49.4% 4,120,636
- - 0.0% -
14,014 117,589 60.8% 253,523
10,192 31,494 89.8% 62,067
609,129 5,832,048 52.4% 10,741,750
197,736 849,280 45.9% 1,675,404
667,331 1,574,931 45.6% 3,172,070
18,740 162,562 6.6% 280,311
26,637 159,824 50.0% 319,648
- - 0.0% 2,561,771
- - 0.0% 4,246
- 53,131 1.7% 267,734
11,890 89,464 29.4% 267,436
120,035 720,209 50.0% 1,584,683
1,042,370 3,609,400 28.0% 10,133,302
609,129 5,832,048 52.4% 10,741,750
1,042,370 3,609,400 28.0% 10,133,302
(433,241) 2,222,648 608,448 Fund 505 - PARKING SYSTEM FUND (1,762,367)
Fund 505 - PARKING SYSTEM FUND
REVENUE TOTALS 11,134,126
EXPENSE TOTALS 12,896,493
Interfund Transfers 1,440,417
EXPENSE TOTALS 12,896,493
Contingencies 11,000
Debt Service 3,070,625
Miscellaneous 304,000
Insurance and Other Chargebacks 319,648
Depreciation Expense -
Salary and Benefits 1,849,028
Services and Supplies 3,451,775
Capital Outlay 2,450,000
Interest Income 35,070
REVENUE TOTALS 11,134,126
EXPENSE
Interfund Transfers 4,217,040
Intergovernmental Revenue 12,125
Other Revenue 193,316
Licenses, Permits and Fees -
Charges for Services 6,676,575
Fund 505 - PARKING SYSTEM FUND
REVENUE
June 2018 Financial Report
Through 06/30/18
2018
Classification Budget
17 of 208
Attachment 1B—June Monthly Financial Report
June YTD 2017
2018 2018 % Actuals
7,400 24,792 35.4% 86,063
1,578,117 9,468,152 51.8% 17,255,947
5,955 37,503 0.1% 294,812
23,996 89,930 359.7% 35,784
1,615,468 9,620,377 21.1% 17,672,605
626,902 2,656,603 47.3% 5,958,873
278,359 1,317,309 28.3% 2,528,863
86,380 515,806 1.8% 11,408
39,041 234,246 50.0% 468,492
- - 0.0% 2,470,280
- - 0.0% -
- 465,369 23.7% 717,388
- - 0.0% (203,530)
306,859 1,841,155 51.1% 6,327,314
1,337,541 7,030,488 15.4% 18,279,088
1,615,468 9,620,377 21.1% 17,672,605
1,337,541 7,030,488 15.4% 18,279,088
277,926 2,589,890 (606,483)
EXPENSE TOTALS 45,663,506
Fund 510 - WATER FUND Totals 32,150
Fund 510 - WATER FUND Totals
REVENUE TOTALS 45,695,656
Miscellaneous 15,000
Interfund Transfers 3,602,313
EXPENSE TOTALS 45,663,506
Depreciation Expense -
Contingencies 1,000
Debt Service 1,960,760
Capital Outlay 29,346,200
Insurance and Other Chargebacks 468,492
EXPENSE
Salary and Benefits 5,614,331
Services and Supplies 4,655,410
Other Revenue 27,333,656
Interest Income 25,000
REVENUE TOTALS 45,695,656
Charges for Services 18,267,000
Fund 510 - WATER FUND
REVENUE
Licenses, Permits and Fees 70,000
June 2018 Financial Report
Through 06/30/18
2018
Classification Budget
18 of 208
Attachment 1B—June Monthly Financial Report
June YTD 2017
2018 2018 % Actuals
1,121,974 6,115,767 48.6% 12,477,657
- - 0.0% 14,870
2,973 14,825 296.5% 16,023
1,124,947 6,130,593 41.7% 12,508,550
145,880 630,852 49.5% 1,313,154
9,432 37,497 1.5% 88,677
235,061 293,764 13.5% 7,676
22,499 134,994 50.0% 269,988
- - 0.0% 3,530,787
363,136 3,554,302 47.1% 1,143,643
- - 0.0% 9,265
82,640 495,839 50.0% 1,141,676
858,648 5,147,247 34.7% 7,504,867
1,124,947 6,130,593 41.7% 12,508,550
858,648 5,147,247 34.7% 7,504,867
266,299 983,345 5,003,683 Fund 515 - SEWER FUND Totals (119,220)
Fund 515 - SEWER FUND Totals
REVENUE TOTALS 14,698,650
EXPENSE TOTALS 14,817,870
Interfund Transfers 991,677
EXPENSE TOTALS 14,817,870
Debt Service 7,540,066
Miscellaneous 1,500
Capital Outlay 2,181,300
Insurance and Other Chargebacks 269,988
Depreciation Expense -
EXPENSE
Salary and Benefits 1,274,709
Services and Supplies 2,558,630
Other Revenue 2,104,000
Interest Income 5,000
REVENUE TOTALS 14,698,650
Fund 515 - SEWER FUND
REVENUE
Charges for Services 12,589,650
June 2018 Financial Report
Through 06/30/18
2018
Classification Budget
19 of 208
Attachment 1B—June Monthly Financial Report
June YTD 2017
2018 2018 % Actuals
- 267,563 65.3% -
41,638 56,086 20.4% 199,513
290,629 1,784,029 49.1% 3,611,308
58,831 352,983 50.0% 755,967
14,227 43,088 18.1% 250,687
405,325 2,503,749 47.6% 4,817,475
99,358 446,463 44.9% 890,220
314,882 1,600,479 45.9% 3,482,141
1,827 7,023 2.5% 24,635
- 665 3.1% 1,797
- 3,688 49.2% 3,057
26,864 161,181 50.0% 504,807
442,931 2,219,498 43.4% 4,906,657
405,325 2,503,749 47.6% 4,817,475
442,931 2,219,498 43.4% 4,906,657
(37,606) 284,251 (89,182)
EXPENSE TOTALS 5,109,701
Fund 520 - SOLID WASTE FUND Totals 151,660
Fund 520 - SOLID WASTE FUND Totals
REVENUE TOTALS 5,261,361
Miscellaneous 7,500
Interfund Transfers 322,362
EXPENSE TOTALS 5,109,701
Debt Service 21,797
Capital Outlay 275,750
EXPENSE
Salary and Benefits 993,616
Services and Supplies 3,488,676
Other Revenue 238,000
REVENUE TOTALS 5,261,361
Charges for Services 3,632,394
Interfund Transfers 705,967
Fund 520 - SOLID WASTE FUND
REVENUE
Property Taxes 410,000
Licenses, Permits and Fees 275,000
June 2018 Financial Report
Through 06/30/18
2018
Classification Budget
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Attachment 1C—Treasurer’s Report for Second Quarter
Memorandum
To: Wally Bobkiewicz, City Manager
From: Hitesh Desai, CFO/ Treasurer
Ashley King, Budget and Finance Manager
Subject: 2nd Quarter 2018 - Cash and Investment Report
Date: July 20, 2018
Attached please find the Cash and Investment report as of June 30, 2018.
A comparison between the first quarter and second quarter of 2018 investment reports
indicate a decrease in combined cash & investments of $12,937,999 from $60,219,685 to
$47,281,686. The decrease was principally due to the use 2017 GO Bond proceeds to pay for
various capital projects. Cash and investment changes from the previous period are
summarized below:
As of June 30, 2018, ledger balances showing the highest percentage of total deposits
was held by First Bank and Trust at $17.4M or 36.8% of the total followed closely by
PMA Financial at 17.1M or 36.2%. PMA investments include money market funds of
$10.4M, US Treasury Bill of $3M and Certificates of Deposits of $3.7M. Illinois Funds
was at $11.7M or 24.8% and IMET was at $1.0M or 2.2%. Staff will continue to review
the allocation of Cash and Investments to ensure compliance with the City’s investment
policy of no greater than 50% of the city’s total cash and investments with one financial
institution.
If you have any questions on this report or would like to discuss in greater detail, please
contact me by phone at (847) 448.8082 or by e-mail at hdesai@cityofevanston.org.
6/30/2018 3/31/2018 Change
Cash 17,414,042 32,724,757 (15,310,715)
Investments 29,867,644 27,494,928 2,372,716
TOTAL 47,281,686 60,219,685 (12,937,999)
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Attachment 1C—Treasurer’s Report for Second Quarter
Fund #Fund Cash Investments Interfund Total
100 General 9,568,773 192,724 (755,481) 9,006,016
175 General Assistance 737,016 15,072 (42,404) 709,685
176 Health and Human Services 78,496 - 91,632 170,129
180 Good Neighbor 585,731 - (82,658) 503,072
185 Library 2,172,927 - (590,026) 1,582,901
186 Library Debt Service 106,988 - - 106,988
187 Library Capital Improvement FD 301,565 - - 301,565
195 Neighborhood Stabilization 100,649 - (3,428) 97,220
200 MFT - 2,156,407 (204,833) 1,951,575
205 E911 - 661,121 (578,504) *82,617
210 SSD4 - - (131,317) *(131,317)
215 CDBG - - (177,845) *(177,845)
220 CD Loan 206,834 - 2,640 209,473
235 Neighborhood Improvement 170,265 - 153 170,418
240 Home - - (5,332) *(5,332)
250 Affordable Housing 1,124,869 372,581 (7,716) 1,489,734
300 Washington National TIF 2,994,946 2,350,115 (592,253) 4,752,808
320 Debt Service - 6,367,953 (1,414,607) *4,953,345
330 Howard Ridge - 3,583 (422,565) *(418,982)
335 West Evanston - 525,107 (56,005) *469,102
340 Dempster-Dodge-TIF 19,363 - - 19,363
345 Chicago Main-TIF 91,472 - - 91,472
350 Special Service Area (SSA) #6 12,458 - - 12,458
415 Capital Improvements 1,837,598 4,666,450 945,149 *7,449,198
416 Crown Construction 13,135 - (493,444) (480,309)
420 Special Assessment 2,648,819 231,325 (45,154) 2,834,990
505 Parking 736,813 5,904,906 123,978 6,765,698
510 Water 24,258 4,902,776 308,712 5,235,746
515 Sewer 2,068,536 1,517,524 (938,826) 2,647,234
520 Solid Waste - - (1,269,704) *(1,269,704)
600 Fleet - - (437,848) *(437,848)
601 Equipment Replacement 785,063 - 111,718 896,781
605 Insurance - - (2,306,562) *(2,306,562)
26,386,575 29,867,644 (8,972,533) 47,281,686
Includes negative cash balance reclassed to interfund liability.
City of Evanston
Cash & Investment Summary by Fund
June 30, 2018
*
22 of 208
Attachment 1C—Treasurer’s Report for Second Quarter
City of Evanston
Cash & Investments Bank
Investment Investment Investment
Description Type Bank Rate Amount Fund #Fund
IL Funds MMA US Bank 1.964 192,035 100 General
IL Funds MMA US Bank 1.964 15,072 175 General Assistance
IL Funds MMA US Bank 1.964 641,998 200 MFT
IL Funds MMA US Bank 1.964 661,483 205 E911
IL Funds MMA US Bank 1.964 372,785 250 Affordable Housing
IL Funds MMA US Bank 1.964 - 300 Washington National
IL Funds MMA US Bank 1.964 5,348,369 320 DS
IL Funds MMA US Bank 1.964 - 330 Howard Ridge TIF
IL Funds MMA US Bank 1.964 10,187 335 West Evanston TIF
IL Funds MMA US Bank 1.964 21,614 415 Capital Improvements
IL Funds MMA US Bank 1.964 225,737 420 Special Assessment
IL Funds MMA US Bank 1.964 3,073,663 505 Parking
IL Funds MMA US Bank 1.964 1,170,191 510 Water
IL Funds MMA US Bank 1.964 1 515 Sewer
US BANK Total 11,733,134
Money Market Fund MMA IMET 124,583 300 Washington National
Money Market Fund MMA IMET 119,766 320 Debt Service
Money Market Fund MMA IMET 3,583 330 Howard Ridge TIF
Money Market Fund MMA IMET 13,137 335 West Evanston TIF
Money Market Fund MMA IMET 352,499 415 Capital Improvements
Money Market Fund MMA IMET 239,187 505 Special Assessment
Money Market Fund MMA IMET 5,711 420 Parking
Money Market Fund MMA IMET 162,127 510 Water
IMET Total 1,020,594
Money Market Fund MMA PMA-SDA 1.150 1,267,209 200 MFT
Money Market Fund MMA PMA-SDA 1.150 230,888 300 Washington National
Money Market Fund MMA PMA-SDA 1.150 899,818 320 Debt Service
Money Market Fund MMA PMA-SDA 1.150 501,783 335 West Evanston TIF
Money Market Fund MMA PMA-SDA 1.150 3,298,938 415 Capital Improvements
Money Market Fund MMA PMA-SDA 1.150 94,672 505 Parking
Money Market Fund MMA PMA-SDA 1.150 3,075,057 510 Water
Money Market Fund MMA PMA-SDA 1.150 1,022,124 515 Sewer
PMA-SDA Total 10,390,488
Money Market Fund MMA PMA-CD 2.241 247,200 200 MFT
Money Market Fund MMA PMA-CD 1.91-1.92 995,200 300 Washington National
Money Market Fund MMA PMA-CD 1.948-2.174 993,400 415 Capital Improvements
Money Market Fund MMA PMA-CD 1.94-2 497,500 505 Parking
Money Market Fund MMA PMA-CD 1.801-1.811 495,400 510 Water
Money Market Fund MMA PMA-CD 1.821-1.843 495,400 515 Sewer
PMA-CD Total 3,724,100
Money Market Fund MMA PMA US. T. BILL 1.849 999,444 300 Washington National
Money Market Fund MMA PMA US. T. BILL 1.849 1,999,884 505 Parking
PMA US.T. BILL Total 2,999,329
Grand Total 29,867,645
June 30, 2018
23 of 208
Attachment 1C—Treasurer’s Report for Second Quarter
Cash
1st Bank
Cash Cash 9,568,773 100 General
Cash Cash 737,016 175 General Assistance
Cash Cash 78,496 176 Health and Human Services
Cash Cash 585,731 180 Good Neighbor
Cash Cash 2,172,927 185 Library
Cash Cash 106,988 186 Library Debt Service
Cash Cash 301,565 187 Library Capital Improvement FD
Cash Cash 100,649 195 Neighbrhd Stablztn
Cash Cash 0 205 E911
Cash Cash 0 210 SSD 4
Cash Cash 0 215 CDBG
Cash Cash 206,834 220 CD Loan
Cash Cash 170,265 235 Neighbrhd Improvemt
Cash Cash 0 240 Home
Cash Cash 1,124,869 250 Affordable Housing
Cash Cash 2,994,946 300 Washington National TIF
Cash Cash 0 320 Debt
Cash Cash 0 330 Howard Ridge
Cash Cash 0 335 West Evanston
Cash Cash 19,363 340 Dempster-Dodge-TIF
Cash Cash 91,472 345 Chicago-Main TIF
Cash Cash 12,458 350 Special Service Area (SSA) #6
Cash Cash 1,837,598 415 Capital Improvements
Cash Cash 13,135 416 Crown Construction
Cash Cash 2,648,819 420 Special Assess
Cash Cash 736,813 505 Parking
Cash Cash 24,258 510 Water
Cash Cash 2,068,536 515 Sewer
Cash Cash 0 520 Solid Waste
Cash Cash 0 600 Fleet
Cash Cash 785,063 601 Equipment Replacemt
Cash Cash 0 605 Insurance
26,386,575
Total Cash 26,386,575
Interfunds & negative cash (8,972,533)
Net Cash 17,414,042
Total Investments & Cash 47,281,687
CASH / INVESTMENT Investments Cash Total
GENERAL LEDGER Amount %Amount %Amount %
1ST Bank 17,414,042 100.00%17,414,042 36.83%
PMA-SDA 10,390,488 34.79%10,390,488 21.98%
CD 3,724,100 12.47%3,724,100 7.88%
US. T. BILL 2,999,329 10.04%2,999,329 6.34%
IMET 1,020,594 3.42%1,020,594 2.16%
IL Funds 11,733,134 39.28%11,733,134 24.82%
Total 29,867,645 100.00% 17,414,042 100.00% 47,281,687 100.00%
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Attachment 2—PBB Updated Workplan
To: Honorable Mayor and Members of the City Council
From: Hitesh Desai, Chief Financial Officer/Treasurer
Ashley King, Budget and Finance Manager
Subject: Priority-Based Budgeting – Programs for further study
Date: June 22, 2018
At the June 18 City Council meeting, staff presented to City Council a list of programs
for further study in the next stage of the priority-based budgeting process. Members of
council requested a memo with greater detail on how each of these programs would be
studied.
This list does not include Human Services programs, which are being studied through a
separate process lead by Assistant to the City Manager Kimberly Richardson. That
process will also include an equity review lead by Equity and Empowerment Coordinator
Pat Efiom. This list also does not include Police and Fire operations, as these are being
examined through separate process led by the City Manager and including outside audit
services.
The other programs to be studied internally are listed by department below, along with
the key question that will be investigated. The study of these programs will be
coordinated by Budget and Finance Manager Ashley King. This process will be
completed through June and July, in order to facilitate possible changes for the City
Manager’s Proposed Budget that will be created in August/September and released in
early October.
City Manager’s Office
1.Tax Assessment Advocacy – Examine who is being served, possibility of
appointment system, utilization of staff for additional responsibilities in Finance
division.
2.Administrative Adjudication – Possibility of adding court fees; review current level
of service.
3.Revenue and Collections – Study impact of changing Passport services; continue
improvement in online and in-person payment processing.
4.Community Arts Administration/Public Art Installation – Inventory of programs
and individuals served
5.MWEBE/Local Employment Program – Consider use of penalty fees to support
program; consider placing compliance fees on City’s capital projects.
Memorandum
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2
6. Membership dues and subscriptions – Examine use across City; look for
underutilized memberships that could be eliminated; look for individual
memberships that could be combined to organizational.
7. Training and travel - Examine use across City; evaluate department budgets and
policies for approval.
Administrative Services
1. City-wide training – Review history and current needs against training and travel
at the department level.
2. Benefits administration, Payroll – Examine if in-house processing is more
efficient than contracted options
3. City employee cell phone stipends – Examine current policy and utilization
4. Use of city facilities on nights and weekends – Examine current policy, consider
possibilities for revenue.
5. Facilities maintenance – Review current level of service.
6. Fleet services – Investigate leasing opportunities.
7. School Crossing guards – Investigate contracting options; work with schools on
cost-sharing.
Community Development
1. Divvy Bikes – Work with Divvy to develop new funding model.
2. Storefront Modernization Grants – Review current level of service.
3. Planning and Zoning division review – Review organization and current level of
service.
4. Contractor licensing, business licensing, sign permits – Possibility of increasing
fees, streamlining process between different permits.
Health Department
1. Vacation Rental Permitting process – Consider eliminating permitting process
while retaining tax.
2. Property Maintenance – Examine overlap with Community Development
Department.
Parks, Recreation and Community Services
1. City-sponsored Special Events – Details of events and revenue raised.
2. Special Recreation – Examine which services are required and where there are
others in the community providing these services.
3. Gibbs-Morrison Cultural Center – Possibility of raising fees.
4. Noyes Cultural Arts Center – Possibility of raising fees.
5. Fleetwood-Jourdain Theater – Possibility of raising fees.
6. Athletic Programming – Possibility of raising fees.
7. Beaches and boat facilities; annual dredging for boat launch and harbor –
possibility of raising fees, ensuring that launch fees cover cost of dredging;
increase number of boat launches; institute day rate for boat launches.
Public Works Agency
1. Best practice tree maintenance and replacement – Examine current service level.
2. Tree preservation permit - Examine current service level.
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3
3. Streetlight, traffic signal, and sign maintenance and repairs - Examine current
service level.
4. Right-of-Way Permits – Possibility of raising fees.
5. Permits for block parties, moving vans, dumpsters – Possibility of raising fees.
6. Special refuse pickups – Possibility of raising fees; ways for increasing
compliance.
7. Twice annual bulk pickups – Consider separate fees; raise solid waste fees to
cover this service.
8. Leaf pickup - Possibility of raising fees; ways for increasing compliance.
9. Special Event support – Examine history of events and amount of support given;
examine possibility of imposing new fees.
10. Merrick Rose Garden – Examine current level of service.
27 of 208
CITY OF EVANSTON
FY 2019 Budget
Priority Based Budgeting Updates
July 30, 2018
Attachment 3-- Priority Based Budgeting Memos
28 of 208
TABLE OF CONTENTS
Priority Based Budgeting Updates
Provided on July 30, 2018 Page
1 Tax Assessment Advocacy …………………………………………………………………………………………………………………………….3
2 City-wide Training & Benefits/Payroll Administration ……………………………………………………………………………………………………….6
3 Crossing Guards ……………………………………………………………………………………………………….9
4 Divvy Bikes……………………………………...…………………………………………………………………………….12
5 Planning & Zoning……………………………………………………………………………………………………….14
6 Vacation Rentals……………………………………………………………………………………………………….16
7 Special Recreation……………………………………………………………………………………………………….18
8 Fleetwood Jourdain Theater Fees……………………………………………………………………………………………………….21
9 Block Party/Moving Van/Dumpster Permit Information……………………………………….23
10 Business Licensing………………………………………………………………...………………………….25
11 Contractor Licensing………………………………………………………………...………………………….28
12 Storefront Modernization Program………………………………………….………………………………….29
Attachment 3-- Priority Based Budgeting Memos
29 of 208
To: Honorable Mayor and Members of City Council
From: Hitesh Desai, Chief Financial Officer/Treasurer
Alex Thorpe, Revenue Manager
Subject: Tax Assessment Advocacy
Date: July 30, 2018
Question:
Tax Assessment Advocacy – Examine service of Tax Assessment Office
Response:
The Cook County Assessor is required by law to identify and assign fair market values
to all properties in Cook County which determines the assessed valuation for taxation
purposes. In Cook County, residential property (Class 2) is assessed at 10 percent of its
estimated property value. The estimated property value is determined by analyzing
sales information of similar homes in the area. For example, an estimated property
value of $100,000 would calculate to an assessed valuation of $10,000.
Class 2 properties include detached single-family houses, townhomes, condominiums,
cooperatives, and multi-family residential buildings with no more than six dwelling units.
This assessed value is then used for local governments, such as municipalities and
school districts, to determine the total real estate taxes which will be collected in that
taxing district and what portion of taxes each parcel will pay.
There are certain time frames a resident has to follow in order to appeal their
assessment. All property owners will receive a reassessment notice in the mail when
the Assessor's Office reassesses properties every three years. Once this notice has
been received, they have approximately 30 calendar days to file an appeal with the
Cook County Assessor’s office. The last date to file an appeal is printed on the top of
the notice.
There is also ability to appeal assessed valuations twice per year in any year between
reassessments when the property’s township is open for appeals. Property owners can
appeal a second time, but with the Cook County Board of Review (BOR). The BOR has
a thirty-day window for appeals as well. The Property Tax Appeal Board (PTAB) or
Circuit Court is the final option for property owners to appeal each year.
Memorandum
Attachment 3-- Priority Based Budgeting Memos
30 of 208
Some common appeals reasons are:
1. Uniformity Appeal:
If you are concerned that the assessed valuation of your home is not
uniform with the assessed valuations of other homes then you have
reason to file a uniformity appeal.
2. Overvaluation Appeal:
You may also wish to file an appeal if you believe the County estimate of
the property value is overvalued for any reason.
3. Property Description Error Appeal:
If there is an error in the description of your property, such as incorrect
square footage of living area or an error that you believe may affect
property value, you may wish to file an appeal.
4. Vacancy / Un-inhabitability Appeal:
If a nature disaster such as a fire or water damage causes your home to
be vacant and un-inhabitability for an extended period of time, you can
appeal your assessed value during the time the building is uninhabited.
Additionally, there are seven (9) different types of exemptions that can be applied to a
property.
a. Homeowner exemption
b. Senior Citizen exemption
c. Senior Freeze exemption
d. Longtime Homeowner exemption
e. Disabled Persons exemption
f. Disabled Veterans exemption
g. Returning Veterans exemption
h. Home Improvement exemption
i. Exempt property – Nonprofit
The Tax Assessment Advocacy position cooperates with the Cook County Assessor,
Cook County Board of Review (BOR) and PTAB (Property Tax Appeal Board) Offices in
order to assist taxpayers in appealing their property’s assessed values and assist with
applying for the appropriate exemption(s) to help lower their property tax bills. This
position is not funded or controlled by the Cook County Assessor.
When not assisting homeowners in this process, this position also does the following:
Enters all Evanston building permit information into the Cook County Assessor’s
software to add the estimated building values to Evanston’s overall equalized
assessed value (EAV).
Outreaches to real estate companies and general public regarding the property
tax system including appeals, exemptions, delinquent taxes and general FAQ.
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Assists homeowners with questions regarding their mortgage loan escrow
accounts; calculate accurate escrow withholding amounts for property taxes.
Assists with questions about delinquent property taxes, including redemption
process; cooperates with the Cook County Clerk’s Office.
Verify accurate exemption deduction amounts, including calculation of accurate
Sr. Freeze Exemption amounts; submits requests to correct errors.
Assists with taxpayer of record inquiries and questions.
Assists and cooperates with the Cook County Recorder of Deed’s Office to
correct information on its website.
Assists property owners with property PIN division/consolidation process.
Mail letters regarding delinquent tax bills and missed Sr. Exemptions to
homeowners (the City receives lists of delinquent taxes and missing exemptions
from the Cook County Treasurer's office).
Assists with changes/corrections to names and addresses and property location
address errors.
Below is a chart of individuals served by this office since 2014.
2018 (as of April 30, 2018)2017 2016* 2015 2014
VISITORS:635 1,173 1,229 897 1,015
PHONE CALLS (RECEIVED):1,510 3,460 2916+1,950 n/a
PHONE CALLS (MADE):1,014 n/a n/a n/a n/a
EXEMPTIONS & CofE'S (MISSED EXEMPTIONS):~597 627 425 468 586
NAME/ADDRESS CHANGE FORMS SUBMITTED:32 53 28 31 36
COOK COUNTY ASSESSOR APPEALS FILED:~389 351 656 327 238
COOK COUNTY BOARD OF REVIEW APPEALS FILED:TBD 413 384 272 302
PERMITS SUBMITTED:TBD 6,974 8,228 2,159 3,008
REAL ESTATE TRANSFER DECLARATIONS ENTERED:n/a n/a n/a n/a 399
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To: City Manager Wally Bobkiewicz
From: Jennifer Lin, HR Division Manager
Erika Storlie, Director of Administrative Services/Assistant City Manager
Subject: Priority Based Budgeting City-Wide Training & Benefit Administration
Date: July 18, 2018
Two HR programs/categories are being presented to City Council for further study as
part of the Priority Based Budgeting process. Below is a discussion on each one of
these priorities.
City-Wide Training
The 2018 budget for City-Wide Training is $21,000. This was already decreased from
2017 by $8,000. Each department has its own individual line item for Training & Travel
which varies by department. For instance, Public Works’ budget is $21,200, compared
to the Police Department’s budget of $127,890 and the Fire Department’s budget of
$52,400. These budgets are department-specific for training that is unique based on
employee, operations, or training needs.
The budget for City-Wide Training, on the other hand, is very modest as it encompasses
expenses for training needs which affect City staff as a whole. Currently, this budget is
used for various training needs including Lunch & Learn sessions, general department
training, new hire orientations, supervisor training, ethics training, and all costs
associated with these trainings. This would include payments to trainers and other
administrative costs.
The City’s safety training costs also come out of this budget. Over the past 3 years, HR
has tightened safety training requirements for field staff. We require annual/semi-
annual training on all safety areas to comply with federal and state law. Over the last
few years, HR has prioritized OSHA compliance for field staff. This has resulted in a
significant decrease in work injuries which has led to a corresponding decrease in lost
time. Safety training pays for itself in this regard.
The current safety training contract expires at the end of July, so we have begun
examining other safety training options. We are considering vendors which have online
content for a wide array of training topics, not just safety training. The idea would be to
have an online training vendor which could provide online safety training as well as
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other important training topics. These would include customer service training, annual
ethics training, communications, and even sexual harassment and diversity training.
More importantly, online training is significantly cheaper than in-person training. As
online training becomes more affordable and more robust, it becomes the most cost-
effective method to train employees. As HR increases online training options, more
employees can be trained in topics which are important and relevant to them and
pertinent to their jobs. In turn, employees can learn skills which will make them more
productive, careful, and safe employees. This is an investment in employee
development and human capital and will eventually lead to less liability for the City.
This budget item should be prioritized.
Benefits Administration & Payroll
The priority of in-house administration of employee benefits and payroll is always a
valuable discussion point.
Yes, employee benefits and payroll are HR items which can be contracted and
outsourced. However, this is not advantageous to the City and its operations. Even if
payroll or benefits is outsourced, there remains a necessity to have City staff coordinate
the administration of these items with the vendors. Someone has to tell the benefits
vendor what employees want, someone has to coordinate open enrollment, someone
has to communicate rates and benefit plans from IPBC to the vendor, etc. In the case
of payroll, staff has to collect and tally hours worked, communicate those hours to the
vendor, update changes in hourly rates and ensure that union contracts are being
followed with regard to pay, etc. Additionally, payroll vendors usually charge by the
number of employees being paid. The summer months always result in a significant
uptick in the number of employees: 2017 saw an annual high of 1616 employees in
PP15, and our most recent pay period in 2018 (PP14) saw 1660 employees, which will
most likely increase even into the next pay period. Unless the City plans to outsource
its summer hiring needs, contracting out payroll is not a prudent decision. The ability to
process payroll in-house allows payroll mistakes to be addressed right away.
Employees who were inadvertently missed during the payroll process can have manual
checks issued almost immediately. A vendor would require several business days to
process a manual check and would require additional fees for exceptional situations that
arise. Our union contracts and compensation structure for City employees result in pay
rate changes each pay period. Staff would need to communicate these changes to the
vendor on a near daily basis.
Most importantly, the City just recently made a huge financial investment in a multi-year
contract with New World ERP (NW). Half of the investment is related solely to human
resources for employee data, benefits, and payroll. Outsourcing payroll and benefits
would eliminate the need to use NW which would be a significant waste in this
technology investment. The other half of the investment is related to financial
management with accounting and budget. Pieces of this are directly tied to payroll and
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benefits costs, so the engagement of a vendor to process payroll would then require
additional intervention and work for the Finance Division.
In addition, the City cannot completely eliminate and outsource all payroll and benefits
functions. Because we are a municipality, there has to be a City employee who is the
authorized agent for the pension fund and all retirement plans for purposes of
administration. There have to be City employees who know the compensation rules for
all City employees. It is completely counterintuitive to have City employees responsible
for the knowledge and the administration of payroll and benefits, but then to pay
vendors to process payroll and benefits. Savings are not realized in this situation, which
explains why very few municipalities outsource benefits and payroll.
Lastly, employees and retirees have an expectation of being able to communicate
directly with a City employee for payroll and benefits. There is a great deal of goodwill
and compassion when staff can address personal situations of qualifying life events,
family status changes, FMLA, and medical conditions. Imagine having to call a 1-800
number to report that your spouse or child has passed away!
For these reasons, benefits administration and payroll should not be outsourced. It is
more efficient, more customer-focused, and more practical to keep these in-house.
This budget item should be prioritized.
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To: Honorable Mayor Hagerty and Members of the City Council
From: Erika Storlie, Assistant City Manager/Administrative Services Director
Jill Velan, Parking Division Manager
Subject: Consideration of Third Party Administration of Crossing Guard Program
Date: July 30, 2018
Question: What is the budget impact for having a third party administer the Crossing
Guard Program?
Response: If the City were to have a third party administer the Crossing Guard
Program, the net savings is approximately $200,000 for 2019.
The City of Evanston has provided crossing guard services to Evanston’s schools for at
least 37 years. Previously administered by the Police Department followed by the Public
Works Department, it is currently managed by the Parking Division and funded out of
the General Fund.
Crossing guards are provided at 52 locations covering Evanston School District 65,
Evanston Township High School, Charvialle Montesorri, and 2 Parochial Schools.
Specifically, there are up to 59 part-time staff, 57 of which are assigned to the 52
crossing locations leaving 2 staff as substitutes. The current rate of pay is $20.00 per
hour with a guarantee of 1 hours per shift (morning, afternoon) throughout the entire
school year which is approximately $7,300 per year per staff member. The program is
overseen by the Parking Manager, with the daily operational oversight conducted by the
Parking Operations Coordinator. The Human Resources Division provides
administrative support related to hiring, advertising and processing of candidates. In
addition, Parking Enforcement Officers provide substitution for crossing guard absences
when needed.
Currently the budget to maintain 59 crossing guards is $438,509 for seasonal pay and
$1,333 for equipment. This basic cost does not include other costs incurred to support
the program. Administrative expenses provided by the Parking Coordinator and staff of
10 hours per week for 44 weeks (440 hours or approximately $20,000 annually). The
annual administrative cost provided by the Human Resources Department is equal to
one hour per week for 52 weeks (52 hours of approximately $3,120). The staff time
spent on administration is compounded when there is turnover among the part-time
staff. For instance, in 2016 the turnover was twelve crossing guards and nineteen in
2017.
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Turnovers and daily sick calls create gaps in crossing guard coverage that require other
City staff to fill. In this case, substitutions are provided by Parking Enforcement Officers
(PEOs). For 2017, PEOs provided crossing guard coverage for at least 686 hours. At an
average fully loaded hourly salary rate of $44/hour, utilizing PEOs adds $16,464 to the
cost of the crossing guard program. However, when the PEOs provide substitute
crossing guard services, they are unable to enforce parking throughout the city.
Based on parking data from 1/1/2017 through 12/31/2017, Parking Enforcement
Officers issued approximately 9.58 tickets per hour with an average fine of $31.00 per
citation. Based on a collection rate of 84%, the per-hour revenue generated by a PEO
would be approximately $249.00. Revenue loss for hours of substitution is
approximately $170,814.00.
2017 cost to fund and support the School Crossing Guard Program
Crossing Guard Budget $438,509
Equipment Budget $1,333
Parking Staff (Admin) $19,000
Human Resources $7,000
Parking Enforcement $17,000
Revenue Loss (Citations) $171,000
2017 Revenue Loss (Worker’s
Comp)
$119,000*
Total costs: $653,842 / $772,842*
Another cost of the program that is not included in the budget is the cost of worker’s
compensation. Last year, when a PEO was covering for a crossing guard who called in
sick, he was struck by a vehicle causing injury to his foot. He was off work for several
months and thus the parking enforcement team was short 1 member for the duration of
his recovery, resulting in lost parking revenue.
Over the last ten years many communities in the surrounding area have chosen to
outsource this service to improve reliability, reduce liability and reduce expenses.
These communities include: Glenview, Glencoe, Schaumburg, Westmont, Oak Park,
River Forest, Dekalb, Oak Lawn, Barrington, Carol Stream, Bolingbrook, Addison, Cary,
Hinsdale, Crystal Lake, Hanover Park, Lombard, Mt. Prospect, and Wheeling.
RECOMMENDATION
Staff recommends that the City continue to explore the option of outsourcing the
crossing guard program whether it is a sole source agreement or a Request for
Proposal (RFP). The service providers who work with area communities to provide
guards also staff other special events allowing guards to pick up extra shifts to
supplement income if they so choose. They also have a greater pool of folks to utilize
to cover missed shifts.
Currently District 202 reimburses Evanston the full cost of the guards that cover the
ETHS area, while the City covers the full cost for District 65. Staff also recommends
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discussions with District 65 to evaluate the possibility of District 65 providing some
percentage of reimbursement for this service.
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To: City Manager Wally Bobkiewicz
From: Johanna Leonard, Community Development Director
Jessica Hyink, Transportation and Mobility Coordinator
Subject: Priority Based Budgeting – Divvy Bikes Program
Date: July 18, 2018
Question: Please detail 2019 funding sources for the Divvy Bikes Program.
Response: City staff continues to work on identifying additional revenue sources for
the Divvy Bikes Program in 2019. Existing revenue sources include:
Station panel advertisements: $68,750
Ridership revenue: $68,000
Staff has identified the following revenue sources for 2019:
New agreement with Lyft: TBD
Increased station advertisement sponsorship: TBD, minimum $68,750
Increased ridership revenue: TBD, minimum $68,000
New bicycle advertisement sponsorship: TBD, minimum $55,000
Lyft Agreement: On July 2, 2018, Lyft and Motivate, the operator of Divvy, announced
an agreement in which Lyft will take over corporate functions, including agreements with
municipalities for the provision of bicycle share. Motivate will continue to provide
operations on behalf of Lyft. Staff is currently working to establish a meeting between
Lyft, Motivate, and City representatives to determine additional revenue sources for
2019. This meeting is anticipated to occur in late August or early September. After this
meeting occurs, additional revenue sources may be identified.
Station Advertisements: Existing advertisement sponsorship on station panels is
$68,750 per year. Station panel revenue has remained the same since 2016, when an
agreement was reached with three renewal options. Station panel revenue could be
renegotiated for a higher rate in 2019.
Bicycle Advertisements: By May 1, 2019, the City of Chicago will finalize an advertising
agreement on all Divvy bicycles. The City of Evanston is invited to participate in this
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agreement to obtain sponsorship revenues on Divvy bicycles in Evanston. There are
currently 110 Divvy bicycles in Evanston. If Chicago reaches an agreement for the
current bicycle sponsorship revenues of $500 per Divvy bicycle per year, then Evanston
will receive $55,000 per year, at a minimum, starting in 2019. However, the City of
Chicago anticipates greater revenue sponsorship in the new agreement. Chicago was
one of the first cities to negotiate sponsorship of docked bicycles. Many other cities
have been able to negotiate higher sponsorship agreements. If Chicago reaches an
agreement at the national rate of bicycle sponsorship, the City of Evanston would no
longer incur a cost for the Divvy Bikes Program and would likely begin earning revenue.
Staff will continue to identify additional revenue sources to make the Divvy Bikes
Program revenue generating in 2019. The meeting with Lyft and Motivate will provide
additional opportunities to identify cost reductions and other sources of revenue.
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To: City Manager Wally Bobkiewicz
From: Johanna Leonard, Community Development Director
Scott Mangum, Planning and Zoning Administrator
Subject: Planning and Zoning Division Review
Date: July 24, 2018
Question: Planning and Zoning Division Review – Organization and Level of Service
Response: The Planning and Zoning Division is staffed with four professional
planners and a division manager. The Division is tasked with providing oversight and
guidance on sustaining the architectural vitality of City neighborhoods by aiding in the
restoration, rehabilitation and conservation of historic buildings and districts as well as
encouraging new and contemporary developments that complement existing
neighborhoods and enhance the economic vitality of the City. The division is
responsible for providing the following services:
Administration of the Zoning and Historic Preservation Ordinances.
Administration and review of map amendments, text amendments, special use
permits and applications for relief (variations) from the Zoning Ordinance.
Coordinate interdepartmental review and land-use entitlement process for large
scale developments (Planned Developments).
Lead neighborhood area plans and city-wide comprehensive plan efforts to guide
future long term growth and development across the City.
Staff Design and Project Review (DAPR) Committee, Preservation Commission,
Plan Commission, and Zoning Board of Appeals.
Over the past year the Division has embarked on a number of process adjustments:
Cross-training and empowerment of Division staff to lead projects through all
aspects of the development review process. As an example, all four staff
planners have held project management roles over Planned Developments.
Planning and Zoning staff added to the building permit counter to provide
services in a single location while reducing unscheduled appointments.
Issuing Certificates of Appropriateness (staff preservation review) over the
counter for fence and roof permits.
Combining zoning and preservation reviews with a single reviewer.
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Increasing seasonal staff and overtime plan reviews during the peak summer
season.
Allowing customers to utilize 311 for appointment scheduling.
Integrating economic development staff into the entitlement process as project
managers of special use permits in business districts.
Video recording of Preservation Commission meetings within City Council
Chambers.
A number of these recent adjustments are still being evaluated. Staff continues to look
for efficiencies to improve customer service and empower division staff.
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To: City Manager Wally Bobkiewicz
From: Evonda Thomas-Smith, Director Health and Human Services
Ike C. Ogbo, Public Health Manager, Health and Human Services
Subject: Vacation Rental Permitting Process
Date: July 18, 2018
Question: How much will the City save if the vacation rental permitting process is
eliminated while retaining the tax?
Response: The Vacation Rental permit process is driven by City Code Title 5, Chapter
9.
5-9-3 LICENSE REQUIRED; LICENSE TERM; EXEMPTIONS
(A) It shall be unlawful to operate a vacation rental within the City of Evanston
without a current, valid license issued pursuant to the terms of this Chapter.
(B) Each license issued pursuant to this Chapter shall be valid for one (1) year,
subject to renewal per Section 4 of this Chapter.
Prior to the issuance of the Vacant Rental license, the property must be approved by
the Planning & Development Committee, City Council, and pass a life safety licensing
inspection through the Health and Human Services Department.
As of July 2018, only nine vacation rentals are licensed in Evanston which represents a
fraction of the actual number of vacation rentals in Evanston. A search on Airbnb.com
reveals more than eighty five vacation rentals (Airbnb) properties in Evanston. The
website does not reveal the specific addresses which makes it a big task to pinpoint
these properties. The Agreement between the City of Evanston and Airbnb, Inc. does
not require producing any identifiable information about the host or guest of a vacation
rental except during an audit. The Agreement primarily focuses on Airbnb facilitating the
reporting, collection and remittance of occupancy taxes of vacation rentals.
The annual fee for a vacation rental license is $50. The current licenses bring in a total
of $450 per year. There are no savings if the permit process is eliminated while
retaining the tax. However, the revenue lost will be $450.00 if permitting is eliminated
but the City will still retain the tax levied on vacation rentals at the rate of 7.5%.
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Providing a plan to ensure that all vacation rentals in Evanston are licensed and raising
the fees instead of eliminating permitting will be a great way of generating revenue for
vacation rental permitting and administration.
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To: Honorable Mayor and Members of City Council
From: Lawrence C. Hemingway, Director, Parks, Recreation & Community Services
Subject: Special Recreation Programming
Date: July 30, 2018
Question:
Please provide information on the department’s Special Recreation programming and
local Special Recreation Associations.
Response:
The Parks, Recreation and Community Services Department’s Special Recreation
Division provides recreational programs for adults and youth with special needs.
Program offerings emphasize individual development in a wide range of recreation
areas including sports, culture, social, after-school, camp programs and special events.
Programs are held at the city recreation centers, parks, and the Evanston/Skokie
School District 65’s Park School site.
In addition to the department’s Special Recreation program offerings, the division is
responsible for coordinating inclusion services for individuals with disabilities who wish
to participate in general recreation programming. The Americans With Disabilities Act
requires that we support access to general programs by offering reasonable and
appropriate resources to participants. Resources may include, but are not limited to,
supportive/adaptive materials, program site specific training and/or additional staff
support for the program. Our delivery model for these services is different from
surrounding Park Districts who have formed Special Recreation Associations to handle
their recreational services for individuals with special needs.
A Special Recreation Association (SRA) is an agency that is formed between park
districts and/or municipalities through legislation to provide recreation services to
individuals with special needs. Should the City wish to join an association, we would
need to submit a request for consideration that would be reviewed by the partner
agencies. Funding of SRA operations is generally based on the assessed value of the
community, the population, or combination of both. Inclusion services funding is
separate and based on actual costs for staffing needs in the communities. Each partner
must also make facilities and parks available for SRA programs and events. There are
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two local Special Recreation Associations. The first one is the North Suburban Special
Recreation Association, . This association is an extension of ten park districts, two
cities, and one village in the northern suburbs of Chicago. This partnership includes the
Park Districts of Deerfield, Glencoe, Glenview, Highland Park, Kenilworth, Lake Bluff,
Northbrook, Northfield, Wilmette and Winnetka; the Cities of Highwood and Lake Forest;
and the Village of Riverwoods. The other nearby SRA is Main-Niles Association of
Special Recreation which is made up of the following communities: Golf-Maine Park
District, Village of Lincolnwood Parks and Recreation, Morton Grove Park District, Niles
Park District, Park Ridge Park District, and Skokie Park District.
Listed below are the fees paid by the Wilmette Park District and the Skokie Park District
to their respective associations in 2017:
Wilmette Park District
$270,805 for NSSRA contributions
$231,982 for Inclusion Services
Total: $502,787
Skokie Park District
$394,490 for MNASR contributions
$332,690 for Inclusion Services
Total: $727,180
City of Evanston, Parks Recreation and Community Services
The department’s Special Recreation Division had budgeted expenditures of
approximately $527,472 for programming/inclusion services and revenue of $64,142 in
2017. Staffing is comprised of two full time Program Coordinators, two part-time
Program Supervisors (.46 FTE), seasonal instructors and general seasonal recreation
aides. District 65 also provides approximately $50,000 for the cooperative Park Camp
program, which serves individuals who have physical and intellectual challenges.
Yearly total expenses, including District 65 funding $577,472
Net city expenses -$463,330 when applying revenue collected
Estimate for Evanston to join an SRA could range between $700,000 to $850,000 per
year.
Listed below are a few advantages and disadvantages with an in-house program or
joining an SRA.
In-house:
Control of the type of program offerings
Cost of the programs and budget funding
More of a personal touch for participants
Minimal transportation outside of Evanston
Ability to provide scholarships to participants
Most of the programs take place in the community
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Northwestern University provides opportunities for recreational activities as well as a
large supply of volunteers throughout the year
SRA:
Greater number of program opportunities based on funding created through taxing of
residences within the served community areas
Technical training for staff
Greater number of full time employees
Up to date legislative awareness for resources
Evanston residents could participate in NSSRA programs but must pay an annual
individual administrative fee prior to registering for any NSSRA program. The
administrative fee is determined annually. The administrative fee for 2018 is
approximately $2,200. This fee allows participation in NSSRA programs for one year.
Should an Evanston resident wish to participate in MNSAR programs, they would only
pay the non-resident fee associated with the program. There is not an annual
administrative fee.
2017 Participation numbers in programming
Total participants enrolled in programming 719 participants
Total number of inclusion requests participants 78 participants
Recommendation for 2019:
Parks, Recreation and Community Services staff recommends increasing program fees
between 3% to 5% and finishing restructuring of the Division’s programs in order to
provide a more well-balanced offering of programs. Additional focus will be on leisure,
trips and special event programming.
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To: Honorable Mayor and Members of City Council
From: Lawrence C. Hemingway, Director, Parks, Recreation & Community
Services
Karen Hawk, Assistant Director Community Services
Subject: Fleetwood-Jourdain Theatre Fees
Date: July 23, 2018
Question:
Please provide information on fee increases for Fleetwood-Jourdain Theatre programs
Response:
Fleetwood-Jourdain Theatre (FJT) is a municipally-supported theatre program. FJT
features productions highlighting the Black experience. The Theatre produces three
main stage shows in the summer, Tater-Tot theatre for young children, an MLK day
event, Black History Month events, a Women’s luncheon, a holiday performance in
December, free pop-up theatre around town for children, concerts, and a Gala
fundraiser in late summer.
While there are currently fees attached to all theatre productions, Tater-Tot theatre and
the concerts and Gala, many of the other programs run through FJT are free of charge
and open to the public. Free events include MLK day event, all Black History Month
events, Women’s Luncheon, YSTEP, Prime-Time Players, and pop-up theatre.
Should the city choose to increase program fees or charge for programs that are
currently free for FJT, the City could have a potential increase of $3,675.00 in revenues.
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Recommendation
Parks, Recreation and Community Services staff recommends increasing programs fee
according to the above chart.
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To: Wally Bobkiewicz, City Manager
From: David D Stoneback, Public Works Agency Director
Subject: Priority Based Budgeting Question Regarding Permits for Block Parties,
Moving Vans and Dumpsters
Date: July 27, 2018
Question: Please detail the costs associated with issuing block party, moving van /
storage container and dumpster permits and the revenue generated from the permit
fees.
Response:
Block Party Permit:
There is no fee established for a block party. On an average weekend there are
generally 6 to 8 block parties. A supervisor reviews the permits and coordinates with
the Legal, Police, Fire and / or Parks, Recreation and Community Services Departments
if the applicant indicates that liquor or beer will be consumed at the event, or if they
want the other departments to participate at the event. The Friday prior to the event, an
employee loads up the appropriate number of barricades onto a truck and drops a
sufficient number of barricades at each block party site. The following Monday, an
employee drives to each block party site and retrieves the barricades. The average
weekly cost to provide these services is approximately $582. Block parties are
permitted from May 1 through September 30, on 22 weekends during that time period.
The annual cost to provide block parties is approximately $12,800. Based on an
average of 180 block parties per year, staff calculates that to cost to provide this service
is approximately $70 per block party.
Moving Van / Storage Container Permit:
The established fee for a moving van or storage container is $100 per occurrence.
Approximately 350 moving van / storage container permits are issued annually. Abougt
50 of these permit requests are located where parking meters are installed and the
other 300 locations are located where no-parking signs must be posted.
When the location is where parking meters are installed, the parking enforcement
division adds a $15/day fee for each meter space needed for the van / container.
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When the location requires the posting of “no-parking” signs, an employee from the
traffic division posts the signs 48 hours in advance, inspects the signs to make sure
they were not removed and then picks up the signs the day after van / container is taken
away.
In general an employee spends approximately 20 minutes issuing this type of permit.
Additionally, an employee from the traffic division spends 1.5 hours on posting,
inspecting, and removing the no-parking signs. The cost for this work amounts to
$107.70 dollars.
Dumpster Permits:
The dumpster permit fee is based the City’s ROW obstruction fee which is $1.50/linear
feet/week ($50 minimum). The average dumpster fee ranges from $80 to $90 and
approximately 230 dumpster permits are issued annually. This permit fee generates
approximately $17,250 annually.
The only cost involved with the issuance of this fee is the employee time spent issuing
the permit. The employee generally requires 20 minutes working with the applicant to
issue the permit. This cost equates to $16 per permit.
No additional staff time is required because the person / company obtaining the permit
is required to post the no-parking signs.
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To: Wally Bobkiewicz, City Manager
From: Johanna Leonard, Community Development Director
Paul Zalmezak, Economic Development Manager
Cindy Plante, Economic Development Coordinator
Subject: Priority Based Budgeting - Contractor Licensing, Business Licensing, and
Sign Permits fees and streamlining
Date: July 24, 2018
Question: Contractor licensing, Business Licensing, and Sign Permits - Possibility of
increasing revenue and streamlining process
Response:
This memorandum addresses business licensing and sign permits. A separate memo
addresses contractor licensing. Staff is currently reviewing processes and changes to
the business license and annual sign permitting process to be a single process for
business owners.
Business Licensing & Sign Permits
The Evanston City Code requires all businesses that are not currently licensed under a
State or Federal Law, are not home-based, and are operating for-profit within the City
limits to have a license. A sign permit is needed for free-standing, wall, window,
awning, and canopy signs not included in the exemption list under Evanston City Code
Title 4 Chapter 12 Section 6.
The licensing is intended to:
1. Provide economic data to the city to assist in decision making about business
growth and how to direct resources to retain and attract business.
2. Ensure a safe business environment for employees and patrons by providing a
tracking mechanism for fire, mechanical, structural, electrical, and plumbing
inspections; and
3. Defray costs of economic development programs and improve infrastructure
important to business operations.
Any business selling, storing, or manufacturing prepared or packaged food or
beverages for human consumption is licensed as a food establishment by the Health
and Human Services Department and inspected several times a year. Including food
establishments, the City currently licenses an estimated 600 businesses. Revenues
Memorandum
Attachment 3-- Priority Based Budgeting Memos
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from these business licenses is estimated at $50,000 for FY2017. The city sign permit
renewals revenues for 2017 totaled $18,500. Attached is the business license
application that includes the current fee structure. Licenses are renewed on an annual
basis, with all licenses expiring on December 31 of each year. During the renewal
period in December and January, one to two staff members utilize approximately 15-20
hours a week mailing renewal notices, processing payments (often cash or checks
dropped off at office without appointment), mailing notices to businesses that have not
renewed their licenses, and often calling or visiting businesses to remind them of the
renewal process.
Staff has identified a number of inefficiencies with the current licensing process:
1. Inefficient use of staff time at salary levels paid to process and follow up on
applications and renewals.
2. There is no mechanism for the City to determine if all code-required businesses
are actually licensed; enforcement is entirely complaint based. If a company
doesn’t need building permits to open because they are moving into a built out
space, there is no reliable way to know they are opening. This occurs most often
with users of downtown office space.
3. Nationwide growth in service-based businesses compared to traditional retail has
meant that many of the new businesses opening in town are exempt from
business licensing requirements under the current City Code, particularly in fields
like professional services, healthcare, and salon/spa services that are largely
regulated by the state.
4. Economic Development activities are effectively put on hold during the months of
December and January for one or two staff members to address the license
renewal process.
5. Many businesses continue to submit payments in cash or check, contributing to
already long lines and backlogs at the City Collector’s office during December
and January.
Based on our preliminary analysis of Evanston’s current licensing program and those in
other communities, staff believes there is potential for improved service delivery and
revenue generation in this area. The Illinois Department of Revenue (IDOR) periodically
provides the City a list of newly established entities and those that have closed. Based
on this data, staff estimates there are approximately 6,000 business entities in Evanston
including those currently excluded from the licensing process, such as home-based
businesses, hair and nail salons, barbershops, and professional services firms
regulated and licensed by the state.
Staff is planning to propose a new licensing process that will:
1. License or “register” all entities on the IDOR entity list except for entities
established as family trusts, fraternal organizations, homeowners’ associations,
condo boards, or real estate ownership entities. This will include medical uses,
professional services firms, cosmetology/barbering, brokerage firms, insurance
companies, massage therapists, etc.
Attachment 3-- Priority Based Budgeting Memos
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2. A new simplified fee structure that reflects the level of staff inspection labor
required to ensure public health and safety. A home-based business will be
licensed at a nominal fee at the lowest end of the range, while a food
establishment would be at the higher end considering the level of review
required. Dry cleaning and other potentially environmentally harmful businesses
would also be subject to a higher fee.
3. Eliminate the separate annual sign renewal fee. Businesses with signs would
have a slightly higher business license fee.
4. Applications will be submitted through an online form with payment collected
electronically via electronic check or credit/debit card.
5. Payments will only be accepted electronically or through the collector’s office.
6. Staff is reviewing licensing software that will help automate the annual renewal
noticing and payment processing and expects to issue an RFP within the coming
weeks.
7. The new application will require applicants to provide email and phone contacts
for both business owner and property owner
8. We will also collect relevant economic data including total number of employees
9. Staff will use the information to communicate with business owners regarding
helpful city, county, and state economic initiatives, to communicate events, and
to communicate emergency matters including snow removal reminders,
construction, miscellaneous crime matters, or important city meetings.
Staff plans to present revenue estimates and a more detailed outline of the new
licensing procedures in Fall 2018 that include the aforementioned.
Attachment 3-- Priority Based Budgeting Memos
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To: Wally Bobkiewicz, City Manager
From: Johanna Leonard, Community Development Director
Gary Gerdes, Building & Inspection Services Division Manager
Subject: Contractor Registration
Date: July 18, 2018
Question: Please detail contractor licensing - possibility of increasing fees
Response: The Building Division did not increase contractor registration fees in 2018
but changed policy to require all trade contractors working under a building permit
register as a contractor with the City. Previously, the Building Division licensed only
commercial/residential general contractors and mechanical contractors. General
contractor fee is $125 and trade contractor fee is $100 annually. Trade contractors
would include electric, excavation, concrete, masonry, roofing, fence, etc. The change
has led to a 61% increase in contractor revenues through June, 2018.
Jan-June 30, 2018: $106,675
Jan-June 30, 2017: $65,775
Contractors registration fees collected were $113,950 in 2017 and $109,475 in 2016.
Memorandum
Attachment 3-- Priority Based Budgeting Memos
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To: City Manager Wally Bobkiewicz
From: Johanna Leonard, Community Development Director
Paul Zalmezak, Economic Development Manager
Subject: Priority Based Budgeting - Storefront Modernization Current Level of
Service
Date: July 24, 2018
Question: Storefront Modernization Current Level of Service
Response:
The purpose of the Storefront Modernization Program (“the Program”) is to improve the
appearance and functionality of street-level commercial buildings located throughout the
City of Evanston and to support the development of retail uses within the City. The
Program works to address especially deteriorating and obsolete property conditions and
encourage storefront, accessibility, and/or sustainability improvements to the property
as a means to generate additional business for Evanston’s commercial areas.
In 2018, the City Council approved 100% funding for projects within Neighborhood
Stabilization Program areas to address inequities in the program - the Fifth Ward not
having benefited from the Storefront Modernization Program during the 2012-2018
timeframe. The Church and Dodge business district was the beneficiary of this funding.
To date 2018, the Economic Development Committee and City Council have approved
funding for 13 storefront modernization projects totaling $158,704, including a significant
renovation/improvement planned for the northwest corner of Church and Dodge. Since
2012, the City Council has approved 55 storefront modernization grants for an
estimated total of $671,000. A complete summary of storefront modernization grant
funding by ward since 2012 follows.
Memorandum
Attachment 3-- Priority Based Budgeting Memos
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Storefront Modernization 2012-2018
Year
Total # of
Projects
Approved
Total
2012 Total 12 $81,928.69
2014 Total 6 $56,381.00
2015 Total 11 $197,742.00
2016 Total 6 $23,379.75
2017 Total 9 $153,301.50
2018 Total 11 $158,703.71
Total 55 $671,436.65
Attachment 3-- Priority Based Budgeting Memos
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Attachment 4: Revenue Increases
CITY OF EVANSTON
FY 2019 Budget
Revenue Increases for Consideration
July 30, 2018
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TABLE OF CONTENTS
Revenue Increases
Provided on July 30, 2018 Page
1 Parking Rate Changes ……………………………………………………………………………………………………….3
2 Lakefront Pay Stations ……………………………………………………………………………………………………….5
3 Wheel Tax Increase ……………………………………...…………………………………………………………………………….7
4 Boat Launch Fee Increases……………………………………………………………………………………………………….8
Attachment 4--Revenue Increases
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To: Honorable Mayor Hagerty and Members of the City Council
From: Erika Storlie, Assistant City Manager/Administrative Services Director
Jill Velan, Parking Division Manager
Subject: Proposed Parking Policy Changes and Rate Increases
Date: July 30, 2018
Question: What is the revenue impact of changing several parking policies/rate increases?
Response: On-street, off-street and garage parking rates/revenues cannot be considered
independently. Rate increases have the potential to effect parking behavior which
will change the impact to any given area.
Estimated revenue for the following parking policies/rate increases may change if
some options are not considered.
The estimated revenue increases are as follows:
Elimination of the first hour free at the parking garages is $185,000
Elimination of free Sunday parking:
o Parking meters is $575,000
o Parking garages is $110,000
Increase hourly parking garage rates with an automatic escalation is
$390,000 (keeping the first hour free)
o Annual rate increase would be triggered by a calculation using the
CPI as a threshold
Increase parking meter hourly fee by $.50 per hour:
o All non-commuter parking meters is $1,560,000 (assuming 50%
utilization)
o Increase commuter parking meters from $.25/hr to $.50/hr is
$135,600
Memorandum
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Page 2 of 2
Change Parking Garage monthly permit fees:
o Increase Sherman Parking Garage from $110 to $125 is estimated
at $148,500
o Create an employee discount program in the Maple and Church
Parking Garages for entry level/retail employees
o Create a vacation rate and long term storage rate for residents of
$5.00/per day, minimum three days – maximum six months
o Create a multi-garage permit of $200 per month
Increase surface parking lot monthly permit fees by $5.00 per month is
$38,880
o Change policy so that residents with off-street parking on their
property are not eligible for lot permits
Staff would recommend that the City Council consider a demand based pricing model for the on-
street and off-street parking options. In this type of model the most convenient parking has the
highest rate with lower rates for less convenient options. For example on Sundays the parking
garages (less convenient) could remain free, while the parking meters (most convenient) would
charge the normal rate. This has the potential effect of higher usage of the City Parking Garages
which are under-utilized on Sundays and creating more available on-street parking, which is
often times at capacity in the downtown area on Sunday.
On Monday, staff will present a comprehensive recommendation that uses a demand based
pricing philosophy.
If changes are made to current policies or rate structures, on-street parking restrictions will need
to be reviewed in areas that are in close proximity to public transportation and businesses.
Staff is also aware of an issue occurring primarily in the 3rd Ward, where residents are purchasing
City lot permits and then renting out their garage space at a higher price. Staff is researching this
problem further and will present possible solutions at an upcoming Council meeting.
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To: Honorable Mayor Hagerty and Members of the City Council
From: Erika Storlie, Assistant City Manager/Administrative Services Director
Jill Velan, Parking Division Manager
Subject: Install Pay Stations along the Lake Front
Date: July 30, 2018
Question: What is the revenue impact for installation of pay stations along the lake front?
Response: The estimated net revenue increase if the City were to install pay stations along
the lake front would be approximately $550,000 in 2019.
The following table highlights locations, estimated parking spaces and proposed hours of
operation if the City were to add parking pay stations along the lake front. Estimates are based
on Google Map measurements and physical inspection of parking areas.
Location Est. # of Spaces Current Restriction Proposed hours of operation
Light House
Beach: 2611
Sheridan Rd 41 3 hour limit 8 am – 9 pm, 13 hour max
Clark Street
boat launch 31 12 hour limit 8 am – 9 pm, 13 hour max
Clark Street
Beach: 1700 ‐
1800 Sheridan
Road, on‐street
Parking 51 3 hour limit 8 am – 9 pm, 13 hour max
Arrington
Lagoon 60 3 hour limit 8 am – 9 pm, 13 hour max
Greenwood
Beach/Dawes
Park 1400
Sheridan Road 76 3 hour limit 8 am – 9 pm, 13 hour max
Dempster
Street Boat
Launch 60 Permit parking 8 am – 9 pm, 13 hour max
Memorandum
Attachment 4--Revenue Increases
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Page 2 of 2
Lee Street
Beach:
1000, 1100 and
1200 Lakeshore 112 none 8 am – 9 pm, 13 hour max
South Blvd
Beach: 525
Sheridan
Square 109 9 hour limit 8 am – 9 pm, 13 hour max
Total: 540
Pay Station
Expenses: Minimum Required Cost for machines
Annual Maintenance/Web
Office
32 $252,800 $50,000
Analysis:
While the parking is heavily used in the warmer months (Memorial Day through Labor Day) there
are a significant amount of downtown parkers who take advantage of the free lake front parking
to avoid paying for parking in the City parking garages and meters.
Therefore assumptions for annual usage were made using a conservative figure of overall use at
40%, with the current 306 enforcement days (Monday‐Saturday, excluding holidays). In addition,
estimated revenues are based on the current hourly rate of $1.00 per hour with no maximum
time limit between the hour of 8 a.m. and 9 p.m. when the parks close. The formula is as follows:
Parking Value (PV) (Number of enforcement days*Rate per day * Percentage of Occupancy)
=PV (306*13*40%) (Per space)
=$1591.20 per space per year * 540 spaces
=$859,248.00 estimated revenue.
If approved, estimated first year revenues after purchase and installation of pay stations would
be approximately $550,000.
In addition, an assumption can be made that revenues at meters and parking garages will
increase, as parkers going to downtown will choose to park closer since there will no longer be a
free option at the lake front.
Staff would recommend that restrictions on residential streets near the lake front be re‐
evaluated to minimize any potential impacts to the neighborhoods.
Attachment 4--Revenue Increases
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To: Honorable Mayor Hagerty and Members of the City Council
From: Budget Team
Subject: Wheel tax increase
Date: July 30, 2018
Question: What is the revenue impact of a $20 wheel tax increase?
Response: The estimated revenue impact if the City were to increase the wheel tax from $75
to $95 would be $500,000.
The chart below provides the history of increases for the wheel tax.
Year
1961 Less than 35 horse power $10.00
Greater than 35 horse power $20.00
1971 Less than 35 horse power $15.00
Greater than 35 horse power $25.00
1979 Motor vehicle wheel tax $35.00
1988 Motor vehicle wheel tax $40.00
1999 Motor vehicle wheel tax $50.00
2008 Motor vehicle wheel tax $75.00
Memorandum
Attachment 4--Revenue Increases
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To: Honorable Mayor and Members of City Council
From: Lawrence Hemingway, Director, Parks Recreation & Community Services
Subject: Dempster Street Launch and Church Street Launch Facilities
Date: July 30, 2018
Question:
To provide information and recommendations on the operations and fees for the Dempster
Street Launch Facility and Church Street Launch Facility.
Answer:
Dempster Street Launch Facility
The Dempster Street Launch Facility is for the launching, retrieval and storage of
non‐motorized vessels such as, small sailboats (sunfish, laser, etc.), catamarans,
sailboards, canoes, stand‐up paddle boards and kayaks. The launching facility opens in
mid-May and closes October 31.
Individuals can either purchase a Season Storage & Launch Permit, Season Launch
Permit or Daily Launch Permit:
Season Storage & Launch Permit
This permit allows an individual access to a designated storage spot or rack located
on the Dempster Beach, as well as launch and parking access.
Season/Daily Launch Permits
Season or daily “launch‐only” permits allow the customer the ability to launch their
boat on a daily basis.
Listed below is the total number of storage racks available and a chart showing
2018 fees, 2019 proposed fees.
Total number of storage racks available at Dempster Street Beach
Single Hull boats - 98 storage racks
Double Hull boats - 24 storage racks
Windsurf - 8 storage racks
Memorandum
Attachment 4--Revenue Increases
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Kayak/Canoe/Stand Up Paddle Boards - 194 storage racks
Stand Up Paddle Boards Only - 24 storage racks
Currently, 16 single hull racks remain available but all the other racks are rented and there
is a waiting list of 110 residents for both kayaks and standup paddleboards. Based on the
trend for the past two years of having open spaces for single hull boats, staff is
recommending to convert 11 of those spaces to accommodate kayaks or stand up paddle
boards. This adjustment will create 22 spaces. All of double hull, kayak and paddle
spaces are rented by Evanston residents so increasing the non-residents fees will have no
impact on revenue. As for single hull boats, there are five spaces being rented by non-
residents. Dempster storage and launch rates were last increased in 2018 by 3% to 5%.
For comparison, below are boating fees being charged by two local communities.
2018 Prices Wilmette Winnetka
Season Pass Launch $170 Res/$366 NR $185 Res/$390 NR
Daily Launch $27 Res/$37 NR $5 Res/$10 NR weekdays
$15 Res/$30 NR-weekends
Single hull Res $391 $335
Single hull NR $653 $670
Double Hull Res $673 $335
Double-Hull NR $953 $670
Storage/locker include in fee include in fee
2018 Budget for Dempster Street Launch
Revenue $127,150
Expense $11,450
Storage & Launch Rates Resident
2018
Non-
Resident
2018
Resident
2019
Proposed
Non-
Resident
2019
Proposed
Season Launch-only Pass: includes
launch and parking pass (all crafts) $180 $230
$180
$230
Daily Launch-only Pass: includes launch
(all crafts) $25 $35
$25
$35
Season Launch & Storage Permit (w/
locker): includes launch, storage rack,
parking and locker (Single hull sailboats,
Windsurfing boards)
$290 $360
$300
$400
Season Launch & Storage Permit (w/
locker): includes launch, storage spot,
parking and locker (Double hull sailboats)
$400 $550
$420
$575
Season Launch & Storage Permit (no
locker): includes launch, rack & parking
(Kayaks, Canoes, Stand Up Paddle
Boards)
$260 $320
$275
$600
Season Locker $50 $70 $60 $100
Attachment 4--Revenue Increases
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Net Revenue $ 115,700
With the proposed increases listed in the fee chart above and adjustment in storage rack
spaces, it will generate between $5,500 to $7,000 in new revenue.
Church Street Launch Facility
The Church St. Boat Ramp is for the launching of power boats, personal watercrafts and
large sailboats. It’s normally scheduled to be opened in early May and closes October 31st.
For 2018, the facility will be closing after Monday, September 3rd, due to the work being
done on the south pier this fall.
A season launch permit must be purchased for each boat/vessel that individuals would like
to launch. The current season permit rates are $250 Resident / $500 Non-Resident.
Rates were lowered in 2018 because the ramp is closing after Labor Day, as a result of
the harbor work scheduled this fall. For 2019, staff is recommending increasing the launch
fee to $325 for residents and $600 for nonresidents. Additionally, staff is investigating how
to implement a new daily fee pilot program for next year, which may generate $500 to
$1,000 in new revenue.
The department sells about 100 season passes each season and would estimate with the
increase in season rates and new daily fee option; it will generate about $9,000 in new
revenue.
Listed below is a comparison of rates being charged by other communities.
Chicago Harbors
$250 season pass
$27 daily launch fee
Winnetka Park District – Tower Road Launch Facility
Season unlimited launch pass $415 Res/$830 NR
Season unlimited launch pass (weekdays only) $265 Res/ $530 NR
Weekday/daily launch $15 Res/$30 NR
Weekend daily launch $35Res/$70 NR
2018 Budget for the Church Street Boat Ramp
Revenue $37,900
Expense $44,400
Net -$6,500
In addition to the permit holders that utilize the Church Street launch, the city uses the
ramp for launching boats for aquatics camp, sailing programs and emergency rescue
crafts of the Fire Department and other agencies. Fees collected from aquatic camps and
sailing programs help offset the subsidy for operating the Church Street launch.
Attachment 4--Revenue Increases
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Attachment 5—Outreach Summary Document
Each year, City staff presents the City Manager’s Proposed Budget the first Friday in
October.
This proposed budget is unbalanced, meaning that revenues and expenses do not
match. This version of the budget includes various options for expense and revenue
changes which would bring the budget into a positive balance of revenues
exceeding expenses. It is up to the Council (with resident input) to decide which
changes to make to programs in order to balance the budget.
Staff begins the budget process by determining an expense “baseline”. The
baseline budget is the status quo. Essentially the baseline is the current year moved
forward. Any anticipated changes to wages, insurance costs, bonds, etc. are
included in the baseline.
Once a baseline is determined, staff anticipates changes to revenues which would
happen naturally as the “revenue baseline”. The revenue baseline includes no
changes to rates but instead anticipates potential shifts in habits based on prior year
actual receipts. It assumes no additional revenues are received, no modifications to
program. For instance, staff is currently anticipating a decrease in the amount of
sales tax received because more people are shopping online.
These two baseline numbers create a baseline surplus (revenues outpacing
expenses) or deficit (revenues do not cover expenses) for the upcoming year.
For 2019, the preliminary operating deficit for the General Fund is $2.9M.
Staff recommends that the Council adopt a surplus budget that would allow
additional money to be put into the City’s reserves.
Due to the anticipated shortfall, staff began the 2019 Budget process by asking
residents to participate in a survey geared towards better understanding the City’s
priorities in service delivery.
In Marcy 2019, the Council approved a variety of metrics which would be applied to
each of the 152 programs that the City offers.
Once these metrics were applied, the programs that fell numerically to the bottom of
the list were included in a public facing survey. This allowed residents to answer a
few questions about programs within the City.
The results of the survey (next page) have led to the following next steps:
o In depth analysis of the programs listed as being potentials for reduction.
This analysis will include an equity review.
o Further review of the Social Services included on the list—presented 9/17
o Revenue increases proposed to council July 30
o Outreach again in September to further gage resident priorities
After the proposed budget is presented, there will be many opportunities for resident
feedback (calendar on next page). There will also be an online engagement tool for
residents to use to help determine ways in which budget dollars could be shifted.
2019 Budget Process
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Attachment 5—Outreach Summary Document
Priority Based Budgeting Survey Results
Please select the 10 programs that you believe to be the most important for the City to provide.
1. Mental Health Board – 63%
2. Youth and Young Adult Services - 60%
3. Summer Food Program/Child Nutrition/Congregate Meal Program - 57%
4. Social Services (Victim Advocacy) - 57%
5. Mayor’s Summer Youth Employment Program - 49%
6. School Crossing Guards - 47%
7. Special Recreation Programs - 35%
8. Community Health - 34%
9. Animal Control - 33%
10. Minority/Women/Evanston-Based Enterprise & Local Employment Program -
30%
Please choose 10 programs that you believe the City should consider for reduction/elimination.
1. Divvy Bikes - 54%
2. Vacation Rental Permit and Administration - 51%
3. Storefront Modernization Program - 46%
4. Revenue and Collections – Passport services - 36%
5. Public Art Installation Support - 34%
6. Sign Permits and Inspection Services - 33%
7. Boards, Commissions, and Committee Administration - 33%
8. Community Arts Administration - 29%
9. Special Assessment Alley Improvements - 27%
10. Annual Dredging for Boat Launch and Harbor - 26%
2019 Budget Calendar
DATE TIME ACTIVITY
Monday, March 19, 2018 7PM Priority Based Budgeting roll-out
April 10-June 7, 2018 PBB Survey Open to the Public
Monday, June 18, 2018 7PM PBB Update & Next Steps
June-August Targeted outreach & engagement
Monday, July 30, 2018 7PM PBB Update
Mid-Year 2018 Budget Review
August & September Continued face to face outreach & engagement
Wednesday, September 13, 2018 7PM Public Outreach Event
Monday, September 17, 2018 7PM Human Services Program Review Presentation
Friday October 5, 2018 5PM Proposed 2019 Budget to City Council
Online outreach tool open to the public
Monday, October 15, 2018 7PM 2019 Budget Discussion
Monday, October 22, 2018 7PM* 2019 Budget Discussion
Saturday, October 27, 2018 9AM - 1PM Special City Council meeting
Public Hearing-- Truth in Taxation
Public Hearing-- FY 2019 Proposed Budget
Preliminary Tax Levy Estimate
Monday, November 12, 2018 7PM 2019 Budget Discussion (if needed)
Monday, November 19, 2018 7PM* 2019 Budget & 2018 Tax Levy Adoption
City of Evanston
2019 Budget Calendar
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For the City Council Meeting of July 30, 2018 Item SP2
Resolution 54-R-18: Prevailing Wage for Public Works Projects
For Action
To: Honorable Mayor and Members of the City Council
From: Hitesh Desai, Chief Financial Officer/City Treasurer
Ashley King, Finance and Budget Manager
Tammi Nunez, Purchasing Manager
Subject: Resolution 54-R-18, Resolution relating to Prevailing Wage for Public
Works Projects
Date: July 23, 2018
Recommended Action:
Staff requests that the City Council adopt Resolution 54-R-18, in order to comply with
the provisions of the Illinois Prevailing Wage Act, 820 ILCS 130/0.01, et seq. (the “Act”).
Livability Benefit:
Economy and Jobs: Expand job opportunities.
Innovation & Process: Support local government best practices and processes.
Summary:
Section 9 of the Act requires that public entities establish prevailing wages in June of
every year for certain laborers, workers, and mechanics, as defined by statute. The Act
requires that contractors and subcontractors pay workers covered under the Act, who
are employed on public works construction projects, a wage no less than the general
prevailing rate of wages (consisting of hourly cash wages plus fringe benefits) in the
county where the work is performed. The Illinois Department of Labor publishes these
prevailing wages by county. Attached to the Resolution as Exhibit “A” is the July 2018
schedule of prevailing wages in Cook County.
-------------------------------------------------------------------------------------
Attachments:
Copy of Resolution 54-R-18
Cook County Prevailing Wages for July 2018
Memorandum
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7/23/2018
54-R-18
A RESOLUTION
Relating to Prevailing Wages
for Public Works Projects
WHEREAS, the State of Illinois has enacted “an Act regulating wages of
laborers, mechanics, and other workmen employed in any public works by the State,
County, City, or any public body or any political subdivision or by anyone under contract
for public works”, approved June 26, 1941, as amended, 820 ILCS 130/1 -130/12 (the
“Prevailing Wage Act”); and
WHEREAS, the aforesaid Prevailing Wage Act requires that the City
ascertain the prevailing rate of wages for laborers, mechanics, and workers engaged in the
construction of public works projects for the City within City limits.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF
THE CITY OF EVANSTON, COOK COUNTY, ILLINOIS AS FOLLOWS:
SECTION 1: In accordance with, and to the extent required by 820
ILCS 130/1-130/12, the general prevailing rate of wages is hereby ascertained to be the
same as the prevailing rate of wages for construction work in Cook County as
determined by the Illinois Department of Labor in its compilation as of September 1,
2017, a copy of which is attached hereto as Exhibit A.
SECTION 2: Nothing herein contained shall be construed to apply said
general prevailing rate of wages as herein ascertained to any work or employment
except public works construction of the City to the extent required and as defined by the
Prevailing Wage Act.
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54-R-18
SECTION 3: A copy of the Compilation, Exhibit A, attached hereto, shall
be maintained and available for public inspection in the Office of the City Clerk of the
City of Evanston.
SECTION 4: The City Clerk shall mail a certified copy of the
Resolution to any association of employers, association of employees, or any person
who has filed or who may file their names and addresses requesting a copy of any
determination stating the particular rates and the particular class of workers whose
wages will be affected by such rates.
SECTION 5: The City Clerk shall file a certified copy of the adopted
Resolution with both the Illinois Secretary of State and the Illinois Department of Labor.
SECTION 6: The City Clerk shall cause to be published in a
newspaper of general circulation within the area a copy of this Resolution, and that such
publication shall constitute notice that the Resolution is effective and that this is the
determination of this public body.
SECTION 7: This Resolution shall be in full force and effect from and after
its passage and approval in the manner provided by law.
________________________________
Stephen H. Hagerty, Mayor
Attest: Approved as to form:
___________________________ ___________________________
Devon Reid, City Clerk Michelle L. Masoncup, Corporation Counsel
Adopted: __________________, 2018
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EXHIBIT A
Prevailing Rate of Wages for Construction Work in Cook County as
Determined by the Illinois Department of Labor in its Compilation of
September 1, 2017
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Prevailing Wage rates
for Cook County
effective Sept. 1, 2017
Trade Title Region Type Class Base
Wage
Fore-
man
Wage
M-F
OT
OSA OSH H/W Pension Vacation Training
ASBESTOS ABT-GEN ALL ALL 41.20 42.20 1.5 1.5 2 14.65 12.32 0.00 0.50
ASBESTOS ABT-MEC ALL BLD 37.46 39.96 1.5 1.5 2 11.62 11.06 0.00 0.72
BOILERMAKER ALL BLD 48.49 52.86 2 2 2 6.97 19.61 0.00 0.90
BRICK MASON ALL BLD 45.38 49.92 1.5 1.5 2 10.45 16.68 0.00 0.90
CARPENTER ALL ALL 46.35 48.35 1.5 1.5 2 11.79 18.87 0.00 0.63
CEMENT MASON ALL ALL 44.25 46.25 2 1.5 2 14.00 17.16 0.00 0.92
CERAMIC TILE FNSHER ALL BLD 38.56 38.56 1.5 1.5 2 10.65 11.18 0.00 0.68
COMM. ELECT. ALL BLD 43.10 45.90 1.5 1.5 2 8.88 13.22 1.00 0.85
ELECTRIC PWR EQMT OP ALL ALL 50.50 55.50 1.5 1.5 2 11.69 16.69 0.00 3.12
ELECTRIC PWR GRNDMAN ALL ALL 39.39 55.50 1.5 1.5 2 9.12 13.02 0.00 2.43
ELECTRIC PWR LINEMAN ALL ALL 50.50 55.50 1.5 1.5 2 11.69 16.69 0.00 3.12
ELECTRICIAN ALL ALL 47.40 50.40 1.5 1.5 2 14.33 16.10 1.00 1.18
ELEVATOR CONSTRUCTOR ALL BLD 51.94 58.43 2 2 2 14.43 14.96 4.16 0.90
FENCE ERECTOR ALL ALL 39.58 41.58 1.5 1.5 2 13.40 13.90 0.00 0.40
GLAZIER ALL BLD 42.45 43.95 1.5 1.5 2 14.04 20.14 0.00 0.94
HT/FROST INSULATOR ALL BLD 50.50 53.00 1.5 1.5 2 12.12 12.96 0.00 0.72
IRON WORKER ALL ALL 47.33 49.33 2 2 2 14.15 22.39 0.00 0.35
LABORER ALL ALL 41.20 41.95 1.5 1.5 2 14.65 12.32 0.00 0.50
LATHER ALL ALL 46.35 48.35 1.5 1.5 2 11.79 18.87 0.00 0.63
MACHINIST ALL BLD 47.56 50.06 1.5 1.5 2 7.05 8.95 1.85 1.47
MARBLE FINISHERS ALL ALL 33.95 33.95 1.5 1.5 2 10.45 15.52 0.00 0.47
MARBLE MASON ALL BLD 44.63 49.09 1.5 1.5 2 10.45 16.28 0.00 0.59
MATERIAL TESTER I ALL ALL 31.20 31.20 1.5 1.5 2 14.65 12.32 0.00 0.50
MATERIALS TESTER II ALL ALL 36.20 36.20 1.5 1.5 2 14.65 12.32 0.00 0.50
MILLWRIGHT ALL ALL 46.35 48.35 1.5 1.5 2 11.79 18.87 0.00 0.63
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OPERATING ENGINEER ALL BLD 1 50.10 54.10 2 2 2 18.80 14.35 2.00 1.30
OPERATING ENGINEER ALL BLD 2 48.80 54.10 2 2 2 18.80 14.35 2.00 1.30
OPERATING ENGINEER ALL BLD 3 46.25 54.10 2 2 2 18.80 14.35 2.00 1.30
OPERATING ENGINEER ALL BLD 4 44.50 54.10 2 2 2 18.80 14.35 2.00 1.30
OPERATING ENGINEER ALL BLD 5 53.85 54.10 2 2 2 18.80 14.35 2.00 1.30
OPERATING ENGINEER ALL BLD 6 51.10 54.10 2 2 2 18.80 14.35 2.00 1.30
OPERATING ENGINEER ALL BLD 7 53.10 54.10 2 2 2 18.80 14.35 2.00 1.30
OPERATING ENGINEER ALL FLT 1 55.90 55.90 1.5 1.5 2 18.05 13.60 1.90 1.30
OPERATING ENGINEER ALL FLT 2 54.40 55.90 1.5 1.5 2 18.05 13.60 1.90 1.30
OPERATING ENGINEER ALL FLT 3 48.40 55.90 1.5 1.5 2 18.05 13.60 1.90 1.30
OPERATING ENGINEER ALL FLT 4 40.25 55.90 1.5 1.5 2 18.05 13.60 1.90 1.30
OPERATING ENGINEER ALL FLT 5 57.40 55.90 1.5 1.5 2 18.05 13.60 1.90 1.30
OPERATING ENGINEER ALL FLT 6 38.00 55.90 1.5 1.5 2 18.05 13.60 1.90 1.30
OPERATING ENGINEER ALL HWY 1 48.30 52.30 1.5 1.5 2 18.80 14.35 2.00 1.30
OPERATING ENGINEER ALL HWY 2 47.75 52.30 1.5 1.5 2 18.80 14.35 2.00 1.30
OPERATING ENGINEER ALL HWY 3 45.70 52.30 1.5 1.5 2 18.80 14.35 2.00 1.30
OPERATING ENGINEER ALL HWY 4 44.30 52.30 1.5 1.5 2 18.80 14.35 2.00 1.30
OPERATING ENGINEER ALL HWY 5 43.10 52.30 1.5 1.5 2 18.80 14.35 2.00 1.30
OPERATING ENGINEER ALL HWY 6 51.30 52.30 1.5 1.5 2 18.80 14.35 2.00 1.30
OPERATING ENGINEER ALL HWY 7 49.30 52.30 1.5 1.5 2 18.80 14.35 2.00 1.30
ORNAMNTL IRON
WORKER
ALL ALL 46.75 49.25 2 2 2 13.90 19.79 0.00 0.75
PAINTER ALL ALL 45.55 51.24 1.5 1.5 1.5 11.56 11.44 0.00 1.87
PAINTER SIGNS ALL BLD 37.45 42.05 1.5 1.5 2 2.60 3.18 0.00 0.00
PILEDRIVER ALL ALL 46.35 48.35 1.5 1.5 2 11.79 18.87 0.00 0.63
PIPEFITTER ALL BLD 47.50 50.50 1.5 1.5 2 10.05 17.85 0.00 2.12
PLASTERER ALL BLD 42.75 45.31 1.5 1.5 2 14.00 15.71 0.00 0.89
PLUMBER ALL BLD 49.25 52.20 1.5 1.5 2 14.34 13.35 0.00 1.28
ROOFER ALL BLD 42.30 45.30 1.5 1.5 2 9.08 12.14 0.00 0.58
SHEETMETAL WORKER ALL BLD 43.50 46.98 1.5 1.5 2 11.03 23.43 0.00 0.78
SIGN HANGER ALL BLD 31.31 33.81 1.5 1.5 2 4.85 3.28 0.00 0.00
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SPRINKLER FITTER ALL BLD 47.20 49.20 1.5 1.5 2 12.25 11.55 0.00 0.55
STEEL ERECTOR ALL ALL 42.07 44.07 2 2 2 13.45 19.59 0.00 0.35
STONE MASON ALL BLD 45.38 49.92 1.5 1.5 2 10.45 16.68 0.00 0.90
TERRAZZO FINISHER ALL BLD 40.54 40.54 1.5 1.5 2 10.65 12.76 0.00 0.73
TERRAZZO MASON ALL BLD 44.38 47.88 1.5 1.5 2 10.65 14.15 0.00 0.82
TILE MASON ALL BLD 45.49 49.49 1.5 1.5 2 10.65 13.88 0.00 0.86
TRAFFIC SAFETY WRKR ALL HWY 33.50 35.85 1.5 1.5 2 6.00 7.25 0.00 0.50
TRUCK DRIVER E ALL 1 35.60 36.25 1.5 1.5 2 8.56 11.50 0.00 0.15
TRUCK DRIVER E ALL 2 35.85 36.25 1.5 1.5 2 8.56 11.50 0.00 0.15
TRUCK DRIVER E ALL 3 36.05 36.25 1.5 1.5 2 8.56 11.50 0.00 0.15
TRUCK DRIVER E ALL 4 36.25 36.25 1.5 1.5 2 8.56 11.50 0.00 0.15
TRUCK DRIVER W ALL 1 35.98 36.53 1.5 1.5 2 8.25 10.14 0.00 0.15
TRUCK DRIVER W ALL 2 36.13 36.53 1.5 1.5 2 8.25 10.14 0.00 0.15
TRUCK DRIVER W ALL 3 36.33 36.53 1.5 1.5 2 8.25 10.14 0.00 0.15
TRUCK DRIVER W ALL 4 36.53 36.53 1.5 1.5 2 8.25 10.14 0.00 0.15
TUCKPOINTER ALL BLD 45.42 46.42 1.5 1.5 2 8.32 15.42 0.00 0.80
Legend
M-F OT Unless otherwise noted, OT pay is required for any hour greater than 8 worked each day, Mon through Fri. The number listed is the
multiple of the base wage.
OSA Overtime pay required for every hour worked on Saturdays
OSH Overtime pay required for every hour worked on Sundays and Holidays
H/W Health/Welfare benefit
Explanations COOK COUNTY
The following list is considered as those days for which holiday rates of wages for work performed apply: New Years Day, Memorial Day, Fourth
of July, Labor Day, Thanksgiving Day, Christmas Day and Veterans Day in some classifications/counties. Generally, any of these holidays which
fall on a Sunday is celebrated on the following Monday. This then makes work performed on that Monday payable at the appropriate overtime
rate for holiday pay. Common practice in a given local may alter certain days of celebration. If in doubt, please check with IDOL.
TRUCK DRIVERS (WEST) - That part of the county West of Barrington Road.
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EXPLANATION OF CLASSES
ASBESTOS - GENERAL - removal of asbestos material/mold and hazardous materials from any place in a building, including mechanical systems
where those mechanical systems are to be removed. This includes the removal of asbestos materials/mold and hazardous materials from
ductwork or pipes in a building when the building is to be demolished at the time or at some close future date. ASBESTOS - MECHANICAL -
removal of asbestos material from mechanical systems, such as pipes, ducts, and boilers, where the mechanical systems are to remain.
CERAMIC TILE FINISHER
The grouting, cleaning, and polishing of all classes of tile, whether for interior or exterior purposes, all burned, glazed or unglazed products; all
composition materials, granite tiles, warning detectable tiles, cement tiles, epoxy composite materials, pavers, glass, mosaics, fiberglass, and all
substitute materials, for tile made in tile-like units; all mixtures in tile like form of cement, metals, and other materials that are for and intended
for use as a finished floor surface, stair treads, promenade roofs, walks, walls, ceilings, swimming pools, and all other places where tile is to form
a finished interior or exterior. The mixing of all setting mortars including but not limited to thin-set mortars, epoxies, wall mud, and any other
sand and cement mixtures or adhesives when used in the preparation, installation, repair, or maintenance of tile and/or similar materials. The
handling and unloading of all sand, cement, lime, tile, fixtures, equipment, adhesives, or any other materials to be used in the preparation,
installation, repair, or maintenance of tile and/or similar materials. Ceramic Tile Finishers shall fill all joints and voids regardless of method on all
tile work, particularly and especially after installation of said tile work. Application of any and all protective coverings to all types of tile
installations including, but not be limited to, all soap compounds, paper products, tapes, and all polyethylene coverings, plywood, masonite,
cardboard, and any new type of products that may be used to protect tile installations, Blastrac equipment, and all floor scarifying equipment
used in preparing floors to receive tile. The clean up and removal of all waste and materials. All demolition of existing tile floors and walls to be
re-tiled.
COMMUNICATIONS ELECTRICIAN
Installation, operation, inspection, maintenance, repair and service of radio, television, recording, voice sound vision production and
reproduction, telephone and telephone interconnect, facsimile, data apparatus, coaxial, fibre optic and wireless equipment, appliances and
systems used for the transmission and reception of signals of any nature, business, domestic, commercial, education, entertainment, and
residential purposes, including but not limited to, communication and telephone, electronic and sound equipment, fibre optic and data
communication systems, and the performance of any task directly related to such installation or service whether at new or existing sites, such
tasks to include the placing of wire and cable and electrical power conduit or other raceway work within the equipment room and pulling wire
and/or cable through conduit and the installation of any incidental conduit, such that the employees covered hereby can complete any job in
full.
MARBLE FINISHER
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Loading and unloading trucks, distribution of all materials (all stone, sand, etc.), stocking of floors with material, performing all rigging for heavy
work, the handling of all material that may be needed for the installation of such materials, building of scaffolding, polishing if needed, patching,
waxing of material if damaged, pointing up, caulking, grouting and cleaning of marble, holding water on diamond or Carborundum blade or saw
for setters cutting, use of tub saw or any other saw needed for preparation of material, drilling of holes for wires that anchor material set by
setters, mixing up of molding plaster for installation of material, mixing up thin set for the installation of material, mixing up of sand to cement
for the installation of material and such other work as may be required in helping a Marble Setter in the handling of all material in the erection
or installation of interior marble, slate, travertine, art marble, serpentine, alberene stone, blue stone, granite and other stones (meaning as to
stone any foreign or domestic materials as are specified and used in building interiors and exteriors and customarily known as stone in the
trade), carrara, sanionyx, vitrolite and similar opaque glass and the laying of all marble tile, terrazzo tile, slate tile and precast tile, steps, risers
treads, base, or any other materials that may be used as substitutes for any of the aforementioned materials and which are used on interior and
exterior which are installed in a similar manner.
MATERIAL TESTER I: Hand coring and drilling for testing of materials; field inspection of uncured concrete and asphalt.
MATERIAL TESTER II: Field inspection of welds, structural steel, fireproofing, masonry, soil, facade, reinforcing steel, formwork, cured concrete,
and concrete and asphalt batch plants; adjusting proportions of bituminous mixtures.
OPERATING ENGINEER - BUILDING
Class 1. Asphalt Plant; Asphalt Spreader; Autograde; Backhoes with Caisson Attachment; Batch Plant; Benoto (requires Two Engineers); Boiler
and Throttle Valve; Caisson Rigs; Central Redi-Mix Plant; Combination Back Hoe Front End-loader Machine; Compressor and Throttle Valve;
Concrete Breaker (Truck Mounted); Concrete Conveyor; Concrete Conveyor (Truck Mounted); Concrete Paver Over 27E cu. ft; Concrete Paver
27E cu. ft. and Under: Concrete Placer; Concrete Placing Boom; Concrete Pump (Truck Mounted); Concrete Tower; Cranes, All; Cranes,
Hammerhead; Cranes, (GCI and similar Type); Creter Crane; Spider Crane; Crusher, Stone, etc.; Derricks, All; Derricks, Traveling; Formless Curb
and Gutter Machine; Grader, Elevating; Grouting Machines; Heavy Duty Self-Propelled Transporter or Prime Mover; Highlift Shovels or Front
Endloader 2-1/4 yd. and over; Hoists, Elevators, outside type rack and pinion and similar machines; Hoists, One, Two and Three Drum; Hoists,
Two Tugger One Floor; Hydraulic Backhoes; Hydraulic Boom Trucks; Hydro Vac (and similar equipment); Locomotives, All; Motor Patrol;
Lubrication Technician; Manipulators; Pile Drivers and Skid Rig; Post Hole Digger; Pre-Stress Machine; Pump Cretes Dual Ram; Pump Cretes:
Squeeze Cretes-Screw Type Pumps; Gypsum Bulker and Pump; Raised and Blind Hole Drill; Roto Mill Grinder; Scoops - Tractor Drawn; Slip-Form
Paver; Straddle Buggies; Operation of Tie Back Machine; Tournapull; Tractor with Boom and Side Boom; Trenching Machines.
Class 2. Boilers; Broom, All Power Propelled; Bulldozers; Concrete Mixer (Two Bag and Over); Conveyor, Portable; Forklift Trucks; Highlift Shovels
or Front Endloaders under 2-1/4 yd.; Hoists, Automatic; Hoists, Inside Elevators; Hoists, Sewer Dragging Machine; Hoists, Tugger Single Drum;
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Laser Screed; Rock Drill (Self-Propelled); Rock Drill (Truck Mounted); Rollers, All; Steam Generators; Tractors, All; Tractor Drawn Vibratory Roller;
Winch Trucks with "A" Frame.
Class 3. Air Compressor; Combination Small Equipment Operator; Generators; Heaters, Mechanical; Hoists, Inside Elevators (remodeling or
renovation work); Hydraulic Power Units (Pile Driving, Extracting, and Drilling); Pumps, over 3" (1 to 3 not to exceed a total of 300 ft.); Low Boys;
Pumps, Well Points; Welding Machines (2 through 5); Winches, 4 Small Electric Drill Winches.
Class 4. Bobcats and/or other Skid Steer Loaders; Oilers; and Brick Forklift.
Class 5. Assistant Craft Foreman.
Class 6. Gradall.
Class 7. Mechanics; Welders.
OPERATING ENGINEERS - HIGHWAY CONSTRUCTION
Class 1. Asphalt Plant; Asphalt Heater and Planer Combination; Asphalt Heater Scarfire; Asphalt Spreader; Autograder/GOMACO or other similar
type machines: ABG Paver; Backhoes with Caisson Attachment; Ballast Regulator; Belt Loader; Caisson Rigs; Car Dumper; Central Redi-Mix Plant;
Combination Backhoe Front Endloader Machine, (1 cu. yd. Backhoe Bucket or over or with attachments); Concrete Breaker (Truck Mounted);
Concrete Conveyor; Concrete Paver over 27E cu. ft.; Concrete Placer; Concrete Tube Float; Cranes, all attachments; Cranes, Tower Cranes of all
types: Creter Crane: Spider Crane; Crusher, Stone, etc.; Derricks, All; Derrick Boats; Derricks, Traveling; Dredges; Elevators, Outside type Rack &
Pinion and Similar Machines; Formless Curb and Gutter Machine; Grader, Elevating; Grader, Motor Grader, Motor Patrol, Auto Patrol, Form
Grader, Pull Grader, Subgrader; Guard Rail Post Driver Truck Mounted; Hoists, One, Two and Three Drum; Heavy Duty Self-Propelled Transporter
or Prime Mover; Hydraulic Backhoes; Backhoes with shear attachments up to 40' of boom reach; Lubrication Technician; Manipulators; Mucking
Machine; Pile Drivers and Skid Rig; Pre-Stress Machine; Pump Cretes Dual Ram; Rock Drill - Crawler or Skid Rig; Rock Drill - Truck Mounted;
Rock/Track Tamper; Roto Mill Grinder; Slip-Form Paver; Snow Melters; Soil Test Drill Rig (Truck Mounted); Straddle Buggies; Hydraulic
Telescoping Form (Tunnel); Operation of Tieback Machine; Tractor Drawn Belt Loader; Tractor Drawn Belt Loader (with attached pusher - two
engineers); Tractor with Boom; Tractaire with Attachments; Traffic Barrier Transfer Machine; Trenching; Truck Mounted Concrete Pump with
Boom; Raised or Blind Hole Drills (Tunnel Shaft); Underground Boring and/or Mining Machines 5 ft. in diameter and over tunnel, etc;
Underground Boring and/or Mining Machines under 5 ft. in diameter; Wheel Excavator; Widener (APSCO).
Class 2. Batch Plant; Bituminous Mixer; Boiler and Throttle Valve; Bulldozers; Car Loader Trailing Conveyors; Combination Backhoe Front
Endloader Machine (Less than 1 cu. yd. Backhoe Bucket or over or with attachments); Compressor and Throttle Valve; Compressor, Common
Receiver (3); Concrete Breaker or Hydro Hammer; Concrete Grinding Machine; Concrete Mixer or Paver 7S Series to and including 27 cu. ft.;
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Concrete Spreader; Concrete Curing Machine, Burlap Machine, Belting Machine and Sealing Machine; Concrete Wheel Saw; Conveyor Muck Cars
(Haglund or Similar Type); Drills, All; Finishing Machine - Concrete; Highlift Shovels or Front Endloader; Hoist - Sewer Dragging Machine;
Hydraulic Boom Trucks (All Attachments); Hydro-Blaster; Hydro Excavating (excluding hose work); Laser Screed; All Locomotives, Dinky; Off-Road
Hauling Units (including articulating) Non Self-Loading Ejection Dump; Pump Cretes: Squeeze Cretes - Screw Type Pumps, Gypsum Bulker and
Pump; Roller, Asphalt; Rotary Snow Plows; Rototiller, Seaman, etc., self-propelled; Self-Propelled Compactor; Spreader - Chip - Stone, etc.;
Scraper - Single/Twin Engine/Push and Pull; Scraper - Prime Mover in Tandem (Regardless of Size); Tractors pulling attachments, Sheeps Foot,
Disc, Compactor, etc.; Tug Boats.
Class 3. Boilers; Brooms, All Power Propelled; Cement Supply Tender; Compressor, Common Receiver (2); Concrete Mixer (Two Bag and Over);
Conveyor, Portable; Farm-Type Tractors Used for Mowing, Seeding, etc.; Forklift Trucks; Grouting Machine; Hoists, Automatic; Hoists, All
Elevators; Hoists, Tugger Single Drum; Jeep Diggers; Low Boys; Pipe Jacking Machines; Post-Hole Digger; Power Saw, Concrete Power Driven; Pug
Mills; Rollers, other than Asphalt; Seed and Straw Blower; Steam Generators; Stump Machine; Winch Trucks with "A" Frame; Work Boats;
Tamper-Form-Motor Driven.
Class 4. Air Compressor; Combination - Small Equipment Operator; Directional Boring Machine; Generators; Heaters, Mechanical; Hydraulic
Power Unit (Pile Driving, Extracting, or Drilling); Light Plants, All (1 through 5); Pumps, over 3" (1 to 3 not to exceed a total of 300 ft.); Pumps,
Well Points; Vacuum Trucks (excluding hose work); Welding Machines (2 through 5); Winches, 4 Small Electric Drill Winches.
Class 5. SkidSteer Loader (all); Brick Forklifts; Oilers.
Class 6. Field Mechanics and Field Welders
Class 7. Dowell Machine with Air Compressor; Gradall and machines of like nature.
OPERATING ENGINEER - FLOATING
Class 1. Craft Foreman; Master Mechanic; Diver/Wet Tender; Engineer; Engineer (Hydraulic Dredge).
Class 2. Crane/Backhoe Operator; Boat Operator with towing endorsement; Mechanic/Welder; Assistant Engineer (Hydraulic Dredge); Leverman
(Hydraulic Dredge); Diver Tender.
Class 3. Deck Equipment Operator, Machineryman, Maintenance of Crane (over 50 ton capacity) or Backhoe (115,000 lbs. or more); Tug/Launch
Operator; Loader/Dozer and like equipment on Barge, Breakwater Wall, Slip/Dock, or Scow, Deck Machinery, etc.
Class 4. Deck Equipment Operator, Machineryman/Fireman (4 Equipment Units or More); Off Road Trucks; Deck Hand, Tug Engineer, Crane
Maintenance (50 Ton Capacity and Under) or Backhoe Weighing (115,000 pounds or less); Assistant Tug Operator.
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Class 5. Friction or Lattice Boom Cranes.
Class 6. ROV Pilot, ROV Tender
TERRAZZO FINISHER
The handling of sand, cement, marble chips, and all other materials that may be used by the Mosaic Terrazzo Mechanic, and the mixing,
grinding, grouting, cleaning and sealing of all Marble, Mosaic, and Terrazzo work, floors, base, stairs, and wainscoting by hand or machine, and in
addition, assisting and aiding Marble, Masonic, and Terrazzo Mechanics.
TRAFFIC SAFETY
Work associated with barricades, horses and drums used to reduce lane usage on highway work, the installation and removal of temporary lane
markings, and the installation and removal of temporary road signs.
TRUCK DRIVER - BUILDING, HEAVY AND HIGHWAY CONSTRUCTION - EAST & WEST
Class 1. Two or three Axle Trucks. A-frame Truck when used for transportation purposes; Air Compressors and Welding Machines, including
those pulled by cars, pick-up trucks and tractors; Ambulances; Batch Gate Lockers; Batch Hopperman; Car and Truck Washers; Carry-alls; Fork
Lifts and Hoisters; Helpers; Mechanics Helpers and Greasers; Oil Distributors 2-man operation; Pavement Breakers; Pole Trailer, up to 40 feet;
Power Mower Tractors; Self-propelled Chip Spreader; Skipman; Slurry Trucks, 2-man operation; Slurry Truck Conveyor Operation, 2 or 3 man;
Teamsters; Unskilled Dumpman; and Truck Drivers hauling warning lights, barricades, and portable toilets on the job site.
Class 2. Four axle trucks; Dump Crets and Adgetors under 7 yards; Dumpsters, Track Trucks, Euclids, Hug Bottom Dump Turnapulls or
Turnatrailers when pulling other than self-loading equipment or similar equipment under 16 cubic yards; Mixer Trucks under 7 yards; Ready-mix
Plant Hopper Operator, and Winch Trucks, 2 Axles.
Class 3. Five axle trucks; Dump Crets and Adgetors 7 yards and over; Dumpsters, Track Trucks, Euclids, Hug Bottom Dump Turnatrailers or
turnapulls when pulling other than self-loading equipment or similar equipment over 16 cubic yards; Explosives and/or Fission Material Trucks;
Mixer Trucks 7 yards or over; Mobile Cranes while in transit; Oil Distributors, 1-man operation; Pole Trailer, over 40 feet; Pole and Expandable
Trailers hauling material over 50 feet long; Slurry trucks, 1-man operation; Winch trucks, 3 axles or more; Mechanic--Truck Welder and Truck
Painter.
Class 4. Six axle trucks; Dual-purpose vehicles, such as mounted crane trucks with hoist and accessories; Foreman; Master Mechanic; Self-
loading equipment like P.B. and trucks with scoops on the front.
Other Classifications of Work:
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For definitions of classifications not otherwise set out, the Department generally has on file such definitions which are available. If a task to be
performed is not subject to one of the classifications of pay set out, the Department will upon being contacted state which neighboring county
has such a classification and provide such rate, such rate being deemed to exist by reference in this document. If no neighboring county rate
applies to the task, the Department shall undertake a special determination, such special determination being then deemed to have existed
under this determination. If a project requires these, or any classification not listed, please contact IDOL at 217-782-1710 for wage rates or
clarifications.
LANDSCAPING
Landscaping work falls under the existing classifications for laborer, operating engineer and truck driver. The work performed by landscape
plantsman and landscape laborer is covered by the existing classification of laborer. The work performed by landscape operators (regardless of
equipment used or its size) is covered by the classifications of operating engineer. The work performed by landscape truck drivers (regardless of
size of truck driven) is covered by the classifications of truck driver.
MATERIAL TESTER & MATERIAL TESTER/INSPECTOR I AND II
Notwithstanding the difference in the classification title, the classification entitled "Material Tester I" involves the same job duties as the
classification entitled "Material Tester/Inspector I". Likewise, the classification entitled "Material Tester II" involves the same job duties as the
classification entitled "Material Tester/Inspector II".
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For City Council Meeting of July 30, 2018 Item SP3
Storefront Modernization Program Applications
For Action
To: Honorable Mayor and Members of the City Council
From: Paul Zalmezak, Economic Development Division Manager
Paulina Martínez, Assistant to the City Manager
Subject: Storefront Modernization Program Applications for 1901-1903 Church
Street and 1623 Simpson Street
Date: July 26, 2018
Recommended Action:
Staff supports a recommendation from the Economic Development Committee to the
City Council for approval of 100% financial assistance through the Storefront
Modernization Program to the following Evanston commercial buildings, which would
help a total of six small women and/or minority-owned businesses:
● 1901 Church Street in an amount not to exceed $77,676.00 to install awnings,
update windows and doors as needed, remove electric box signs, install lighting
fixtures, and limited tuck-pointing.
● 1623 Simpson Street in an amount not to exceed $25,546.00 to install awnings,
update windows and doors, remove electric box signs, and install lighting
fixtures, and masonry work as needed.
The cumulative amount of this funding request is $103,222.
Funding Source:
Funding will be from the Economic Development Business District Improvement Fund
(Account 100.21.5300.65522). The approved Fiscal Year 2018 Budget allocated a total
of $250,000 for this account to fund both the Storefront Modernization and Great
Merchant Grant programs. If approved, the Business District Improvement Fund will be
expended for 2018.
Livability Benefit:
- Economy and Jobs: Retain and expand local businesses
- Built Environment: Enhance public spaces
Summary:
Economic Development staff was directed to work closely with both landlords to collect
bids and complete the application process. Staff assisted the landlords by soliciting bids
Memorandum
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from architects, using the City’s purchasing guidelines. The landlords have signed a
contract with Studio Talo to render the project drawings and to manage the general
contractors and subcontractor bidding for the 1901 Church Street and 1623 Simpson
storefront modernizations. Staff will continue working with all parties until completion.
The scope of services proposed included new storefront glass, doors, tuck-pointing,
lighting fixtures, awnings, old sign removal, and painting as needed. The bids revealed
that the full scope of work for both buildings would cost a total of $233,120. The detailed
budgets are attached, and summarized as follows:
However, to fit within the City Council-approved funding (up to $100,000.00) for this
project, staff worked with the architect to work with the general contractor to scale back
the project scope, in a way that results in the intended goal to beautify the buildings, but
delivered within the $100,000 budget. The recommended scope, totaling $103,222
includes new awnings, new lighting, removal of old box signage, new doors and
windows where needed, and targeted tuckpointing. The recommended budget is
summarized as follows:
Proposed NSP2 Storefront Modernization Budget
1901 Church and 1623 Simpson
1901 Church
General Conditions/Site Management/Architectural Services 52,348.00$
Masonry 18,300.00$
Thermal & Moisture Protection (minor roof repair)2,360.00$
Storefront System 56,455.00$
Awnings/Signage 22,000.00$
Electrical 11,050.00$
Overhead/Profit/Supervision 18,602.00$
Total 181,115.00$
1623 Church
General Conditions/Site Management/Architectural Services 13,480.00$
Masonry 11,600.00$
Thermal & Moisture Protection -$
Storefront System 9,865.00$
Awnings/Signage 8,500.00$
Electrical 3,095.00$
Overhead/Profit/Supervision 5,465.00$
Total 52,005.00$
Grand Total 233,120.00$
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Background:
The Storefront Modernization Program provides a financial incentive to property owners
and their commercial tenants to invest in improvements to commercial property in
Evanston. Eligible expenses include street-facing exterior improvements such as
windows, doors, signage, painting, and the like.
On November 2017 the City Council approved new Storefront Modernization Program
guidelines, which allows 100% coverage for projects in NSP2 areas. Applicants must
obtain three written bids for the work proposed, with at least one of the three bids being
provided by an Evanston-based contractor whenever possible. The program is intended
to help modernize aging building stock in targeted development areas and improve the
aesthetics individual commercial businesses within their respective business districts.
(For more detailed information, please refer to the Program Guidelines online).
Legislative History
On July 25, 2018 the Economic Development Committee unanimously approved the
request.
Attachments:
- Proposed Budgets
- Storefront Modernization Program Application for Church & Dodge
- Storefront Modernization Program Application for 1623 Simpson
- Bids
- Elevations
Proposed NSP2 Storefront Modernization Budget
1901 Church and 1623 Simpson
1901 Church
General Conditions/Site Management/Architectural Services 10,975.00$
Masonry 3,300.00$
Thermal & Moisture Protection (minor roof repair)-$
Storefront System 19,600.00$
Awnings/Signage 24,500.00$
Electrical 11,050.00$
Overhead/Profit/Supervision/Permits 8,251.00$
Total 77,676.00$
1623 Church
General Conditions/Site Management/Architectural Services 2,175.00$
Masonry 1,700.00$
Thermal & Moisture Protection -$
Storefront System 7,000.00$
Awnings/Signage 8,500.00$
Electrical 3,095.00$
Overhead/Profit/Supervision 3,076.00$
Total 25,546.00$
Grand Total 103,222.00$
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2018 Storefront Modernization Program #37
Property Address
*
1901 Church Street, Evanston, IL 60201
Property PIN * 10-13-119-073-0000
Year Property was constructed N/A
Length of store frontage (feet): * 171
Is this property a historic landmark? No
Applicant Name: * Soterios V Frentzas
Applicant Address: * 1137 Perda Ln., DesPlaines, IL 60016
Email * soteris@comcast.net
Phone Number (847) 630-0888
Name of business (if applicable):
Applicant is: * Property Owner
Name(s) of business(es): Gyro's Planet; C&W Market and Ice Cream Parlor;
Ebony Barber Shop; Tom's Beauty Supply; Cutting
Edge Hair Gallery
Business Owner Name(s): Mohammed Khan; Wendy and Clarence Weaver; Gigi
Giles; Kyu Sang Gang; Donna Walker
Date of lease expiration (if
applicable):
How many years has the business
been at this location?
varies
Provide a description of the ground
floor business(es) at this location
(500 words max).
fast food restaurant; convenience store and ice
cream parlor; barber shop; beauty supply; hair salon
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Property Owner Name:
Property Owner Address:
Property Owner Phone Number:
Property Owner Email:
Is the property currently for sale? No
What type(s) of improvements are
you planning to make? (check all
that apply) *
Signage/awnings
Doors/windows
Tuckpointing
Lighting
Painting
Provide a narrative of your
proposed project. Include
information on portions of the
building that will be improved and
what particular work activities will
be completed. (500 words max) *
Update storefront systems, repair brickwork, install
awnings, and lighting fixtures throughout the
buildings, painting as needed, and removal of two
electric box signs.
Provide a narrative of sustainability
measures that will be employed in
this project (500 words max)
Provide a narrative of how your
proposed project will improve
accessibility at your building (500
words max)
Upload 3 current photos of the
building for which you are
applying. 20180126_114832.jpg 422.99 KB · JPG
20180126_114911.jpg 516.37 KB · JPG
20180126_115123.jpg 424.92 KB · JPG
Upload 3 contractor estimates for
the project(s) being proposed. 180719_csse_bid_list.pdf 127.44 KB · PDF
87 of 208
180719_csse_bid_list1.pdf127.44 KB · PDF
180719_csse_bid_list2.pdf127.44 KB · PDF
If applicant is not the owner of the
building for which funding is
sought, upload a letter of support
from the property owner.
"I certify that all of the information
contained in this document, all
statements, information, and
exhibits that I am submitting for
the property listed in this form
under 'property information' is true
and accurate and to the best of my
knowledge. I certify that I have
reviewed the Program Guidelines
and Program Agreement form
associated with the City of
Evanston's Facade Improvement
Program." (Type name below for
signature). *
Soterios V Frentzas
Date * Friday, July 20, 2018
Created
20 Jul 2018
12:19:19 PM PUBLIC
66.158.65.76
IP Address
88 of 208
QUANTITIES/NOTES CONTRACTOR BUDGET
1 1. GENERAL CONDITIONS
2 PROJECT SPECIFIC PDB
3 01 00 00 Portable toilet delivery $50.00
4 01 00 00 Portable toilet (2) months @ $90/month $180.00
5 01 00 00 Dumpster (regular debris)$0.00
6 01 00 00 Dumpster overweight charge allowance $0.00
7 01 00 00 Demolition removal of existing box signs and awnings $1,000.00
8 01 00 00 Temp fencing allowance $500.00
9 01 00 00 Temp utilities allowance $500.00
10 01 00 00 Temp security temporary framing and plywood walls $15,868.00
11 01 00 00 Pedestrian canopy scaffold with protection $12,750.00
12 01 00 00 Lock keying and coordination allowance for (10) doors $500.00
13 01 00 00 Safety (first aid, eye wear, helmets, etc.)allowance $150.00
14 01 00 00 Misc. interior patching, painting and caulking allowance $2,000.00
15 01 00 00 Finish protection allowance $250.00
16 01 00 00 Final clean allowance $1,600.00
17 01 00 00 General contingency (material and labor) allowance for misc. restoration $8,000.00
18 SUBTOTAL OF GENERAL CONDITIONS $43,348.00
19
20 4. MASONRY
21 MASONRY
22 04 00 00 Masonry work and painting lintels SME $17,500.00
23 04 00 00 Strip black paint 1903 Church SME $800.00
24
25 7. THERMAL & MOISTURE PROTECTION
26 ROOFING
27 07 00 00 Roofing and insulation Hanson $2,360.00
28
29 8. OPENINGS
30 OPENINGS
31 08 00 00 Kawneer Encore storefront system per plans EGM $54,955.00
32 08 00 00 Prefinished metal column covers (2) at 1901 Church, (1) at 1903 Church PDB $1,500.00
33
34 10. SPECIALTIES / FF&E
35 FIXTURES AND ACCESSORIES
36 10 00 00 Exterior awnings per plans EAC $20,500.00
37 10 00 00 Signage and lettering allowance EAC $3,000.00
38
39 26. ELECTRICAL
40 ELECTRICAL
41 26 00 00 Elecrical work per plans C&F $6,550.00
42 26 00 00 Light fixtures allowance, (15) fixtures @ $200/ea PDB $3,000.00
43 26 00 00 Barber pole allowance PDB $1,500.00
44
45 Total Base Bid $155,013.00
46 Overhead, profit and supervision (12%)$18,602.00
47 Construction Cost $173,615.00
48
49 Notes:
50 1.Sign artwork and design are NIC
51 2.Masonry work includes spot tuckpointing, not full tuckpointing
DATE: 7/19/2018
ADDRESS: 1901-1903 Church St.
PROJECT BUDGET | FULL
PROJECT: Church & Dodge Façade Restoration
ADDRESS: 1700-1708 Dodge Ave.
Evanston, IL 60201
Page 1
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QUANTITIES/NOTES CONTRACTOR BUDGET
1 1. GENERAL CONDITIONS
2 PROJECT SPECIFIC
3 01 00 00 Demolition removal of existing box signs and awnings PDB $1,000.00
4 01 00 00 Temp utilities allowance PDB $250.00
5 01 00 00 Lock keying and coordination allowance for (5) doors PDB $250.00
6 01 00 00 Safety (first aid, eye wear, helmets, etc.)allowance PDB $75.00
7 01 00 00 Finish protection allowance PDB $100.00
8 01 00 00 Final clean allowance PDB $300.00
9 SUBTOTAL OF GENERAL CONDITIONS $1,975.00
10
11 4. MASONRY
12 MASONRY
13 04 00 00 Miscellaneous masonry repairs at box signs and awnings only SME $2,500.00
14 04 00 00 Strip black paint from masonry 1903 Church SME $800.00
15
16 8. OPENINGS
17 OPENINGS
18 08 00 00 Replace (5) exterior doors 1901 and 1903 Church, 1702 and 1704 Dodge EGM $17,500.00
19 08 00 00 Replace (2) glass and (2) column covers 1901 Church and 1708 Dodge EGM $2,100.00
20
21 10. SPECIALTIES / FF&E
22 FIXTURES AND ACCESSORIES
23 10 00 00 Exterior awnings (6) fabric awnings w/aluminum frames EAC $20,500.00
24 10 00 00 Signage and lettering allowance EAC $3,000.00
25 10 00 00 Window glass screen allowance, entrances to apartments EAC $1,000.00
26
27 26. ELECTRICAL
28 ELECTRICAL
29 26 00 00 Elecrical work C&F $6,550.00
30 26 00 00 Light fixtures allowance, (15) fixtures @ $200/ea C&F $3,000.00
31 26 00 00 Barber pole allowance C&F $1,500.00
32
33 Total Base Bid $60,425.00
34 Overhead, profit and supervision (12%)$7,251.00
35 Construction Cost $67,676.00
36
37 Permit fees allowance ---$1,000.00
38 Project Cost $68,676.00
39
40 Notes:
41 1. Sign artwork and design are NIC
Evanston, IL 60201
DATE: 7/19/2018
PROJECT BUDGET | REDUCED
PROJECT: Church & Dodge Façade Restoration
ADDRESS: 1901-1903 Church St.
ADDRESS: 1700-1708 Dodge Ave.
Page 1
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2018 Storefront Modernization Program #38
Property Address
*
1623 Simpson Street, Evanston, IL 60201
Property PIN * 10-12-421-023-0000
Year Property was constructed N/A
Length of store frontage (feet): * 64
Is this property a historic landmark? No
Applicant Name: * Collin James
Applicant Address: * 1604 Darrow Ave., Evanston, IL 60201
Email * noemail@noemail.com
Phone Number (847) 401-3643
Name of business (if applicable):
Applicant is: * Property Owner
Name(s) of business(es): Jennifer's Edibles
Business Owner Name(s): Jennifer Eason
Date of lease expiration (if
applicable):
How many years has the business
been at this location?
2
Provide a description of the ground
floor business(es) at this location
(500 words max).
Jamaican restaurant
Property Owner Name:
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Property Owner Address:
Property Owner Phone Number:
Property Owner Email:
Is the property currently for sale? No
What type(s) of improvements are
you planning to make? (check all
that apply) *
Signage/awnings
Doors/windows
Tuckpointing
Lighting
Painting
Provide a narrative of your
proposed project. Include
information on portions of the
building that will be improved and
what particular work activities will
be completed. (500 words max) *
Update storefront systems, repair brickwork, install
awnings, and lighting fixtures throughout the
buildings, painting as needed, and removal of two
electric box signs.
Provide a narrative of sustainability
measures that will be employed in
this project (500 words max)
Provide a narrative of how your
proposed project will improve
accessibility at your building (500
words max)
Upload 3 current photos of the
building for which you are
applying. 11.jpg117.40 KB · JPG
2.jpg44.11 KB · JPG
3.jpg63.81 KB · JPG
Upload 3 contractor estimates for
the project(s) being proposed. 180719_csse_bid_list3.pdf127.44 KB · PDF
94 of 208
180719_csse_bid_list4.pdf127.44 KB · PDF
180719_csse_bid_list5.pdf127.44 KB · PDF
If applicant is not the owner of the
building for which funding is
sought, upload a letter of support
from the property owner.
"I certify that all of the information
contained in this document, all
statements, information, and
exhibits that I am submitting for
the property listed in this form
under 'property information' is true
and accurate and to the best of my
knowledge. I certify that I have
reviewed the Program Guidelines
and Program Agreement form
associated with the City of
Evanston's Facade Improvement
Program." (Type name below for
signature). *
Collin R James
Date * Friday, July 20, 2018
Created
20 Jul 2018
12:42:22 PM PUBLIC
66.158.65.76
IP Address
95 of 208
QUANTITIES/NOTES CONTRACTOR BUDGET
1 1. GENERAL CONDITIONS
2 PROJECT SPECIFIC PDB
3 01 00 00 Portable toilet delivery $50.00
4 01 00 00 Portable toilet (2) months @ $90/month $180.00
5 01 00 00 Dumpster (regular debris)$0.00
6 01 00 00 Dumpster overweight charge allowance $0.00
7 01 00 00 Demoltion removal of existing box signs and awnings $600.00
8 01 00 00 Temp fencing allowance $250.00
9 01 00 00 Temp utilities allowance $300.00
10 01 00 00 Temp security temorary framing and plywood walls $2,925.00
11 01 00 00 Pedestrian canopy scaffold with protection $3,550.00
12 01 00 00 Lock keying and coordination allowance for (2) doors $150.00
13 01 00 00 Safety (first aid, eye wear, helmets, etc.)allowance $50.00
14 01 00 00 Misc. interior patching, painting and caulking allowance $1,000.00
15 01 00 00 Finish protection allowance $125.00
16 01 00 00 Final clean allowance $800.00
17 01 00 00 General contingency (material and labor) allowance for misc. restoration $2,500.00
18 SUBTOTAL OF GENERAL CONDITIONS $12,480.00
19
20 4. MASONRY
21 MASONRY
22 04 00 00 Masonry work and painting lintels SME $11,100.00
23 04 00 00 Repair concrete step and floor tile at entrance Jennifer's SME $500.00
24
25 8. OPENINGS
26 OPENINGS
27 08 00 00 Kawneer Encore storefront system per plans EGM $9,865.00
28
29 10. SPECIALTIES / FF&E
30 FIXTURES AND ACCESSORIES
31 10 00 00 Exterior awnings per plans; (not low bid)EAC $7,500.00
32 10 00 00 Signage and lettering allowance EAC $1,000.00
33
34 26. ELECTRICAL
35 ELECTRICAL
36 26 00 00 Elecrical work per plans C&F $1,095.00
37 26 00 00 Light fixtures allowance for 10 fixtures @ $200/ea PDB $2,000.00
38
39 Total Base Bid $45,540.00
40 Overhead, profit and supervision (12%)$5,465.00
41 Construction Cost $51,005.00
42
43 Other Costs by Owner
44 1.Permits (building, sign, canopy, dumpster) and related fees
45 2.Masonry work includes spot tuckpointing, not full tuckpointing
Evanston, IL 60201
DATE: 7/19/2018
PROJECT BUDGET | FULL
PROJECT: Simpson Façade Restoration
ADDRESS: 1623 Simpson St.
Page 1
96 of 208
QUANTITIES/NOTES CONTRACTOR BUDGET
1 1. GENERAL CONDITIONS
2 PROJECT SPECIFIC
3 01 00 00 Demolition removal of existing box signs and awnings PDB $600.00
4 01 00 00 Temp utilities allowance PDB $250.00
5 01 00 00 Lock keying and coordination allowance for (2) doors PDB $150.00
6 01 00 00 Safety (first aid, eye wear, helmets, etc.)allowance PDB $25.00
7 01 00 00 Finish protection allowance PDB $50.00
8 01 00 00 Final clean allowance PDB $100.00
9 SUBTOTAL OF GENERAL CONDITIONS $1,175.00
10
11 4. MASONRY
12 MASONRY
13 04 00 00 Miscellaneous masonry repairs at box signs and awnings only SME $1,200.00
14 04 00 00 Repair concrete step and floor tile at entrance Jennifer's SME $500.00
15
16 8. OPENINGS
17 OPENINGS
18 08 00 00 Replacement of (2) exterior doors Jennifer's and vacant unit EGM $7,000.00
19
20 10. SPECIALTIES / FF&E
21 FIXTURES AND ACCESSORIES
22 10 00 00 Exterior awnings (2) fabric awnings w/aluminum frames EAC $7,500.00
23 10 00 00 Signage and lettering allowance EAC $1,000.00
24
25 26. ELECTRICAL
26 ELECTRICAL
27 26 00 00 Elecrical work C&F $1,095.00
28 26 00 00 Light fixtures allowance, (10) fixtures @ $200/ea C&F $2,000.00
29
30 Total Base Bid $21,470.00
31 Overhead, profit and supervision (12%)$2,576.00
32 Construction Cost $24,046.00
33
34 Permit fees allowance $500.00
35 Project Cost $24,546.00
36
37 Notes:
38 1. Sign artwork and design are NIC
DATE: 7/19/2018
PROJECT BUDGET | REDUCED
PROJECT: Simpson Façade Restoration
ADDRESS: 1623 Simpson St.
Evanston, IL 60201
Page 1
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SUBCONTRACTOR LIST - BID LIST
PROJECT: Church & Dodge and Simpson Façade Restoration
.
.
DATE:7/19/2018
CONTRACTOR DIVISION DISCIPLINE MANAGER/CONTACT PHONE EMAIL
CHURCH/DODGE
BIDS SIMPSON BIDS
GENERAL CONTRACTOR
Parallel Design Build, Inc.01 00 00 GC Scott Prestangen (847) 801‐9260 wk
scott@parallel‐designbuild.com ‐‐‐‐‐‐
1234 Sherman Ave., Suite 202 (847) 707‐6519 cell
Evanston, IL 60202
PEDESTRIAN CANOPY
Prime Scaffold Inc.01 00 00 Scaffold Mark Malczewski (630) 595‐2700wk mmalczewski@primescaffold.com $12,750.00 $3,550.00
1205 8th Ave.
Belvidere, IL 61008
Chicago Scaffolding Inc.01 00 00 Scaffold Jason Murawski (773) 287‐8787 wk
jason@chicagoscaffolding.com Incomplete bid Incomplete bid
4824 W. Lake St.
Chicago, IL 60644
MASONRY
Solid Masonry Experts 04 00 00 Masonry Derek Cygan (847) 553‐6457 cell derek@solidmasonryexperts.com $17,500.00 $11,100.00
362 Itasca St.
Wood Dale, IL 60191
North Shore Brickwork & Windows 04 00 00 Masonry Krystie Booble (847) 864‐5990 wk
service@bricksandwindows.com No bid No bid
1351 Brummel Ave.
Elk Grove Village, IL 60007
Plumb Masonry 04 00 00 Masonry Mike Plumb (773) 401‐9020 wk
mike@plumbmasonry.com $24,000.00 $11,950.00
PO Box 6368
Evanston, IL 60204
ROOFING
Hanson Roofing Inc. 07 00 00 Roofing Chuck Neuhaus (708) 328‐2550 wk
cneuhaus@aol.com $2,360.00 ‐‐‐
2130 Jackson Ave. Kevin Neuhaus (847) 337‐0956 cell
Evanston, IL 60201
STOREFRONT
Chicago Glass Co. of Illinois 08 00 00 Aluminum, Glas Brian Lowe (708) 800‐7120 wk service@chicagoglasscompany.com No bid No bid
4425 Harlem Ave.cell
Stickney, IL 60402
Ark Glass of Chicago, Inc.08 00 00 Aluminum, Glas Damian Galek (847) 640‐8766 wk damian@arkglassofchicago.com $68,450.00 $12,350.00
800 Lee Street Tom Markowski cell
Elk Grove Village, IL 60007
Star Tech Glass Inc.08 00 00 Aluminum, Glas Boguslaw Pokrywka (773) 745‐0800 wk boguslaw@startechglass.com $59,620.00 $11,197.00
1835 N. Major Ave.
Chicago, IL 60639
Evanston Glass & Mirror Ltd.08 00 00 Aluminum, Glas Jim Talbot (847) 328‐2200 wk lacosta@evanstonglassandmirror.co $54,955.00 $9,865.00
2903 Central St.
Evanston, IL 60201
AWNINGS
Evanston Awning Co.10 00 00 Awnings George Schaefer (847) 864‐4520 wk awnings@evanstonawnings.com $20,500.00 $7,500.00
2801 Central St.
Evanston, IL 60201
Universal Awnings & Signs 10 00 00 Awnings Mike Lukascewski (773) 875‐2884 wk universalawnings@ymail.com Incomplete bid Incomplete bid
834 N. Cicero David Martinez
Chicago, IL 60651
American Awning 10 00 00 Awnings Joey Brendaro (773) 267‐4300 wk george@americanawningchicago.co $33,400.00 $3,400.00
3930 N. Elston Ave.
Chicago, IL 60618
ELECTRICAL
Corrigan & Freres Electric Co.26 00 00 Electric Mike Corrigan (847) 673‐0005 wk corrfrer@sbcglobal.net $6,550.00 $1,095.00
8039 Ridgeway Ave (847) 269‐2214 cell
Skokie, IL 60076
True Power Electric Co.26 00 00 Electric Deon jones (847) 477‐3230 wk truepowere@hotmail.com $6,700.00 $2,100.00
9020 Ewing Ave.
Evanston, IL 60203
M&K Contractors Inc.26 00 00 Electric Ryan McKay (847) 934‐7701 wk rmckay@m‐kcontractors.com Incomplete bid Incomplete bid
1873 Hicks Rd., Suite C Jeffery Doman
Rolling Meadows, IL 60008
Kabre Construction Inc.26 00 00 Electric Ewart Lewis wk kaybreconstructioninc@gmail.com No bid No bid
Evaston, IL
Parallel Design+Build Inc. 1234 Sherman Ave. Suite 202 Evanston IL 60202 Tel 847.801.9260100 of 208
O/OOWNER PROVIDED / OWNER INSTALLEDT>ONGUE AND GROOVEA.F.F.ABOVE FINISHED FLOORGALV.GALVANIZEDADJ.ADJUSTABLEE.J.EXPANSION JOINTSIM.SIMILARU.N.O.UNLESS NOTED OTHERWISETYP.TYPICALOPPOSITE HANDO.H.O/COWNER PROVIDED / CONTRACTOR INSTALLEDM.O. MASONRY OPENINGTHE ARCHITECT AND HIS CONSULTANTS DO NOT WARRANT OR GUARANTEE THE ACCURACY AND COMPLETENESS OF THE WORK PRODUCT THEREIN BEYOND A REASONABLE DILIGENCE. IF ANY MISTAKES, OMISSIONS, OR DISCREPANCIES ARE FOUND TO EXIST WITHIN THE WORK PRODUCT, THE ARCHITECT SHALL BE PROMPTLY NOTIFIED SO THAT THEY MAY HAVE THE OPPORTUNITY TO TAKE WHATEVER STEPS NECESSARY TO RESOLVE THEM. FAILURE TO PROMPTLY NOTIFY THE ARCHITECT OF SUCH CONDITIONS SHALL ABSOLVE THE ARCHITECT FROM ANY RESPONSIBILITY FOR THE CONSEQUENCES OF SUCH FAILURE. ACTIONS TAKEN WITHOUT THE KNOWLEDGE AND CONSENT OF THE ARCHITECT, OR IN CONTRADICTION TO THE ARCHITECT'S WORK PRODUCT OR RECOMMENDATION, SHALL BECOME THE RESPONSIBILITY NOT OF THE ARCHITECT, BUT OF THE PARTIES RESPONSIBLE FOR TAKING SUCH ACTIONS.LIMITATION OF WARRANTY OF ARCHITECT'S PRODUCTN.T.S.CHURCH ST.1708 DODGE AVENUE1903 CHURCH STREET1706 DODGE AVENUE1704 DODGE AVENUE1702 DODGE AVENUE1700 DODGE AVENUE1901 CHURCH STREETDODGE AVE.OWNER ARCHITECTSOTERIOS FRENTZAS1137 PERDA LNDESPLAINES, IL 60016STUDIO TALO ARCHITECTURE1234 SHERMAN AVE. STE 202EVANSTON, IL 60202847.733.7300CONTRACTORPARALLEL DESIGN BUILD1234 SHERMAN AVE. STE 202EVANSTON, IL 60202SCOTT PRESTANGEN847.801.9260OPEN DECK215-S12SECTION DETAILSHEET NUMBERINTERIOR ELEVATION SHEET NUMBERKEYNOTEPARTITION TAGSPOT ELEVATIONSREVISION BUBBLE AND TAGDOOR LOCATIONROOM NAME & NUMBERPLAN DETAILSHEET NUMBERNEW WALL /ALTERED CONSTRUCTION-SEE PARTITION SCHEDULEEXISTING WALL TO BE REMOVEDEXISTING WALL TO REMAINA3.12O.H.SIM.A3.120.00"1.115DOOR TAGPWINDOW TAGA3.1 41SYMBOLS / LEGENDEXTERIOR ELEVATIONSHEET NUMBERGWBMATERIAL TAGWC-1FIXTURE/ EQUIPMENT TAG23A3.12AN EXTERIOR FACADE RENOVATION TO EXISTING RETAIL STOREFRONTS INCLUDING NEW STOREFRONT GLAZING AND ELECTRICAL WORK.AWNINGS AND SIGNAGE TO BE SUBMITTED UNDER SEPARATE PERMIT.Project Numbers t u d i o t a l o a r c h i t e c t u r e i n c1234 sherman ave. ste 202 evanston il 60202 t 847.733.7300 www.studiotalo.comSTUDIO TALO ARCHITECTURE INC. EXPRESSLY RESERVES ITS COMMON LAW COPYRIGHT AND OTHER PROPERTY RIGHTS FOR ANY DRAWINGS PRODUCED FOR THIS PROJECT. NO DRAWINGS ARE TO BE REPRODUCED, ALTERED OR COPIED IN ANY FORM OR MANNER WHATSOEVER, NOR ARE THEY TO BE ASSIGNED TO ANY THIRD PARTY WITHOUT FIRST OBTAINING EXPRESSED WRITTEN PERMISSION AND CONSENT OF STUDIO TALO ARCHITECTURE INC. ANY PUBLISHED PHOTOGRAPHS OF THIS PROJECT SHOULD CREDIT STUDIO TALO ARCHITECTURE INC. AS ITS SOLE DESIGNER.NOTE: THESE DRAWINGS MAY HAVE BEEN REPRODUCED AT A SIZE DIFFERENT FROM THE ONE ORIGINALLY NOTED. OWNER AND ARCHITECT ASSUME NO RESPONSIBILITY FOR USE OF INCORRECT SCALED INFORMATION. CONTRACTOR SHALL VERIFY ALL EXISTING CONDITIONS PRIOR TO PROCEEDING WITH CONSTRUCTION AND IMMEDIATELY NOTIFY ARCHITECT OF ANY DISCREPANCIES OR CONFLICTS.THESE DRAWINGS WERE PREPARED UNDER THE SUPERVISION OF A REGISTERED ARCHITECT AND TO THE BEST OF MY KNOWLEDGE CONFORM TO THE CODES AND ORDINANCES OF THE NOT FOR CONSTRUCTIONstudio talo architecture © 2018REGISTERED ILLINOIS ARCHITECT NO. 001-018253A0.0TITLE PAGE & NOTESCHURCH ANDDODGE FACADERENOVATION18131901-1903 CHURCHSTREET1700-1708 DODGEAVENUEEVANSTON, IL 60201CITY OF EVANSTONCHURCH AND DODGEFACADE RENOVATION1901-1903 CHURCH STREET1700-1708 DODGE AVENUEEVANSTON, IL 60201A0.0 TITLE PAGE & NOTESA0.1 DEMOLITION PLANA1.0 FLOOR PLANA2.0 EXTERIOR ELEVATIONSA3.0 DETAILS, SECTIONS & SCHEDULESSYMBOLSPROJECT CONTACTSPROJECT LOCATION MAPSHEET INDEXTYPICAL ABBREVIATIONSGENERAL CODE NOTESGENERAL PROJECT NOTESPROJECT DESCRIPTION• ALL WORK SHALL CONFORM TO APPLICABLE STATE AND LOCAL CODESAND ORDINANCES AS SET FORTH IN THE GENERAL CONDITIONS OFTHE CONTRACT.• THE CONTRACTOR SHALL VISIT THE SITE AND FAMILIARIZE HIMSELF/HERSELF WITH EXISTING CONDITIONS PRIOR TO SUBMITTING APROPOSAL.• THE GENERAL CONTRACTOR SHALL CHECK AND VERIFY ALLMEASUREMENTS IN THE FIELD AND REPORT ANY DISCREPANCIES TOTHE ARCHITECT BEFORE STARTING. IN THE CASE OF DISCREPANCIESBETWEEN THE CONTRACT DOCUMENTS, THE CONTRACTOR SHALLSECURE INSTRUCTIONS FROM THE ARCHITECT BEFORE PROCEEDINGWITH THE WORK AFFECTED BY OMISSIONS AND DISCREPANCIES. THECONTRACTOR SHALL ASSUME FULL RESPONSIBILITY FORPROCEEDING WITH SUCH WORK WITHOUT APPROVAL IF SUCH WORKRESULTS IN A CHANGE IN THE CONTRACT DOCUMENTS.• THE CONTRACTOR SHALL TAKE ANY AND ALL MEASUREMENTSNECESSARY TO VERIFY THE DRAWINGS AND PROPERLY LAY OUT THEMATERIALS AT THE JOB AND BE RESPONSIBLE FOR THE ACCURACY OFTHE SAME. EXCEPT AS OTHERWISE SPECIFICALLY AGREED, ALLMATERIALS SHALL BE NEW AND AS SPECIFIED. ANY SUBSTITUTEMATERIAL MUST FIRST BE APPROVED BY THE ARCHITECT. ANY MAJORDISCREPANCY AFFECTING THE LAYOUT OF THE WORK SHALL BECALLED TO THE ARCHITECT'S ATTENTION BY THE CONTRACTOR. NOWORK SHALL PROCEED UNTIL THE DISCREPANCY IS RECTIFIED.• DURING THE PERIOD OF CONSTRUCTION THE CONTRACTOR SHALLCARRY AND MAINTAIN INSURANCE. THE OWNER AND ARCHITECT SHALLBE NAMED AS "ADDITIONALLY INSURED" ON THE COMPREHENSIVEGENERAL LIABILITY POLICY OF THE GENERAL CONTRACTOR AND/ORSUBCONTRACTOR OF ANY TIER. THE GENERAL CONTRACTOR, WITHINTEN (10) DAYS AFTER NOTIFICATION OF ACCEPTANCE OF BID ANDPRIOR TO SIGNING A CONTRACT WITH THE OWNER, SHALL SUBMIT ACERTIFICATE OF INSURANCE COVERAGE.• THE GENERAL CHARACTER OF THE DETAILED WORK IS SHOWN ON THEDRAWINGS. ANY DETAILS SHALL BE WORKED OUT IN RELATION TOTHEIR LOCATION AND CONNECTION TO OTHER PARTS OF THE WORK.WHERE ON ANY DRAWINGS A PORTION OF THE WORK IS DRAWN OUT,ALL SIMILAR CONDITIONS SHOULD BE TREATED SIMILARLY UNLESSOTHERWISE NOTED.• THE RESPONSIBILITY FOR THE SAFE WORKING CONDITIONS AT THESITE SHALL BE THE CONTRACTOR'S, AND THE ARCHITECT AND OWNERSHALL NOT BE DEEMED TO HAVE ANY RESPONSIBILITY OF LIABILITY INCONNECTION THEREWITH. CONFORM TO ALL APPLICABLE OSHARULES AND REGULATIONS.• THE CONTRACTOR SHALL TAKE ALL NECESSARY PRECAUTIONS TOINSURE AGAINST FIRE DURING CONSTRUCTION AND BE RESPONSIBLETHAT THE AREA WITHIN CONTRACT LIMITS IS KEPT ORDERLY ANDCLEAN AND THAT COMBUSTIBLE RUBBISH IS PROMPTLY REMOVEDFROM THE SITE.• UNLESS AN ALLOWANCE IS INDICATED, THE CONTRACTOR SHALLPROVIDE AND INSTALL ALL MATERIALS AND PERFORM ALL SERVICES,SKILLED AND UNSKILLED, AS PART OF THE ACCEPTED BID.ALLOWANCES ARE FOR MATERIAL ONLY, BEFORE TAX, SHIPPING ANDHANDELING. ANY REMAINDER OF ALLOWANCE SHALL BE APPLIED TOANOTHER ITEM AS DETERMINED BY THE OWNER. ALLOWANCE DOESNOT INCLUDE INSTALLATION WHICH SHALL BE PERFORMED BY THECONTRACTOR.• THE CONTRACTOR WILL USE LICESED WORKERS ANDSUBCONTRACTORS AS REQUIRED• THE CONTRACTOR SHALL PERFORM ALL WORK AS INDICATED IN THECONTRACT DOCUMENTS. UPON COMPLETION, THE PROPERTY SHALLBE IN "MOVE IN " CONDITION. ALL TRASH AND CONSTRUCTION DEBRISSHALL BE REMOVED FROM THE SITE• ALL EXIT DOORS SHALL BE OPERABLE WITHOUT A KEY OR SPECIALKNOWLEDGE.• THE MANUAL PULL OR PUSH OF AN INTERIOR SWING DOOR SHALLNOT EXCEED 5LBF AND 8.5 LBF FOR EXTERIOR DOORS IN ORDER TOOPERATE THE DOOR.• WHERE REQUIRED, GLASS DOORS, PANELS & LITES SHALL BETEMPERED GLAZING• ALL INTERIOR WALL AND CEILING FINISHED SHALL HAVE A CLASS 1FLAME SPREAD RATING.ALL WORK SHALL CONFORM TO APPLICABLE STATE AND LOCAL CODES AND ORDINANCES INCLUDING BUT NOT LIMITED TO:-THE 2012 INTERNATIONAL BUILDING CODE -THE EVANSTON ZONING ORDINANCE-THE 2012 INTERNATIONAL PLUMBING CODE-THE 2012 STATE OF ILLINOIS PLUMBING CODE-THE 2012 INTERNATIONAL MECHANICAL CODE-THE 2012 INTERNATIONAL FUEL GAS CODE-THE 2012 NFPA LIFE SAFETY CODE 101-THE 2012 INTERNATIONAL FIRE CODE-THE 2011 NATIONAL ELECTRIC CODE, THE ILLINOIS ACCESSIBILITY CODE-THE 2010 DEPARTMENT OF JUSTICE ADA STANDARDS FOR ACCESSIBLE DESIGN-THE 2015 INTERNATIONAL ENERGY CONSERVATION CODE.PERSPECTIVE FROM CORNERNo.DescriptionDate1 ISSUED FOR BID & PERMIT 06/29/18101 of 208
T1222232222445555677888888888881708 DODGE AVE1706 DODGE AVE1704 DODGE AVE1702 DODGE AVE1700 DODGE AVE1901 CHURCH ST1903 CHURCH ST99999991081111812121111131415171616EE E EEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEE161618161816161616161615191919191319E20E21221623232425262626E1827228DEMOLISHEDEXISTINGNEWProject Numbers t u d i o t a l o a r c h i t e c t u r e i n c1234 sherman ave. ste 202 evanston il 60202 t 847.733.7300 www.studiotalo.comSTUDIO TALO ARCHITECTURE INC. EXPRESSLY RESERVES ITS COMMON LAW COPYRIGHT AND OTHER PROPERTY RIGHTS FOR ANY DRAWINGS PRODUCED FOR THIS PROJECT. NO DRAWINGS ARE TO BE REPRODUCED, ALTERED OR COPIED IN ANY FORM OR MANNER WHATSOEVER, NOR ARE THEY TO BE ASSIGNED TO ANY THIRD PARTY WITHOUT FIRST OBTAINING EXPRESSED WRITTEN PERMISSION AND CONSENT OF STUDIO TALO ARCHITECTURE INC. ANY PUBLISHED PHOTOGRAPHS OF THIS PROJECT SHOULD CREDIT STUDIO TALO ARCHITECTURE INC. AS ITS SOLE DESIGNER.NOTE: THESE DRAWINGS MAY HAVE BEEN REPRODUCED AT A SIZE DIFFERENT FROM THE ONE ORIGINALLY NOTED. OWNER AND ARCHITECT ASSUME NO RESPONSIBILITY FOR USE OF INCORRECT SCALED INFORMATION. CONTRACTOR SHALL VERIFY ALL EXISTING CONDITIONS PRIOR TO PROCEEDING WITH CONSTRUCTION AND IMMEDIATELY NOTIFY ARCHITECT OF ANY DISCREPANCIES OR CONFLICTS.THESE DRAWINGS WERE PREPARED UNDER THE SUPERVISION OF A REGISTERED ARCHITECT AND TO THE BEST OF MY KNOWLEDGE CONFORM TO THE CODES AND ORDINANCES OF THE NOT FOR CONSTRUCTIONstudio talo architecture © 2018REGISTERED ILLINOIS ARCHITECT NO. 001-018253A0.1DEMOLITION PLANCHURCH ANDDODGE FACADERENOVATION18131901-1903 CHURCHSTREET1700-1708 DODGEAVENUEEVANSTON, IL 60201CITY OF EVANSTONDEMOLITION KEYNOTES15 G.C. TO UNFASTEN EXISTING OUTLET FROM EXISTINGSTOREFRONT PRIOR TO DEMO TO BE RE-ATTACHED UPONCOMPLETION OF NEW STOREFRONT.16 EXISTING OUTLET TO REMAIN. G.C. TO PROTECT DURING DEMOAND NEW WORK.17 G.C. TO UNFASTEN EXISTING EXIT LIGHT AND SIGN FROM EXISTINGSTOREFRONT AND STORE FOR RE-INSTALLATION PRIOR TO DEMOTO BE RE-INSTALLED UPON COMPLETION OF NEW STOREFRONT.18 EXISTING EXIT SIGN TO REMAIN. G.C. TO PROTECT DURING DEMOAND NEW WORK.19 EXISTING SWITCH TO REMAIN. G.C. TO PROTECT DURING DEMOAND NEW WORK.20 G.C. TO UNFASTEN EXISTING EMERGENCY LIGHT FROM EXISTINGSTOREFRONT AND STORE FOR RE-INSTALLATION PRIOR TO DEMOTO BE RE-INSTALLED UPON COMPLETION OF NEW STOREFRONT.21 G.C. TO REMOVE AND SALVAGE EXISTING STEEL SECURITY GRATEAT INTERIOR OF EXISTING STOREFRONT TO BE RE-INSTALLEDONCE NEW STOREFRONT IN PLACE.22 G.C. TO REMOVE AND SALVAGE EXISTING WOOD TRIM AND CROWNMOULDING TO BE RE-INSTALLED ONCE NEW STOREFRONT INPLACE. G.C. TO CAULK AND PAINT AS REQUIRED.23 G.C. TO PROTECT EXISTING LOW VOLTAGE CABLING DURING DEMOAND NEW WORK.24 G.C. TO TEMPORARILY UNFASTEN EXISTING LIGHT SWITCHESFROM EXISTING STOREFRONT AND RE-ATTACH AFTER NEWSTOREFRONT INSTALLATION.25 G.C. TO REMOVE EXISTING EXIT LIGHT AND RELOCATE TO WALLABOVE.26 EXISTING SECURITY CAMERAS TO REMAIN. G.C. TO PROTECTDURING DEMO AND NEW WORK.27 G.C. TO ENSURE EXISTING CEILING TERMINATION BOARD ISUNFASTENED FROM EXISTING STOREFRONT. G.C. TO SUPPORTCEILING AT STOREFRONT AS REQUIRED DURING DEMO AND NEWWORK.28 G.C. TO POWERWASH BRICK TO REMOVE PAINT FROM EXISTINGBRICK BELOW WINDOW SILL. G.C. TO TUCKPOINT, PREP AND STAINTO MATCH EXISTING ADJACENT BRICK. BRICK STAINING BYNAWKAW. G.C. TO PROVIDE ALTERNATE PRICE TO REPLACEEXISTING PAINTED BRICK W/ NEW.DEMOLITION KEYNOTES1 G.C. TO REMOVE EXISTING AWNINGS AND FRAMES AND PATCHWALL AS REQUIRED W/ MORTAR TO MATCH EXISTING WALL TOREMAIN.2 G.C. TO REMOVE EXISTING WALL SCONCE, TERMINATE WIRES ANDINSTALL NEW WEATHERPROOF COVER PLATE TO MATCH COLOROF ADJACENT WALL.3 G.C. TO REMOVE EXISTING BARBER POLE, TERMINATE WIRES ANDINSTALL NEW WEATHERPROOF COVER PLATE TO MATCH COLOROF BRICK WALL.4 G.C. TO REMOVE EXISTING COVER PLATE AND INSTALL NEW WALLSCONCE W/ DUSK TO DAWN SENSOR.5 EXISTING WALL SCONCE TO REMAIN AT 2ND FLOOR WINDOW SILLABOVE.6 EXISTING CEILING MOUNTED LIGHT FIXTURE TO REMAIN.7 G.C. TO DEMO EXISTING BOX SIGN AND ASSOCIATED LIGHTFIXTURES AND CONDUITS. G.C. TO PATCH WALL W/ MORTAR TOMATCH EXISTING WALL TO REMAIN.8 G.C. TO REMOVE EXISTING STOREFRONT GLAZING, FRAMES,DOORS AND THRESHOLDS. G.C. TO CLEAN ADJACENT BRICK ANDLINTELS.9 G.C. TO REMOVE AND REPLACE EXISTING LIMESTONE SILL W/ NEW2 1/4" LIMESTONE SILL.10 G.C. TO REMOVE EXISTING WOOD ROOF SUPPORTS AND SHOREUP EXISTING PITCHED ROOF ABOVE DURING DEMO UNTIL NEWHEADER INSTALLED AND REMOVE EXISTING SHINGLE ROOFINGAND FLASHINGS TO BE REPLACED W/ NEW.11 G.C. TO REMOVE EXISTING COLUMN WRAP TO BE REPLACED W/NEW. G.C. TO VERIFY CONDITION OF EXISTING COLUMN PRIOR TONEW WORK. NOTIFY ARCHITECT IMMEDIATELY REGARDING ANYISSUES.12 G.C. TO REMOVE EXISTING LIMESTONE AT WINDOW HEAD ANDREPLACE W/ NEW.13 G.C. TO SCRAPE AND PREP EXISTING COLUMN FOR NEW PAINT.14 G.C. TO REMOVE AND SALVAGE EXISTING WOOD SILL AND TRIMAND REINSTALL AFTER NEW LIMESTONE SILL AND STOREFRONTARE IN PLACE. G.C. TO CAULK AND TOUCH UP PAINT AS REQUIRED.GENERAL DEMOLITION NOTES• G.C. TO PROPERLY DISPOSE OF ALL MATERIALS AND EQUIPMENTDEMOLISHED FROM THE JOBSITE.• G.C. SHALL COORDINATE GENERAL DEMOLITION WORK WITH THAT OFTHE MECHANICAL, PLUMBING ELECTRICAL AND SECURITYCONTRACTORS.• REMOVE ELECTRICAL CONDUIT AND BOXES, SCHEDULED TO BEDEMOLISHED AND/OR NECESSARY TO INSTALL NEW WORK. REMOVEBACK TO SOURCE OR BELOW SLAB AND CAP. PATCH/REPAIRAFFECTED WALLS, FLOORS AND CEILING AS REQUIRED FOR PROPERREMOVAL AND REFINISH.• ALL ABANDONED EQUIPMENT AND MISCELLANEOUS HANGERS, ETC.FOUND ABOVE CEILINGS SHALL BE REMOVED.• MAINTAIN AND PROTECT ALL FIRE ALARM SYSTEMS AND OTHEREMERGENCY SYSTEMS DURING DEMOLITION.• PATCH AND REPAIR EXISTING CONSTRUCTION ADJACENT TOSCHEDULED AND UNSCHEDULED DEMOLITION WORK. RESTORE TOMATCH EXISTING MATERIALS AND FINISH.• WHEN UNANTICIPATED MECHANICAL, ELECTRICAL OR STRUCTURALELEMENTS ARE ENCOUNTERED, NOTIFY THE ARCHITECTIMMEDIATETLY• DO NOT BEGIN DEMOLITION WORK UNTIL NECESSARY UTILITYDISCONNECT AND CAPPING HAVE BEEN VERIFIED. G.C. TO PROVIDEAND INSTALL TEMPORARY ELECTRICAL POWER AS REQUIRED.• G.C. TO PROVIDE TEMPORARY TOILET, DUMPSTERS AND SIDEWALKPROTECTION AS REQUIRED BY THE CITY AND PULL NECESSARYPERMITS. COORDINATE LOCATION ON SITE W/ OWNER.• G.C. TO PROVIDE AND INSTALL BARRIERS AND PROTECTION ASREQUIRED TO PROTECT TENANT SPACES FROM DUST, DEBRIS ANDWEATHER DURING DEMO AND CONSTRUTION.1/4" = 1'-0"1FIRST FLOOR PLAN - DEMO0'2'4'16'8'1/4" = 1'-0"WALL LEGENDNo.DescriptionDate1 ISSUED FOR BID & PERMIT 06/29/18102 of 208
TWPGFI1A2.03A2.04A2.01A3.02A2.03' - 4 3/4"V.I.F.11' - 4" M.O.3' - 4 3/4"V.I.F.13' - 5 1/2" M.O.3' - 5 1/4"V.I.F.11' - 10 3/4" M.O.3' - 9"V.I.F.15' - 11 1/4" M.O.1' - 4"V.I.F.10' - 7 1/2" M.O.1' - 0"V.I.F.12' - 3" M.O.V.I.F.5' - 0 3/4"V.I.F.16' - 6" M.O.1' - 5"4 1/2"V.I.F.3' - 3 1/2"4 3/4"1' - 5"V.I.F.14' - 6 1/4" M.O.V.I.F.5' - 9 1/4"V.I.F.4' - 3 1/4"V.I.F.3' - 3 3/4"V.I.F.7' - 9 1/2" M.O.V.I.F.5' - 0 3/4"1708 DODGE AVE1706 DODGE AVE1704 DODGE AVE1702 DODGE AVE1700 DODGE AVE1901 CHURCH ST1903 CHURCH STEE E EEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEE109108107106105104103102101100V.I.F.3' - 5 1/4"11111111111122222222233333334456781010101010101010F4.1F4.1F4.1F4.1F4.1F4.1F4.1F4.1F4.1F4.1111111111131111111111112131415161616161616161617181920F4.39F4.4F4.4F4.421F4.5F4.522232424242531' - 0" TYP.DEMOLISHEDEXISTINGNEWDUPLEX OUTLETGROUND FAULT CIRCUTWATER PROOF OUTLETSWITCHED OUTLETQUAD OUTLETWALL MTD/ SCONCECLG MTDPENDANTEXHAUST FAN /LIGHTSMOKE DETECTORSDCARBON MONOXIDE DETECTORCODIRECTIONAL CAN LIGHTREGULAR CAN LIGHTTHERMOSTATTFLOOR OUTLETCEILING OUTLETSWITCHED CEILING OUTLET3 WAY WALL SWITCHDIMMABLE WALL SWITCHFAN SWITCH (LUTRON MAESTRO)3DFMOTION SENSOR LIGHTMS4 WAY WALL SWITCH4DUPLEX OUTLET W/ USB OUTLETSUSBETHERNETCABLE/ TVPHONEEXISTINGEProject Numbers t u d i o t a l o a r c h i t e c t u r e i n c1234 sherman ave. ste 202 evanston il 60202 t 847.733.7300 www.studiotalo.comSTUDIO TALO ARCHITECTURE INC. EXPRESSLY RESERVES ITS COMMON LAW COPYRIGHT AND OTHER PROPERTY RIGHTS FOR ANY DRAWINGS PRODUCED FOR THIS PROJECT. NO DRAWINGS ARE TO BE REPRODUCED, ALTERED OR COPIED IN ANY FORM OR MANNER WHATSOEVER, NOR ARE THEY TO BE ASSIGNED TO ANY THIRD PARTY WITHOUT FIRST OBTAINING EXPRESSED WRITTEN PERMISSION AND CONSENT OF STUDIO TALO ARCHITECTURE INC. ANY PUBLISHED PHOTOGRAPHS OF THIS PROJECT SHOULD CREDIT STUDIO TALO ARCHITECTURE INC. AS ITS SOLE DESIGNER.NOTE: THESE DRAWINGS MAY HAVE BEEN REPRODUCED AT A SIZE DIFFERENT FROM THE ONE ORIGINALLY NOTED. OWNER AND ARCHITECT ASSUME NO RESPONSIBILITY FOR USE OF INCORRECT SCALED INFORMATION. CONTRACTOR SHALL VERIFY ALL EXISTING CONDITIONS PRIOR TO PROCEEDING WITH CONSTRUCTION AND IMMEDIATELY NOTIFY ARCHITECT OF ANY DISCREPANCIES OR CONFLICTS.THESE DRAWINGS WERE PREPARED UNDER THE SUPERVISION OF A REGISTERED ARCHITECT AND TO THE BEST OF MY KNOWLEDGE CONFORM TO THE CODES AND ORDINANCES OF THE NOT FOR CONSTRUCTIONstudio talo architecture © 2018REGISTERED ILLINOIS ARCHITECT NO. 001-018253A1.0FLOOR PLANCHURCH ANDDODGE FACADERENOVATION18131901-1903 CHURCHSTREET1700-1708 DODGEAVENUEEVANSTON, IL 60201CITY OF EVANSTONGENERAL FINISH NOTES• ALL INTERIOR FINISH AND TRIM MATERIALS SHALL MEET CLASS 1 FLAME SPREAD RATINGOF 0-25, AND A SMOKE DEVELOPED RATING OF LESS THEN 200 WHEN TESTED INACCORDANCE WITH ASTM E84.• PATCH ALL WALLS, CEILINGS, FLOORS AND OTHER SURFACES IN THE EXISTING BUILDINGAS REQUIRED AFTER REMOVAL OF INSTALLATION EQUIPMENT, PIPING, WIRING, WALLS,ETC. CONTRACTOR TO THROUGHLY EXAMINE ALL DRAWINGS AND EXISTING CONDITIONSFOR PATCHING REQUIREMENTS• AT THE HEAD OF ALL DOORS, PROVIDE PARTITION CONSTRUCTION SIMILAR TO ADJACENTPARTITIONS• CAULK BETWEEN ALL DISSIMILAR MATERIALS, ALUMINUM, PLASTIC, LAMINATE, GYPSUMBOARD, FINISH WOODS, ETC. WITH PAINTABLE SILICONE CAULK. CAULK COLOR TO BESELECTED BY ARCHITECTCONSTRUCTION KEYNOTES13 G.C. TO RE-INSTALL WOOD TRIM AND CROWN MOULDING AT INTERIOR OFSTOREFRONT. G.C. TO PATCH AND PAINT AREA AS REQUIRED.14 G.C. TO INSTALL NEW HEADER AT ROOF ABOVE, FILL EXISTING JOIST BAYS W/ BATTINSULATION AND INSTALL 5/8" DRYWALL AT UNDERSIDE OF JOISTS. G.C. TO PROVIDEAND INSTALL NEW 30 YEAR ARCHITECTURAL SHINGLES OVER GRACE ICE AND WATERAND PREFINISHED ALUMINUM FLASHINGS AND FASCIA. SHINGLE COLOR TBD BYOWNER. SEE WALL SECTION FOR DETAILS.15 G.C. TO EXTEND EXISTING RATED MASONRY WALL TO FACE OF ADJACENT EXTERIORBRICK WALLS AND TO BOTTOM OF EXISTING ROOF SHEATHING AND CAP AT EXTERIORW/ NEW PRE-FINISHED ALUMINUM TO MATCH NEW STOREFRONT.16 G.C. TO CAULK, PATCH AND PAINT INTERIOR WALL AT AREA OF NEW STOREFRONT ASREQUIRED.17 G.C. TO RE-FASTEN EXISTING LIGHT SWITCHES TO NEW STOREFRONT.18 G.C. TO RE-LOCATE EXISTING EXIT SIGN AND LIGHTING TO WALL ABOVE STOREFRONTGLAZING.19 G.C. TO RE-ATTACH EXISTING CEILING TERMINATION BOARD TO STOREFRONT ASREQUIRED.20 G.C. TO RE-FASTEN EXISTING OUTLET TO NEW STOREFRONT.21 G.C. TO RE-FASTEN EXISTING OUTLET TO CEILING AND FIRECAULK CONDUITPENETRATION AT BOTH SIDES OF FIRE RATED WALL.22 G.C. TO INSTALL NEW WALL SCONCES W/ DUSK TO DAWN SENSOR AT EXISTING J-BOXLOCATIONS.23 G.C. TO POWERWASH BRICK TO REMOVE PAINT FROM EXISTING BRICK BELOWWINDOW SILL. G.C. TO TUCKPOINT, PREP AND STAIN TO MATCH EXISTING ADJACENTBRICK. BRICK STAINING BY NAWKAW. G.C. TO PROVIDE ALTERNATE PRICE TOREPLACE EXISTING PAINTED BRICK W/ NEW.24 G.C. TO PROVIDE ALTERNATE PRICING TO PROVIDE AND INSTALL NEW WALL SCONCEABOVE NEW AWNING. G.C. TO MOUNT TO EXISTING LIMESTONE SILL AND CAULK ALLNEW WALL PENETRATION BOTH SIDES.25 G.C. TO SCRAPE AND PAINT EXISTING COLUMN.CONSTRUCTION KEYNOTES1 NEW 1 3/4" X 4 1/2" CLEAR ANODIZED ALUMINUM STOREFRONT GLAZING W/ CENTEREDINSULATED GLASS. SEE EXTERIOR ELEVATIONS FOR LOCATIONS OF SPANDRELPANELS. G.C. TO PROVIDE SAMPLES OF STOREFRONT GLAZING, SPANDREL PANELSAND FRAME AND SHOP DRAWINGS FOR ARCHITECT'S APPROVAL PRIOR TOORDERING. G.C. TO VERIFY ROUGH OPENINGS IN FIELD. STOREFRONT STYSTEM TOHAVE MIN. U FACTOR OF .38 FOR FIXED PANELS, .45 FOR OPERABLE AND .77 FORDOORS.2 G.C. TO CLEAN ALL CAULKING, EXCESS MORTAR SHIMS AND FASTENERS FROM THEEXISTING MASONRY OPENING PRIOR TO INSTALLATION OF NEW STOREFRONTGLAZING.3 G.C. TO INSTALL NEW 2 1/4" LIMESTONE SILL.4 G.C. TO INSTALL NEW COLUMN WRAP TO MATCH NEW STOREFRONT. G.C. TO NOTIFYARCHITECT IMMEDIATELY REGARDING ANY STRUCTURAL ISSUES.5 G.C. TO RE-INSTALL EXISTING WOOD SILL AND TRIM AND CAULK PATCH AND PAINTADJACENT WALLS AS REQUIRED.6 G.C. TO RE-ATTACH EXISTING OUTLET TO NEW STOREFRONT GLAZING.7 G.C. TO RE-INSTALL AND ATTACH EXISTING EXIT SIGN AND EMERGENCY LIGHTING TONEW STOREFRONT GLAZING.8 G.C. TO RE-INSTALL AND ATTACH EXISTING EMERGENCY LIGHTING TO NEWSTOREFRONT GLAZING.9 G.C. TO INSTALL NEW BARBER POLE LIGHT AND SWITCH. SEE LIGHTING SCHEDULE.G.C. TO COORDINATE SWITCH LOCATION W/ OWNER. INSTALL PER MANUFACTURERSPECIFICATIONS.10 NEW AWNING ABOVE, SEE EXTERIOR ELEVATIONS.11 NEW WALL SCONCE MOUNTED ON WALL UNDER AWNING. SEE EXTERIOR ELEVATIONSFOR MOUNTING LOCATIONS.12 G.C. TO RE-INSTALL METAL SECURITY GRATE AT INTERIOR OF NEW STOREFRONT.G.C. TO MEASURE SECURITY GRATE PRIOR TO ORDERING AND INSTALLINGSTOREFRONT TO ENSURE GRATE WILL FIT NEW STOREFRONT. OTHER STOREFRONTMULLIONS TO ALIGN.0'1'3'21'8'GENERAL CONSTRUCTION NOTES• ALL MATERIALS, EQUIPMENT AND LABOR SHALL BE PROVIDED BY THE CONTRACTORUNLESS NOTED OTHERWISE.• WHERE SPECIFIC DIMENSIONS, DETAILS OR DESIGN INTENT CANNOT BE DETERMINEDFROM THE DRAWINGS, CONSULT WITH THE ARCHITECT PRIOR TO PROCEEDING WITHTHE WORK.• INSTALL MATERIALS AND SYSTEMS IN ACCORDANCE WITH MANUFACTURER'SINSTRUCTIONS AND REVIEWED SUBMITTALS.• INSTALL MATERIALS AND SYSTEMS IN PROPER RELATION WITH ADJACENTCONSTRUCTION AND WITH UNIFORM APPEARANCE.• THE GENERAL CONTRACTOR WILL BE REQUIRED TO COORDINATE WITH OWNER FOROWNER FURNISHED ITEMS AND EQUIPMENT AS APPLICABLE.• THE GENERAL CONTRACTOR WILL BE REQUIRED TO PROVIDE A FINAL PUNCHLIST TOTHE ARCHITECT FOR REVIEW AND COMMENTARY PRIOR TO SUBSTANTIAL COMPLETION.• PROTECT THE EXISTING BUILDING AND SITE TO REMAIN. REPAIR/ REPLACE ANYSURFACES OR ITEMS THAT ARE DAMAGED DURING CONSTRUCTION.• BROOM SWEEP AND REMOVE DEBRIS FROM THE SITE ON A DAILY BASIS.• THE CONTRACTORS SHALL CAREFULLY EXAMINE THE CONTRACT DOCUMENTS AND THECONSTRUCTION SITE TO OBTAIN FIRST HAND KNOWLEDGE OF THE EXISTINGCONDITIONS. NO EXTRA WILL BE ALLOWED FOR WORK THAT COULD HAVE BEENDETERMINED BY EXAMINING THE SITE AND DOCUMENTS.• THE CONTRACTORS SHALL BE RESPONSIBLE FOR VERIFYING ALL DIMENSIONS AT THESITE. ALL EXISTING CONDITIONS SHALL BE VERIFIED BY FIELD MEASUREMENT PRIOR TOCONSTRUCTION, FABRICATION OR INSTALLATION.• THE CONTRACTORS SHALL NOTIFY THE ARCHITECT OF ANY DISCREPANCIES BETWEENFIELD OBSERVATION AND CONTRACT DOCUMENTS.• ALL DETAILS AND SECTIONS SHOWN ON THE DRAWINGS ARE INTENDED TO BE TYPICALAND SHALL BE CONSTRUED TO APPLY TO SIMILAR SITUATIONS ON THE PROJECTUNLESS A DIFFERENT DETAIL OR SECTION IS SHOWN.• THE CONTRACTOR AND THEIR SUB CONTRATOR SHALL COORDINATE ALL ASPECTS OFTHE WORK. EACH CONTRACTOR AND SUB CONTRACTOR SHALL COORDINATE HIS WORKWITH THE WORK OF OTHER TRADES. NO EXTRA WILL BE ALLOWED DUE TO LACK OFPROJECT COORDINATION.• G.C. TO PROVIDE AND INSTALL UL CERTIFIED FIRE CAULKING OR FOAM AT ALL FIRERATED PENETRATIONS AND ASSEMBLIES AS REQUIRED.1/4" = 1'-0"1FLOOR PLANWALL LEGENDNOTE:ALL DIMENSIONS TAKEN TO FINISHED SURFACES UNLESS OTHERWISE NOTED.LIGHTING FIXTURE SCHEDULEQTY. TAGDESCRIPTIONMANUFACTURER MODEL #COMMENTS10 F4.1 WALL SCONCE W/ WATERPROOF HOUSING TBDPROVIDED AND INSTALLED BY G.C. G.C. TO PROVIDE $200 ALLOWANCE PER FIXTURE1 F4.3 BARBER POLE LIGHTWILLIAM MARVY COMPANYMODEL 55 PROVIDED AND INSTALLED BY G.C.3 F4.4 WALL SCONCE W/ WATERPROOF HOUSING TBDPROVIDED AND INSTALLED BY G.C. G.C. TO PROVIDE $200 ALLOWANCE PER FIXTURE2 F4.5 WALL SCONCE W/ WATERPROOF HOUSING TBDPROVIDED AND INSTALLED BY G.C. G.C. TO PROVIDE $200 ALLOWANCE PER FIXTUREGENERAL ELECTRICAL NOTES• THE CONTRACTOR SHALL PROVIDE ALL LABOR AND MATERIAL NECESSARY FOR ACOMPLETE AND FUNCTIONAL ELECTRICAL SYSTEM• MATERIALS AND INSTALLATION SHALL COMPLY WITH ALL CODES, LAWS ANDORDINANCES OF FEDERAL, STATE, AND LOCAL GOVERNING BODIES HAVINGJURISDICTION.• MATERIALS AND EQUIPMENT SHALL BE LISTED AND/OR LABELED BY U.L., ETL, CSA, ORANOTHER RECOGNIZED TESTING LAB.• THE CONTRACTOR SHALL SECURE AND PAY FOR ALL PERMITS, GOVERNMENTAL FEESAND LICENSES NECESSARY FOR THE PROPER EXECUTION AND COMPLETION OF THEELECTRICAL WORK.• THE CONTRACTOR SHALL NOTIFY THE ARCHITECT/ENGINEER OF ANY MATERIALS ORAPPARATUS BELIEVED TO BE INADEQUATE, UNSUITABLE, IN VIOLATION OF LAWS,ORDINANCES, RULES OR REGULATIONS OF AUTHORITIES HAVING JURISDICTION.• THE CONTRACTOR SHALL CAREFULLY EXAMINE THE CONTRACT DOCUMENTS, VISIT THESITE, AND BECOME FAMILIAR WITH THE BUILDING STANDARDS AND LOCAL CONDITIONSRELATING TO THE WORK. FAILURE TO DO SO WILL NOT RELIEVE THE CONTRACTOR OFTHE OBLIGATIONS OF THE CONTRACT.• ALL MATERIALS AND EQUIPMENT SHALL BE ERECTED, INSTALLED, CONNECTED,CLEANED, ADJUSTED, TESTED, CONDITIONED, AND PLACED IN SERVICE INACCORDANCE WITH THE MANUFACTURER'S DIRECTIONS AND RECOMMENDATIONS.• REFER TO ARCHITECTURAL DRAWINGS FOR EXACT LOCATIONS AND MOUNTING HEIGHTSOF ELECTRICAL EQUIPMENT. VERIFY LAYOUT WITH ARCHITECT PRIOR TO INSTALLATION.• ALL MATERIAL, EQUIPMENT, WIRING DEVICES, ETC. SHALL BE NEW AND PERSPECIFICATION.• ALL RECESSED LIGHT FIXTURES IN CONTACT WITH INSULATION SHALL BE RATED FORSUCH AN INSTALLATION.• THE CONTRACTOR SHALL VERIFY THE CEILING TYPE BEFORE ORDERING LIGHTINGFIXTURES. EQUIP ALL LIGHTING FIXTURES WITH NEW LAMPS AT THE COMPLETION OFCONSTRUCTION PER MANUFACTURER'S RECOMMENDATIONS• THE CONTRACTOR SHALL SUBMIT THE COMPLETED LOAD DATA SHEET AND PANELSCHEDULE FOR APPROVAL, ALONG WITH OTHER REQUIRED DOCUMENTATION.ELECTRICAL LEGENDNo.DescriptionDate1 ISSUED FOR BID & PERMIT 06/29/18NOTE: G.C. TO INSTALL DUSK TO DAWN PHOTOCELL SENSOR FOR ALL EXTERIOR LIGHTING UNLESS OTHERWISE NOTED.103 of 208
11B/ AWNING8' - 10"210010134452267777489102010111111V.I.F.2' - 0"V.I.F.7' - 10"V.I.F.2' - 0"V.I.F.7' - 10"1818191919TTT8B/ AWNING8' - 10"123477891010101011V.I.F.2' - 0"V.I.F.7' - 10"TTRANSLUSCENT GLAZINGOPAQUE UPPER PANELSOPAQUE UPPER PANELSOPAQUE UPPER PANELSOPAQUE UPPER PANELSB/ AWNING7' - 10"B/ BARBER POLE10' - 4"1031041051061071081091A3.012481010108888111111111112412412124124131415151515151515151516V.I.F.1' - 3"V.I.F.8' - 2"V.I.F.9' - 8 1/2"V.I.F.1' - 1 1/4"V.I.F.8' - 6 3/4"V.I.F.1' - 2 1/2"V.I.F.8' - 5 3/4"V.I.F.1' - 0 1/4"V.I.F.7' - 11 3/4"V.I.F.1' - 2"V.I.F.7' - 10 1/2"17TTTTTTTTTTTTTTTT2222222223TTTT102123477892110T21Project Numbers t u d i o t a l o a r c h i t e c t u r e i n c1234 sherman ave. ste 202 evanston il 60202 t 847.733.7300 www.studiotalo.comSTUDIO TALO ARCHITECTURE INC. EXPRESSLY RESERVES ITS COMMON LAW COPYRIGHT AND OTHER PROPERTY RIGHTS FOR ANY DRAWINGS PRODUCED FOR THIS PROJECT. NO DRAWINGS ARE TO BE REPRODUCED, ALTERED OR COPIED IN ANY FORM OR MANNER WHATSOEVER, NOR ARE THEY TO BE ASSIGNED TO ANY THIRD PARTY WITHOUT FIRST OBTAINING EXPRESSED WRITTEN PERMISSION AND CONSENT OF STUDIO TALO ARCHITECTURE INC. ANY PUBLISHED PHOTOGRAPHS OF THIS PROJECT SHOULD CREDIT STUDIO TALO ARCHITECTURE INC. AS ITS SOLE DESIGNER.NOTE: THESE DRAWINGS MAY HAVE BEEN REPRODUCED AT A SIZE DIFFERENT FROM THE ONE ORIGINALLY NOTED. OWNER AND ARCHITECT ASSUME NO RESPONSIBILITY FOR USE OF INCORRECT SCALED INFORMATION. CONTRACTOR SHALL VERIFY ALL EXISTING CONDITIONS PRIOR TO PROCEEDING WITH CONSTRUCTION AND IMMEDIATELY NOTIFY ARCHITECT OF ANY DISCREPANCIES OR CONFLICTS.THESE DRAWINGS WERE PREPARED UNDER THE SUPERVISION OF A REGISTERED ARCHITECT AND TO THE BEST OF MY KNOWLEDGE CONFORM TO THE CODES AND ORDINANCES OF THE NOT FOR CONSTRUCTIONstudio talo architecture © 2018REGISTERED ILLINOIS ARCHITECT NO. 001-018253A2.0EXTERIORELEVATIONSCHURCH ANDDODGE FACADERENOVATION18131901-1903 CHURCHSTREET1700-1708 DODGEAVENUEEVANSTON, IL 60201CITY OF EVANSTON1/4" = 1'-0"1SOUTH ELEVATION0'2'4'16'8'1/4" = 1'-0"ELEVATION KEY NOTES13 G.C. TO INSTALL NEW 30 YEAR ARCHITECTURAL SHINGLES OVER GRACE ICE AND WATERAT EXISTING SLOPED ROOF WITH NEW PREFINISHED ALUMINUM FLASHINGS AND FASCIA.G.C. TO INSTALL NEW BATT INSULATION AND 5/8" PAINTED DRYWALL AT JOISTS BELOW.14 G.C. TO EXTEND EXISTING MASONRY WALL TO FACE OF ADJACENT EXTERIOR BRICKWALLS AND TO BOTTOM OF NEW DRYWALL CEILING. G.C. TO INSTALL NEW PRE-FINISHEDALUMINUM CAP OVER END OF EXTENDED MASONRY WALL TO MATCH NEW STOREFRONTFRAMING.15 G.C. TO TUCKPOINT ENTIRE FRONT FACADE.16 G.C. TO PRESSURE WASH AND CLEAN EXISTING LIMESTONE COPING TO REMAIN. G.C. TOCAULK HEAD JOINTS, COLOR TO BE APPROVED BY ARCHITECT.17 EXISTING GAS PIPING TO REMAIN.18 G.C. TO INSTALL NEW WALL SCONCE ON EXISTING J-BOX W/ NEW DUSK TO DAWNSENSOR.19 NEW OPERABLE AWNING WINDOW W/ INSECT SCREEN AT INTERIOR.20 G.C. TO POWERWASH BRICK TO REMOVE PAINT FROM EXISTING BRICK BELOW WINDOWSILL. G.C. TO TUCKPOINT, PREP AND STAIN TO MATCH EXISTING ADJACENT BRICK.BRICK STAINING BY NAWKAW. G.C. TO PROVIDE ALTERNATE PRICE TO REPLACEEXISTING PAINTED BRICK W/ NEW.21 G.C. TO TUCKPOINT AND REPLACED DAMAGED BRICK BELOW EXISTING SILL. NEW BRICKAND MORTAR TO MATCH EXISTING.22 UPPER PANELS TO BE CITADEL GLAZEGUARD 1000 INSULATED SPANDREL PANELS ORAPPROVED EQUAL W/ CLEAR ANODIZED ALUMINUM FINISH TO MATCH NEW STOREFRONTFRAME. INSTALL PANELS FLUSH W/ EXTERIOR FACE OF STOREFRONT. G.C. TO PROVIDECOLOR SAMPLES PRIOR TO ORDERING. INSTALL PER MANUFACTURER SPECIFICATIONS.23 DOORS, UPPER PANELS AND SIDELITES TO BE INSULATED TRANSLUCENT GLAZING.COLOR TBD. G.C. TO PROVIDE COLOR SAMPLES PRIOR TO ORDERING. INSTALL PERMANUFACTURER SPECIFICATIONS.ELEVATION KEY NOTES1 NEW 44" TALL BY 36" DEEP DARK COLORED ACRYLIC FABRIC AWNING W/ ALUMINUMFRAME AND PRINTED GRAPHICS UNDER SEPARATE PERMIT. AWNING TO EXTEND PASTSTOREFRONT 1'-0" EA. END. G.C. TO INCLUDE PRICING FOR AWNING, INSTALLATION,SIGNAGE AND PERMIT. G.C. TO PROVIDE AWNING MATERIAL SAMPLES AND SHOPDRAWINGS FOR ARCHITECT'S APPROVAL PRIOR TO ORDERING.2 NEW 1.75" X 4.5" CLEAR ANODIZED ALUMINUM STOREFRONT WITH CENTERED INSULATEDGLAZING. STOREFRONT STYSTEM TO HAVE MIN. U FACTOR OF .38 FOR FIXED PANELS, .45FOR OPERABLE AND .77 FOR DOORS. G.C. TO PROVIDE STOREFRONT GLASS AND FRAMESAMPLES AND SHOP DRAWINGS FOR ARCHITECT'S APPROVAL PRIOR TO ORDERING.INSTALL PER MANUFACTURER INSTRUCTIONS.3 EXISTING WALL SCONCES TO REMAIN.4 G.C. TO PROVIDE AND INSTALL NEW WALL SCONCE. G.C. TO ROUTE CONDUIT ONINTERIOR AND CAULK NEW WALL OR SPANDREL PENETRATION BOTH SIDES FORWEATHERTIGHT SEAL. ARCHITECT TO APPROVE CAULK COLOR.5 G.C. TO PROVIDE ALTERNATE PRICING TO PROVIDE AND INSTALL NEW WALL SCONCE.G.C. TO MOUNT TO EXISTING LIMESTONE SILL AND CAULK ALL NEW WALL PENETRATIONBOTH SIDES.6 G.C. TO SCRAPE AND PAINT EXISTING COLUMN.7 G.C. TO REPLACE EXISTING LIMESTONE W/ NEW OF SAME DIMENSIONS.8 G.C. TO REPLACE EXISTING LIMESTONE SILLS W/ NEW 2 1/4" THICK LIMESTONE SILLS.9 G.C. TO VERIFY CONDITION OF EXISTING COLUMNS AND BEARING PRIOR TO INSTALLINGNEW STOREFRONT. G.C. TO NOTIFY ARCHITECT OF ANY PROBLEMS IMMEDIATELY.10 G.C. TO TUCKPOINT EXISTING FRONT FACADE UP TO BOTTOM OF 2ND FLOOR LIMESTONEWINDOW SILL. MORTAR TO MATCH EXISTING11 G.C. TO CLEAN, SCRAPE AND PAINT EXISTING STEEL LINTELS TO REMAIN PRIOR TOSTOREFRONT INSTALLATION.12 NEW BARBER POLE LIGHT. SEE PLAN FOR SPECIFICATIONS.1/4" = 1'-0"3EAST ELEVATION1/4" = 1'-0"4EAST ELEVATION (CONTINUED)1/4" = 1'-0"2SOUTHEAST ELEVATIONT= TEMPERED GLAZINGNo.DescriptionDate1 ISSUED FOR BID & PERMIT 06/29/18104 of 208
TYPE 2KAWNEER 350 MEDIUM STYLE CLEAR ANODIZED ALUMINUM ENTRY DOOR (OR APPROVED EQUAL) WITH TRANSLUCENT INSULATED GLAZING, COLOR TBD.MIN. .77 U FACTORTYPE 1KAWNEER 350 MEDIUM STYLE CLEAR ANODIZED ALUMINUM ENTRY DOOR (OR APPROVED EQUAL) WITH TEMPERED GLASSMIN. .77 U FACTORFINISHED FLOOR0' -0"NEW 30 YEAR ARCHITECTURAL SHINGLES OVER GRACE ICE AND WATER OVER EXISTING ROOF SHEATHING. G.C. TO WRAP GRACE ICE AND WATER UP EXISTING FRAME WALL BEHIND EXISTING WEATHER BARRIER AND SIDING.G.C. TO FILL EXISTING ROOF JOIST CAVITY W/ BATT INSULATION AND COVER W/ PAINTED 5/8" DRYWALL.NEW PRE-FINISHED ALUMINUM STEP FLASHING AT MASONRY TO ROOF TRANSITION. ALIGN FLASHING W/ HORIZONTAL MORTAR JOINTS.NEW PRE-FINISHED ALUMINUM FLASHING TO EXTEND BEHIND EXISTING SIDING AT WALL TO ROOF TRANSITION.NEW 4X4X1/2 STEEL HOLLOW TUBE TACK WELDED TO (1) 4X4X5/16 ANGLE EACH END AND ON BEARING PLATE AT CENTER WALL. WRAP W/ 5/8" GYP. BD. SEE DETAIL 2/A3.0.NEW 1 3/4" X 4 1/2" CLEAR ANODIZED ALUMINUM STOREFRONT W/ INSULATED GLAZING. G.C. TO PROVIDE AND INSTALL SEALANT AT GLAZING PERIMETER TO MATCH ADJACENT WALL.G.C. TO TOOTH IN NEW CMU MASONRY TO EXTEND EXISTING MASONRY WALL TO NEW DRYWALL CEILING AND TO ALIGN W/ FACE OF EXISTING BRICK WALL BEYOND. G.C. TO PROVIDE AND INSTALL NEW PRE-FINISHED ALUMINUM CAP TO MATCH STOREFRONT AT EXPOSED EDGE OF WALL AT EXTERIOR.AWNING BEYOND.EXISTING BEAMS AND ROOF FRAMING TO REMAIN.EXISTING WALL TO REMAIN.V.I.F.+/- 9' - 8 1/2"EXISTING SWITCH TO REMAINA3.03SIM.INSTALL SHIMS (AS REQUIRED), FOAM BACKER ROD AND SEALANT AT PERIMETER OF STOREFRONT FRAME. INSTALL STOREFRONT PER MANUFACTURER INSTRUCTIONS.HARDWARE TYPE 1 (ENTRANCE DOOR W/ DEADLOCK)(1) CLOSER; ALUMINUM S. PARKER MODEL 441BC (NO HOLD OPEN)(1) KAWNEER STANDARD "ARCHITECTS CLASSIC" PUSH BAR SET W/ #14 CLEAR ANODIZED FINISH G.C. TO VERIFY DOOR SIZE FOR PUSH BAR (36", 42", 48" , ETC.)(1) ADAMS RITE MS-1850 DEADLOCK W/ (1) KAWNEER KEYED LOCK CYLINDER AND (1) CYLINDER GUARD AT EXTERIOR AND (1) THUMBTURN CYLINDER AT INTEROR(1) KAWNEER CONTINUOUS GEARED HINGE W/ #14 CLEAR ANODIZED FINISH(1) ADA APPROVED ALUM. THRESHOLD, WEATHERSTRIPPING & SWEEP(1) ROCKWOOD 442 HIGH DOME STOP -G.C. TO VERIFY W/ ARCHITECT PRIOR TO ORDERINGHARDWARE TYPE 2 (ENTRANCE DOOR W/ DEAD LATCH)(1) CLOSER; ALUMINUM S. PARKER MODEL 441BC (NO HOLD OPEN)(1) KAWNEER STANDARD "ARCHITECTS CLASSIC" PUSH BAR SET W/ #14 CLEAR ANODIZED FINISH G.C. TO VERIFY DOOR SIZE FOR PUSH BAR (36", 42", 48" , ETC.)(1) ADAMS RITE 4510 DEAD LATCH W/ (1) KAWNEER KEYED LOCK CYLINDER AND (1) CYLINDER GUARD AT EXTERIOR AND (1) #4550 LATCH PADDLE AT INTEROR(1) KAWNEER CONTINUOUS GEARED HINGE W/ #14 CLEAR ANODIZED FINISH(1) ADA APPROVED ALUM. THRESHOLD, WEATHERSTRIPPING & SWEEP(1) ROCKWOOD 442 HIGH DOME STOP -G.C. TO VERIFY W/ ARCHITECT PRIOR TO ORDERING(2) 1/2" DIA. X 6 1/2" GALV. ASTM A307 RODS STAGGERED. DRILL AND EMBED 3 1/2" MIN. SET IN HILTI HIT-HY70 ADHESIVE.4" X 4" X 1/4" STEEL TUBE TACK WELDED EA. SIDE TO STEEL ANGLE.EXISTING BRICK WALL TO REMAIN.NOTCH EXISTING JOIST AS REQUIRED.5/8" GYP. BD. TO WRAP STEEL TUBE. PROVIDE BLOCKING AS REQUIRED FOR STOREFRONT AND DRYWALL INSTALLATION. INSTALL 2X AT INTERIOR FACE OF STEEL USING SIMPSON STRONG DRIVE SCREWS. ATTACH SIMPSON H2.5A TIE AT EACH ROOF RAFTER TO BEAM CONNECTION.WRAP PRE-FINISHED ALUMINUM FLASHING UNDER BULK HEAD AND EXTEND OVER NEW STOREFRONT FRAME.INSTALL FOAM BACKER ROD AND SEALANT AT PERIMETER OF STOREFRONT FRAME. INSTALL STOREFRONT PER MANUFACTURER INSTRUCTIONS.PRE-FINISHED ALUMINUM FLASHINGS AND FASCIA. OVERLAP FOR POSITIVE DRAINAGE.SHINGLE ROOFING W/ STEP FLASHING AT MASONRY WALL BEYOND.4" X 4" X 5/16" STEEL ANGLE BEYONDNEW STOREFRONT GLAZING3A3.0(2) 1/2" DIA. X 6 1/2" GALV. ASTM A307 RODS STAGGERED. DRILL AND EMBED 3 1/2" MIN. SET IN HILTI HIT-HY70 ADHESIVE.4" X 4" X 1/4" STEEL TUBE TACK WELDED EA. SIDE TO 4" X 4" X 1/4" STEEL ANGLE.EXISTING BRICK WALL TO REMAIN.Project Numbers t u d i o t a l o a r c h i t e c t u r e i n c1234 sherman ave. ste 202 evanston il 60202 t 847.733.7300 www.studiotalo.comSTUDIO TALO ARCHITECTURE INC. EXPRESSLY RESERVES ITS COMMON LAW COPYRIGHT AND OTHER PROPERTY RIGHTS FOR ANY DRAWINGS PRODUCED FOR THIS PROJECT. NO DRAWINGS ARE TO BE REPRODUCED, ALTERED OR COPIED IN ANY FORM OR MANNER WHATSOEVER, NOR ARE THEY TO BE ASSIGNED TO ANY THIRD PARTY WITHOUT FIRST OBTAINING EXPRESSED WRITTEN PERMISSION AND CONSENT OF STUDIO TALO ARCHITECTURE INC. ANY PUBLISHED PHOTOGRAPHS OF THIS PROJECT SHOULD CREDIT STUDIO TALO ARCHITECTURE INC. AS ITS SOLE DESIGNER.NOTE: THESE DRAWINGS MAY HAVE BEEN REPRODUCED AT A SIZE DIFFERENT FROM THE ONE ORIGINALLY NOTED. OWNER AND ARCHITECT ASSUME NO RESPONSIBILITY FOR USE OF INCORRECT SCALED INFORMATION. CONTRACTOR SHALL VERIFY ALL EXISTING CONDITIONS PRIOR TO PROCEEDING WITH CONSTRUCTION AND IMMEDIATELY NOTIFY ARCHITECT OF ANY DISCREPANCIES OR CONFLICTS.THESE DRAWINGS WERE PREPARED UNDER THE SUPERVISION OF A REGISTERED ARCHITECT AND TO THE BEST OF MY KNOWLEDGE CONFORM TO THE CODES AND ORDINANCES OF THE NOT FOR CONSTRUCTIONstudio talo architecture © 2018REGISTERED ILLINOIS ARCHITECT NO. 001-018253A3.0DETAILS, SECTIONS &SCHEDULESCHURCH ANDDODGE FACADERENOVATION18131901-1903 CHURCHSTREET1700-1708 DODGEAVENUEEVANSTON, IL 60201CITY OF EVANSTONDOOR SCHEDULEDOORNO.MANUFACTURERMODELPANELMATERIALHARDWARETYPESIZESIZETHICKNESSDOORTYPECOMMENTSWIDTHHGHT.100 KAWNEER OR APPROVED EQUAL 350 SWING 1" INSULATEDGLAZINGCLEAR ANODIZED ALUMINUM 1 3' - 113/16"7' - 0" 0' - 1 3/4" 1 PROVIDED AND INSTALLED BY G.C. VERIFY EXISTINGOPENING IN FIELD PRIOR TO ORDERING.101 KAWNEER OR APPROVED EQUAL 350 SWING 1" INSULATEDGLAZINGCLEAR ANODIZED ALUMINUM 2 3' - 0" 7' - 0" 0' - 1 3/4" 2 PROVIDED AND INSTALLED BY G.C. VERIFY EXISTINGOPENING IN FIELD PRIOR TO ORDERING.102 KAWNEER OR APPROVED EQUAL 350 SWING 1" INSULATEDGLAZINGCLEAR ANODIZED ALUMINUM 1 3' - 05/16"7' - 0" 0' - 1 3/4" 1 PROVIDED AND INSTALLED BY G.C. VERIFY EXISTINGOPENING IN FIELD PRIOR TO ORDERING.103 KAWNEER OR APPROVED EQUAL 350 SWING 1" INSULATEDGLAZINGCLEAR ANODIZED ALUMINUM 1 3' - 6" 7' - 0" 0' - 1 3/4" 1 PROVIDED AND INSTALLED BY G.C. VERIFY EXISTINGOPENING IN FIELD PRIOR TO ORDERING.104 KAWNEER OR APPROVED EQUAL 350 SWING 1" INSULATEDTRANSCLUCENTGLAZINGCLEAR ANODIZED ALUMINUM 1 3' - 0" 7' - 0" 0' - 1 3/4" 2 PROVIDED AND INSTALLED BY G.C. VERIFY EXISTINGOPENING IN FIELD PRIOR TO ORDERING.105 KAWNEER OR APPROVED EQUAL 350 SWING 1" INSULATEDTRANSCLUCENTGLAZINGCLEAR ANODIZED ALUMINUM 23' - 0" 7' - 0" 0' - 1 3/4" 2 PROVIDED AND INSTALLED BY G.C. VERIFY EXISTINGOPENING IN FIELD PRIOR TO ORDERING.106 KAWNEER OR APPROVED EQUAL 350 SWING 1" INSULATEDGLAZINGCLEAR ANODIZED ALUMINUM 13' - 0" 7' - 0" 0' - 1 3/4" 1 PROVIDED AND INSTALLED BY G.C. VERIFY EXISTINGOPENING IN FIELD PRIOR TO ORDERING.107 KAWNEER OR APPROVED EQUAL 350 SWING 1" INSULATEDGLAZINGCLEAR ANODIZED ALUMINUM 13' - 0" 7' - 0" 0' - 1 3/4" 1 PROVIDED AND INSTALLED BY G.C. VERIFY EXISTINGOPENING IN FIELD PRIOR TO ORDERING.108 KAWNEER OR APPROVED EQUAL 350 SWING 1" INSULATEDGLAZINGCLEAR ANODIZED ALUMINUM 13' - 0" 7' - 0" 0' - 1 3/4" 1 PROVIDED AND INSTALLED BY G.C. VERIFY EXISTINGOPENING IN FIELD PRIOR TO ORDERING.109 KAWNEER OR APPROVED EQUAL 350 SWING 1" INSULATEDGLAZINGCLEAR ANODIZED ALUMINUM 13' - 0" 7' - 0" 0' - 1 3/4" 1 PROVIDED AND INSTALLED BY G.C. VERIFY EXISTINGOPENING IN FIELD PRIOR TO ORDERING.1 EXIT DOORS MUST OPEN WITHOUT THE USE OF A KEY OR SPECIAL KNOWLEDGE2 HINGES TO MATCH LEVER/KNOB FINISH3 FIELD VERIFY ROUGH OPENINGS PRIOR TO ORDERING.DOOR TYPESPROVIDE TEMPERED GLAZING IN ALL HAZARDOUS LOCATIONS. HAZARDOUS LOCATIONS INCLUDE BUT NOT LIMITED TO:-ANY GLAZED PANEL MORE THAN 18" IN WIDTH IMMEDIATELY ADJACENT TO ANY DOOR WITH A SILL LESS THAN 60" A.F.F.-ANY GLAZING GREATER THAN 9 SF WITH SILL LESS THAN 18" AND HEAD GREATER THAN 36" A.F.F. WITH AN ADJACENT WALKING SURFACE WITHIN 3' HORIZONTALLY FROM THE PLANE OF GLASS.-ALL SKYLIGHTS-ANY GLAZING IN BATHTUB OR SHOWER ENCLOSURES INCLUDING ANY SHOWER DOORS1/2" = 1'-0"1WALL SECTION @ RESIDENTIAL ENTRYG.C. TO KEY ALL DOORS AS FOLLOWS:-KEY ALL EXTERIOR DOORS SEPARATELY-PROVIDE 2 SETS OF KEYS FOR EACH ENTRY DOORDOOR HARDWARE TYPES1 1/2" = 1'-0"3STEEL ANGLE SUPPORT DETAILSECTION1 1/2" = 1'-0"2TYP. STEEL ANGLE SUPPORT DETAILNo.DescriptionDate1 ISSUED FOR BID & PERMIT 06/29/18105 of 208
O/OOWNER PROVIDED / OWNER INSTALLEDT>ONGUE AND GROOVEA.F.F.ABOVE FINISHED FLOORGALV.GALVANIZEDADJ.ADJUSTABLEE.J.EXPANSION JOINTSIM.SIMILARU.N.O.UNLESS NOTED OTHERWISETYP.TYPICALOPPOSITE HANDO.H.O/COWNER PROVIDED / CONTRACTOR INSTALLEDM.O. MASONRY OPENINGTHE ARCHITECT AND HIS CONSULTANTS DO NOT WARRANT OR GUARANTEE THE ACCURACY AND COMPLETENESS OF THE WORK PRODUCT THEREIN BEYOND A REASONABLE DILIGENCE. IF ANY MISTAKES, OMISSIONS, OR DISCREPANCIES ARE FOUND TO EXIST WITHIN THE WORK PRODUCT, THE ARCHITECT SHALL BE PROMPTLY NOTIFIED SO THAT THEY MAY HAVE THE OPPORTUNITY TO TAKE WHATEVER STEPS NECESSARY TO RESOLVE THEM. FAILURE TO PROMPTLY NOTIFY THE ARCHITECT OF SUCH CONDITIONS SHALL ABSOLVE THE ARCHITECT FROM ANY RESPONSIBILITY FOR THE CONSEQUENCES OF SUCH FAILURE. ACTIONS TAKEN WITHOUT THE KNOWLEDGE AND CONSENT OF THE ARCHITECT, OR IN CONTRADICTION TO THE ARCHITECT'S WORK PRODUCT OR RECOMMENDATION, SHALL BECOME THE RESPONSIBILITY NOT OF THE ARCHITECT, BUT OF THE PARTIES RESPONSIBLE FOR TAKING SUCH ACTIONS.LIMITATION OF WARRANTY OF ARCHITECT'S PRODUCTN.T.S.1623 SIMPSON STREETASHLAND AVENUESIMPSON STREETOWNER ARCHITECTCOLLIN JAMES1604 DARROW AVENUEEVANSTON, IL 60201847.401.3643STUDIO TALO ARCHITECTURE1234 SHERMAN AVE. STE 202EVANSTON, IL 60202847.733.7300CONTRACTORPARALLEL DESIGN BUILD1234 SHERMAN AVE. STE 202EVANSTON, IL 60202SCOTT PRESTANGEN847.801.9260OPEN DECK215-S12SECTION DETAILSHEET NUMBERINTERIOR ELEVATION SHEET NUMBERKEYNOTEPARTITION TAGSPOT ELEVATIONSREVISION BUBBLE AND TAGDOOR LOCATIONROOM NAME & NUMBERPLAN DETAILSHEET NUMBERNEW WALL /ALTERED CONSTRUCTION-SEE PARTITION SCHEDULEEXISTING WALL TO BE REMOVEDEXISTING WALL TO REMAINA3.12O.H.SIM.A3.120.00"1.115DOOR TAGPWINDOW TAGA3.1 41SYMBOLS / LEGENDEXTERIOR ELEVATIONSHEET NUMBERGWBMATERIAL TAGWC-1FIXTURE/ EQUIPMENT TAG23A3.12AN EXTERIOR FACADE RENOVATION TO EXISTING RETAIL STOREFRONTS INCLUDING NEW STOREFRONT GLAZING AND ELECTRICAL WORK.AWNINGS AND SIGNAGE TO BE SUBMITTED UNDER SEPARATE PERMIT.Project Numbers t u d i o t a l o a r c h i t e c t u r e i n c1234 sherman ave. ste 202 evanston il 60202 t 847.733.7300 www.studiotalo.comSTUDIO TALO ARCHITECTURE INC. EXPRESSLY RESERVES ITS COMMON LAW COPYRIGHT AND OTHER PROPERTY RIGHTS FOR ANY DRAWINGS PRODUCED FOR THIS PROJECT. NO DRAWINGS ARE TO BE REPRODUCED, ALTERED OR COPIED IN ANY FORM OR MANNER WHATSOEVER, NOR ARE THEY TO BE ASSIGNED TO ANY THIRD PARTY WITHOUT FIRST OBTAINING EXPRESSED WRITTEN PERMISSION AND CONSENT OF STUDIO TALO ARCHITECTURE INC. ANY PUBLISHED PHOTOGRAPHS OF THIS PROJECT SHOULD CREDIT STUDIO TALO ARCHITECTURE INC. AS ITS SOLE DESIGNER.NOTE: THESE DRAWINGS MAY HAVE BEEN REPRODUCED AT A SIZE DIFFERENT FROM THE ONE ORIGINALLY NOTED. OWNER AND ARCHITECT ASSUME NO RESPONSIBILITY FOR USE OF INCORRECT SCALED INFORMATION. CONTRACTOR SHALL VERIFY ALL EXISTING CONDITIONS PRIOR TO PROCEEDING WITH CONSTRUCTION AND IMMEDIATELY NOTIFY ARCHITECT OF ANY DISCREPANCIES OR CONFLICTS.THESE DRAWINGS WERE PREPARED UNDER THE SUPERVISION OF A REGISTERED ARCHITECT AND TO THE BEST OF MY KNOWLEDGE CONFORM TO THE CODES AND ORDINANCES OF THE NOT FOR CONSTRUCTIONstudio talo architecture © 2018REGISTERED ILLINOIS ARCHITECT NO. 001-018253A0.0TITLE PAGE & NOTESSIMPSONFACADERENOVATION18141623 SIMPSONSTREETEVANSTON, IL 60201CITY OF EVANSTONSIMPSON FACADERENOVATION1623 SIMPSON STREETEVANSTON, IL 60201A0.0 TITLE PAGE & NOTESA1.0 DEMO AND FLOOR PLANA2.0 EXTERIOR ELEVATION, SCHEDULES AND DETAILS.SYMBOLSPROJECT CONTACTSPROJECT LOCATION MAPSHEET INDEXTYPICAL ABBREVIATIONSGENERAL CODE NOTESGENERAL PROJECT NOTESPROJECT DESCRIPTION• ALL WORK SHALL CONFORM TO APPLICABLE STATE AND LOCAL CODESAND ORDINANCES AS SET FORTH IN THE GENERAL CONDITIONS OFTHE CONTRACT.• THE CONTRACTOR SHALL VISIT THE SITE AND FAMILIARIZE HIMSELF/HERSELF WITH EXISTING CONDITIONS PRIOR TO SUBMITTING APROPOSAL.• THE GENERAL CONTRACTOR SHALL CHECK AND VERIFY ALLMEASUREMENTS IN THE FIELD AND REPORT ANY DISCREPANCIES TOTHE ARCHITECT BEFORE STARTING. IN THE CASE OF DISCREPANCIESBETWEEN THE CONTRACT DOCUMENTS, THE CONTRACTOR SHALLSECURE INSTRUCTIONS FROM THE ARCHITECT BEFORE PROCEEDINGWITH THE WORK AFFECTED BY OMISSIONS AND DISCREPANCIES. THECONTRACTOR SHALL ASSUME FULL RESPONSIBILITY FORPROCEEDING WITH SUCH WORK WITHOUT APPROVAL IF SUCH WORKRESULTS IN A CHANGE IN THE CONTRACT DOCUMENTS.• THE CONTRACTOR SHALL TAKE ANY AND ALL MEASUREMENTSNECESSARY TO VERIFY THE DRAWINGS AND PROPERLY LAY OUT THEMATERIALS AT THE JOB AND BE RESPONSIBLE FOR THE ACCURACY OFTHE SAME. EXCEPT AS OTHERWISE SPECIFICALLY AGREED, ALLMATERIALS SHALL BE NEW AND AS SPECIFIED. ANY SUBSTITUTEMATERIAL MUST FIRST BE APPROVED BY THE ARCHITECT. ANY MAJORDISCREPANCY AFFECTING THE LAYOUT OF THE WORK SHALL BECALLED TO THE ARCHITECT'S ATTENTION BY THE CONTRACTOR. NOWORK SHALL PROCEED UNTIL THE DISCREPANCY IS RECTIFIED.• DURING THE PERIOD OF CONSTRUCTION THE CONTRACTOR SHALLCARRY AND MAINTAIN INSURANCE. THE OWNER AND ARCHITECT SHALLBE NAMED AS "ADDITIONALLY INSURED" ON THE COMPREHENSIVEGENERAL LIABILITY POLICY OF THE GENERAL CONTRACTOR AND/ORSUBCONTRACTOR OF ANY TIER. THE GENERAL CONTRACTOR, WITHINTEN (10) DAYS AFTER NOTIFICATION OF ACCEPTANCE OF BID ANDPRIOR TO SIGNING A CONTRACT WITH THE OWNER, SHALL SUBMIT ACERTIFICATE OF INSURANCE COVERAGE.• THE GENERAL CHARACTER OF THE DETAILED WORK IS SHOWN ON THEDRAWINGS. ANY DETAILS SHALL BE WORKED OUT IN RELATION TOTHEIR LOCATION AND CONNECTION TO OTHER PARTS OF THE WORK.WHERE ON ANY DRAWINGS A PORTION OF THE WORK IS DRAWN OUT,ALL SIMILAR CONDITIONS SHOULD BE TREATED SIMILARLY UNLESSOTHERWISE NOTED.• THE RESPONSIBILITY FOR THE SAFE WORKING CONDITIONS AT THESITE SHALL BE THE CONTRACTOR'S, AND THE ARCHITECT AND OWNERSHALL NOT BE DEEMED TO HAVE ANY RESPONSIBILITY OF LIABILITY INCONNECTION THEREWITH. CONFORM TO ALL APPLICABLE OSHARULES AND REGULATIONS.• THE CONTRACTOR SHALL TAKE ALL NECESSARY PRECAUTIONS TOINSURE AGAINST FIRE DURING CONSTRUCTION AND BE RESPONSIBLETHAT THE AREA WITHIN CONTRACT LIMITS IS KEPT ORDERLY ANDCLEAN AND THAT COMBUSTIBLE RUBBISH IS PROMPTLY REMOVEDFROM THE SITE.• UNLESS AN ALLOWANCE IS INDICATED, THE CONTRACTOR SHALLPROVIDE AND INSTALL ALL MATERIALS AND PERFORM ALL SERVICES,SKILLED AND UNSKILLED, AS PART OF THE ACCEPTED BID.ALLOWANCES ARE FOR MATERIAL ONLY, BEFORE TAX, SHIPPING ANDHANDELING. ANY REMAINDER OF ALLOWANCE SHALL BE APPLIED TOANOTHER ITEM AS DETERMINED BY THE OWNER. ALLOWANCE DOESNOT INCLUDE INSTALLATION WHICH SHALL BE PERFORMED BY THECONTRACTOR.• THE CONTRACTOR WILL USE LICESED WORKERS ANDSUBCONTRACTORS AS REQUIRED• THE CONTRACTOR SHALL PERFORM ALL WORK AS INDICATED IN THECONTRACT DOCUMENTS. UPON COMPLETION, THE PROPERTY SHALLBE IN "MOVE IN " CONDITION. ALL TRASH AND CONSTRUCTION DEBRISSHALL BE REMOVED FROM THE SITE• ALL EXIT DOORS SHALL BE OPERABLE WITHOUT A KEY OR SPECIALKNOWLEDGE.• THE MANUAL PULL OR PUSH OF AN INTERIOR SWING DOOR SHALLNOT EXCEED 5LBF AND 8.5 LBF FOR EXTERIOR DOORS IN ORDER TOOPERATE THE DOOR.• WHERE REQUIRED, GLASS DOORS, PANELS & LITES SHALL BETEMPERED GLAZING• ALL INTERIOR WALL AND CEILING FINISHED SHALL HAVE A CLASS 1FLAME SPREAD RATING.ALL WORK SHALL CONFORM TO APPLICABLE STATE AND LOCAL CODES AND ORDINANCES INCLUDING BUT NOT LIMITED TO:-THE 2012 INTERNATIONAL BUILDING CODE -THE EVANSTON ZONING ORDINANCE-THE 2012 INTERNATIONAL PLUMBING CODE-THE 2012 STATE OF ILLINOIS PLUMBING CODE-THE 2012 INTERNATIONAL MECHANICAL CODE-THE 2012 INTERNATIONAL FUEL GAS CODE-THE 2012 NFPA LIFE SAFETY CODE 101-THE 2012 INTERNATIONAL FIRE CODE-THE 2011 NATIONAL ELECTRIC CODE, THE ILLINOIS ACCESSIBILITY CODE-THE 2010 DEPARTMENT OF JUSTICE ADA STANDARDS FOR ACCESSIBLE DESIGN-THE 2015 INTERNATIONAL ENERGY CONSERVATION CODE.PERSPECTIVE VIEWNo.DescriptionDate1 ISSUED FOR BID & PERMIT 06/29/18106 of 208
DNDNWPGFIDN1A2.0200F4.1F4.1F4.1F4.1201202EF4.4F4.4F4.4F4.4F4.4F4.4101011121251313131314913141212141415151515151513V.I.F.3' - 4 1/4"2' - 7 1/4"V.I.F.7' - 6 3/4"11 1/2"V.I.F.7' - 6 1/2"5' - 4 1/2"V.I.F.7' - 6 1/4"11 1/2"V.I.F.7' - 6 1/4"2' - 9 3/4"V.I.F.3' - 4 1/2"V.I.F.3' - 4 1/2"DEMOLISHEDEXISTINGNEWDUPLEX OUTLETGROUND FAULT CIRCUTWATER PROOF OUTLETSWITCHED OUTLETQUAD OUTLETWALL MTD/ SCONCECLG MTDPENDANTEXHAUST FAN /LIGHTSMOKE DETECTORSDCARBON MONOXIDE DETECTORCODIRECTIONAL CAN LIGHTREGULAR CAN LIGHTTHERMOSTATTFLOOR OUTLETCEILING OUTLETSWITCHED CEILING OUTLET3 WAY WALL SWITCHDIMMABLE WALL SWITCHFAN SWITCH (LUTRON MAESTRO)3DFMOTION SENSOR LIGHTMS4 WAY WALL SWITCH4DUPLEX OUTLET W/ USB OUTLETSUSBETHERNETCABLE/ TVPHONEEXISTINGE1123334456666798Project Numbers t u d i o t a l o a r c h i t e c t u r e i n c1234 sherman ave. ste 202 evanston il 60202 t 847.733.7300 www.studiotalo.comSTUDIO TALO ARCHITECTURE INC. EXPRESSLY RESERVES ITS COMMON LAW COPYRIGHT AND OTHER PROPERTY RIGHTS FOR ANY DRAWINGS PRODUCED FOR THIS PROJECT. NO DRAWINGS ARE TO BE REPRODUCED, ALTERED OR COPIED IN ANY FORM OR MANNER WHATSOEVER, NOR ARE THEY TO BE ASSIGNED TO ANY THIRD PARTY WITHOUT FIRST OBTAINING EXPRESSED WRITTEN PERMISSION AND CONSENT OF STUDIO TALO ARCHITECTURE INC. ANY PUBLISHED PHOTOGRAPHS OF THIS PROJECT SHOULD CREDIT STUDIO TALO ARCHITECTURE INC. AS ITS SOLE DESIGNER.NOTE: THESE DRAWINGS MAY HAVE BEEN REPRODUCED AT A SIZE DIFFERENT FROM THE ONE ORIGINALLY NOTED. OWNER AND ARCHITECT ASSUME NO RESPONSIBILITY FOR USE OF INCORRECT SCALED INFORMATION. CONTRACTOR SHALL VERIFY ALL EXISTING CONDITIONS PRIOR TO PROCEEDING WITH CONSTRUCTION AND IMMEDIATELY NOTIFY ARCHITECT OF ANY DISCREPANCIES OR CONFLICTS.THESE DRAWINGS WERE PREPARED UNDER THE SUPERVISION OF A REGISTERED ARCHITECT AND TO THE BEST OF MY KNOWLEDGE CONFORM TO THE CODES AND ORDINANCES OF THE NOT FOR CONSTRUCTIONstudio talo architecture © 2018REGISTERED ILLINOIS ARCHITECT NO. 001-018253A1.0DEMO AND FLOORPLANSIMPSONFACADERENOVATION18141623 SIMPSONSTREETEVANSTON, IL 60201CITY OF EVANSTONGENERAL FINISH NOTES• ALL INTERIOR FINISH AND TRIM MATERIALS SHALL MEET CLASS 1 FLAME SPREAD RATINGOF 0-25, AND A SMOKE DEVELOPED RATING OF LESS THEN 200 WHEN TESTED INACCORDANCE WITH ASTM E84.• PATCH ALL WALLS, CEILINGS, FLOORS AND OTHER SURFACES IN THE EXISTING BUILDINGAS REQUIRED AFTER REMOVAL OF INSTALLATION EQUIPMENT, PIPING, WIRING, WALLS,ETC. CONTRACTOR TO THROUGHLY EXAMINE ALL DRAWINGS AND EXISTINGCONDITIONS FOR PATCHING REQUIREMENTS• AT THE HEAD OF ALL DOORS, PROVIDE PARTITION CONSTRUCTION SIMILAR TOADJACENT PARTITIONS• CAULK BETWEEN ALL DISSIMILAR MATERIALS, ALUMINUM, PLASTIC, LAMINATE, GYPSUMBOARD, FINISH WOODS, ETC. WITH PAINTABLE SILICONE CAULK. CAULK COLOR TO BESELECTED BY ARCHITECT0'2'4'16'8'1/4" = 1'-0"GENERAL CONSTRUCTION NOTES• ALL MATERIALS, EQUIPMENT AND LABOR SHALL BE PROVIDED BY THECONTRACTOR UNLESS NOTED OTHERWISE.• WHERE SPECIFIC DIMENSIONS, DETAILS OR DESIGN INTENT CANNOT BEDETERMINED FROM THE DRAWINGS, CONSULT WITH THE ARCHITECTPRIOR TO PROCEEDING WITH THE WORK.• INSTALL MATERIALS AND SYSTEMS IN ACCORDANCE WITHMANUFACTURER'S INSTRUCTIONS AND REVIEWED SUBMITTALS.• INSTALL MATERIALS AND SYSTEMS IN PROPER RELATION WITHADJACENT CONSTRUCTION AND WITH UNIFORM APPEARANCE.• THE GENERAL CONTRACTOR WILL BE REQUIRED TO COORDINATE WITHOWNER FOR OWNER FURNISHED ITEMS AND EQUIPMENT ASAPPLICABLE.• THE GENERAL CONTRACTOR WILL BE REQUIRED TO PROVIDE A FINALPUNCHLIST TO THE ARCHITECT FOR REVIEW AND COMMENTARY PRIORTO SUBSTANTIAL COMPLETION.• PROTECT THE EXISTING BUILDING AND SITE TO REMAIN. REPAIR/REPLACE ANY SURFACES OR ITEMS THAT ARE DAMAGED DURINGCONSTRUCTION.• BROOM SWEEP AND REMOVE DEBRIS FROM THE SITE ON A DAILYBASIS.• THE CONTRACTORS SHALL CAREFULLY EXAMINE THE CONTRACTDOCUMENTS AND THE CONSTRUCTION SITE TO OBTAIN FIRST HANDKNOWLEDGE OF THE EXISTING CONDITIONS. NO EXTRA WILL BEALLOWED FOR WORK THAT COULD HAVE BEEN DETERMINED BYEXAMINING THE SITE AND DOCUMENTS.• THE CONTRACTORS SHALL BE RESPONSIBLE FOR VERIFYING ALLDIMENSIONS AT THE SITE. ALL EXISTING CONDITIONS SHALL BEVERIFIED BY FIELD MEASUREMENT PRIOR TO CONSTRUCTION,FABRICATION OR INSTALLATION.• THE CONTRACTORS SHALL NOTIFY THE ARCHITECT OF ANYDISCREPANCIES BETWEEN FIELD OBSERVATION AND CONTRACTDOCUMENTS.• ALL DETAILS AND SECTIONS SHOWN ON THE DRAWINGS ARE INTENDEDTO BE TYPICAL AND SHALL BE CONSTRUED TO APPLY TO SIMILARSITUATIONS ON THE PROJECT UNLESS A DIFFERENT DETAIL ORSECTION IS SHOWN.• THE CONTRACTOR AND THEIR SUB CONTRATOR SHALL COORDINATEALL ASPECTS OF THE WORK. EACH CONTRACTOR AND SUBCONTRACTOR SHALL COORDINATE HIS WORK WITH THE WORK OFOTHER TRADES. NO EXTRA WILL BE ALLOWED DUE TO LACK OFPROJECT COORDINATION.• G.C. TO PROVIDE AND INSTALL UL CERTIFIED FIRE CAULKING OR FOAMAT ALL FIRE RATED PENETRATIONS AND ASSEMBLIES AS REQUIRED.1/4" = 1'-0"2PARTIAL FLOOR PLANWALL LEGENDNOTE:ALL DIMENSIONS TAKEN TO FINISHED SURFACES UNLESS OTHERWISE NOTED.LIGHTING FIXTURE SCHEDULEQTY. TAG DESCRIPTION MANUFACTURER MODEL #COMMENTS4 F4.1 WALL SCONCE W/WATERPROOF HOUSINGTBD PROVIDED AND INSTALLED BY G.C. G.C. TOPROVIDE $200 PER FIXTURE ALLOWANCE6 F4.4 WALL SCONCE W/WATERPROOF HOUSINGTBD PROVIDED AND INSTALLED BY G.C. G.C. TOPROVIDE $200 PER FIXTURE ALLOWANCEGENERAL ELECTRICAL NOTES• THE CONTRACTOR SHALL PROVIDE ALL LABOR AND MATERIAL NECESSARY FOR ACOMPLETE AND FUNCTIONAL ELECTRICAL SYSTEM• MATERIALS AND INSTALLATION SHALL COMPLY WITH ALL CODES, LAWS ANDORDINANCES OF FEDERAL, STATE, AND LOCAL GOVERNING BODIES HAVINGJURISDICTION.• MATERIALS AND EQUIPMENT SHALL BE LISTED AND/OR LABELED BY U.L., ETL,CSA, OR ANOTHER RECOGNIZED TESTING LAB.• THE CONTRACTOR SHALL SECURE AND PAY FOR ALL PERMITS, GOVERNMENTALFEES AND LICENSES NECESSARY FOR THE PROPER EXECUTION ANDCOMPLETION OF THE ELECTRICAL WORK.• THE CONTRACTOR SHALL NOTIFY THE ARCHITECT/ENGINEER OF ANY MATERIALSOR APPARATUS BELIEVED TO BE INADEQUATE, UNSUITABLE, IN VIOLATION OFLAWS, ORDINANCES, RULES OR REGULATIONS OF AUTHORITIES HAVINGJURISDICTION.• THE CONTRACTOR SHALL CAREFULLY EXAMINE THE CONTRACT DOCUMENTS,VISIT THE SITE, AND BECOME FAMILIAR WITH THE BUILDING STANDARDS ANDLOCAL CONDITIONS RELATING TO THE WORK. FAILURE TO DO SO WILL NOTRELIEVE THE CONTRACTOR OF THE OBLIGATIONS OF THE CONTRACT.• ALL MATERIALS AND EQUIPMENT SHALL BE ERECTED, INSTALLED, CONNECTED,CLEANED, ADJUSTED, TESTED, CONDITIONED, AND PLACED IN SERVICE INACCORDANCE WITH THE MANUFACTURER'S DIRECTIONS ANDRECOMMENDATIONS.• REFER TO ARCHITECTURAL DRAWINGS FOR EXACT LOCATIONS AND MOUNTINGHEIGHTS OF ELECTRICAL EQUIPMENT. VERIFY LAYOUT WITH ARCHITECT PRIORTO INSTALLATION.• ALL MATERIAL, EQUIPMENT, WIRING DEVICES, ETC. SHALL BE NEW AND PERSPECIFICATION.• ALL RECESSED LIGHT FIXTURES IN CONTACT WITH INSULATION SHALL BE RATEDFOR SUCH AN INSTALLATION.• THE CONTRACTOR SHALL VERIFY THE CEILING TYPE BEFORE ORDERINGLIGHTING FIXTURES. EQUIP ALL LIGHTING FIXTURES WITH NEW LAMPS AT THECOMPLETION OF CONSTRUCTION PER MANUFACTURER'S RECOMMENDATIONS• THE CONTRACTOR SHALL SUBMIT THE COMPLETED LOAD DATA SHEET ANDPANEL SCHEDULE FOR APPROVAL, ALONG WITH OTHER REQUIREDDOCUMENTATION.ELECTRICAL LEGENDDEMOLITION & CONSTRUCTION KEYNOTES1 G.C. TO REMOVE EXISTING AWNINGS AND FRAMES AND PATCH WALL ASREQUIRED W/ MORTAR TO MATCH EXISTING WALL TO REMAIN.2 G.C. TO REMOVE EXISTING BOX SIGN AND ASSOCIATED LIGHTING, CONDUITSAND FRAMES AND PATCH WALL AS REQUIRED W/ MORTAR TO MATCHEXISTING WALL TO REMAIN.3 G.C. TO DEMO EXISTING STOREFRONT DOOR, FRAME AND THRESHOLD TO BEREPLACED W/ NEW. G.C. TO REMOVE ANY DEBRIS AND CLEAN ADJACENTBRICK AND LINTELS.4 G.C. TO DEMO EXISTING STOREFRONT WINDOWS TO BE REPLACED W/ NEWINCLUDING FRAME, FASTENERS AND CAULKING. G.C. TO REMOVE ANY DEBRISAND CLEAN ADJACENT BRICK AND LINTELS.5 EXISTING MAILBOX AND ADA DOORBELL TO REMAIN. G.C. TO PROTECTDURING DEMO AND NEW WORK.6 G.C. TO REMOVE EXISTING LIMESTONE WINDOW SURROUND AND BRICK ASREQUIRED TO REPLACE EXISTING LINTEL. G.C. TO SALVAGE MATERIAL FORRE-USE. G.C. TO PROVIDE TEMPORARY SUPPORT AS REQUIRED DURINGDEMO AND NEW WORK.7 G.C. TO REMOVE EXISTING WALL SCONCE, CAP WIRES AND INSTALLWEATHERPROOF COVERPLATE TO MATCH EXISTING BRICK WALL.8 G.C. TO REMOVE EXISTING BRICK AS REQUIRED TO REPLACE EXISTINGLINTEL. G.C. TO SALVAGE MATERIAL FOR RE-USE. G.C. TO PROVIDETEMPORARY SUPPORT AS REQUIRED DURING DEMO AND NEW WORK.9 G.C. TO REMOVE TILE AT VERTICAL EDGE OF SLAB TO BE REPLACED W/ NEW.10 NEW 44" TALL BY 36" DEEP DARK COLORED ACRYLIC FABRIC AWNING W/ALUMINUM FRAME AND PRINTED GRAPHICS UNDER SEPARATE PERMIT.AWNING TO EXTEND PAST STOREFRONT 1'-0" EA. END. G.C. TO INCLUDEPRICING FOR AWNING, SIGNAGE AND PERMIT. G.C. TO PROVIDE AWNINGMATERIAL SAMPLES AND SHOP DRAWINGS FOR ARCHITECT'S APPROVALPRIOR TO ORDERING.11 G.C. TO GRIND, PATCH AND REPAIR EXISTING CONCRETE THRESHOLD PRIORTO INSTALLING NEW STOREFRONT DOOR.12 NEW 1.75" X 4.5" CLEAR ANODIZED ALUMINUM STOREFRONT WITH CENTEREDINSULATED GLAZING.MIN. .38 U FACTOR. G.C. TO PROVIDE STOREFRONTGLAZING AND FRAME SAMPLES AND SHOP DRAWINGS FOR ARCHITECT'SAPPROVAL PRIOR TO ORDERING. INSTALL PER MANUFACTURERSPECIFICATIONS.13 G.C. TO PROVIDE AND INSTALL NEW PAINTED STEEL LINTEL. LINTEL TOMATCH EXISTING SIZE. MIN. 4" BEARING EA. END.14 G.C. TO INSTALL NEW WALL SCONCE UNDER NEW CANOPY. G.C. TO ROUTECONDUIT AT INTERIOR AND CAULK BOTH SIDES OF NEW WALL PENETRATIONSFOR A WEATHERTIGHT SEAL.15 G.C. TO PROVIDE ALTERNATE PRICING TO PROVIDE AND INSTALL NEW WALLSCONCE OVER NEW AWNINGS. G.C. TO RUN CONDUITS BELOW AWNINGWHERE POSSIBLE AND CAULK NEW WALL PENETRATION BOTH SIDES.GENERAL DEMOLITION NOTES• G.C. TO PROPERLY DISPOSE OF ALL MATERIALS AND EQUIPMENT DEMOLISHEDFROM THE JOBSITE.• G.C. SHALL COORDINATE GENERAL DEMOLITION WORK WITH THAT OF THEMECHANICAL, PLUMBING ELECTRICAL AND SECURITY CONTRACTORS.• REMOVE ELECTRICAL CONDUIT AND BOXES, SCHEDULED TO BE DEMOLISHEDAND/OR NECESSARY TO INSTALL NEW WORK. REMOVE BACK TO SOURCE ORBELOW SLAB AND CAP. PATCH/REPAIR AFFECTED WALLS, FLOORS AND CEILING ASREQUIRED FOR PROPER REMOVAL AND REFINISH.• ALL ABANDONED EQUIPMENT AND MISCELLANEOUS HANGERS, ETC. FOUND ABOVECEILINGS SHALL BE REMOVED.• MAINTAIN AND PROTECT ALL FIRE ALARM SYSTEMS AND OTHER EMERGENCYSYSTEMS DURING DEMOLITION.• PATCH AND REPAIR EXISTING CONSTRUCTION ADJACENT TO SCHEDULED ANDUNSCHEDULED DEMOLITION WORK. RESTORE TO MATCH EXISTING MATERIALSAND FINISH.• WHEN UNANTICIPATED MECHANICAL, ELECTRICAL OR STRUCTURAL ELEMENTS AREENCOUNTERED, NOTIFY THE ARCHITECT IMMEDIATETLY• DO NOT BEGIN DEMOLITION WORK UNTIL NECESSARY UTILITY DISCONNECT ANDCAPPING HAVE BEEN VERIFIED. G.C. TO PROVIDE AND INSTALL TEMPORARYELECTRICAL POWER AS REQUIRED.• G.C. TO PROVIDE TEMPORARY TOILET, DUMPSTERS AND SIDEWALK PROTECTIONAS REQUIRED BY THE CITY AND PULL NECESSARY PERMITS. COORDINATELOCATION ON SITE W/ OWNER.• G.C. TO PROVIDE AND INSTALL BARRIERS AND PROTECTION AS REQUIRED TOPROTECT TENANT SPACES FROM DUST, DEBRIS AND WEATHER DURING DEMO ANDCONSTRUTION.1/4" = 1'-0"1PARTIAL FLOOR PLAN - DEMONo.DescriptionDate1 ISSUED FOR BID & PERMIT 06/29/18NOTE: G.C. TO INSTALL DUSK TO DAWN PHOTOCELL SENSOR FOR ALL EXTERIOR LIGHTING UNLESS OTHERWISE NOTED.107 of 208
2002012021B/ AWNING7' - 8"223333444551666698774101111V.I.F.4' - 0 3/4"V.I.F.3' - 5"STEP UP6" EX.1213TTTTYPE 1KAWNEER 350 MEDIUM STYLE DARK BRONZE ANODIZED ALUMINUM ENTRY DOOR (OR APPROVED EQUAL) WITH TEMPERED GLASSMIN. .77 U FACTORHARDWARE TYPE 1 (ENTRANCE DOOR W/ DEADLOCK)(1) CLOSER; ALUMINUM S. PARKER MODEL 441BC (NO HOLD OPEN)(1) KAWNEER STANDARD "ARCHITECTS CLASSIC" PUSH BAR SET W/ #40 DARK BRONZE ANODIZED FINISH G.C. TO VERIFY DOOR SIZE FOR PUSH BAR (36", 42", 48" , ETC.)(1) ADAMS RITE MS-1850 DEADLOCK W/ (1) KAWNEER KEYED LOCK CYLINDER AND (1) CYLINDER GUARD AT EXTERIOR AND (1) THUMBTURN CYLINDER AT INTEROR(1) KAWNEER CONTINUOUS GEARED HINGE W/ #40 DARK BRONZE ANODIZED FINISH(1) ADA APPROVED ALUM. THRESHOLD, WEATHERSTRIPPING & SWEEP(1) ROCKWOOD 442 HIGH DOME STOP -G.C. TO VERIFY W/ ARCHITECT PRIOR TO ORDERING(2) 4 1/2" ROCKWOOD K1062 HEAVY DUTY METAL KICKPLATE (1) EA. SIDEHARDWARE TYPE 2 (ENTRANCE DOOR W/ DEAD LATCH)(1) CLOSER; ALUMINUM S. PARKER MODEL 441BC (NO HOLD OPEN)(1) KAWNEER STANDARD "ARCHITECTS CLASSIC" PUSH BAR SET W/ #40 DARK BRONZE ANODIZED FINISH G.C. TO VERIFY DOOR SIZE FOR PUSH BAR (36", 42", 48" , ETC.)(1) ADAMS RITE 4510 DEAD LATCH W/ (1) KAWNEER KEYED LOCK CYLINDER AND (1) CYLINDER GUARD AT EXTERIOR AND (1) #4550 LATCH PADDLE AT INTEROR(1) ADAMS RITE 7130 ELECTRIC DOOR STRIKE G.C. TO VERIFY COMPATIBILITY W/ EXISTING DOOR SYSTEM PRIOR TO ORDERING.(1) KAWNEER CONTINUOUS GEARED HINGE W/ #40 DARK BRONZE ANODIZED FINISH(1) ADA APPROVED ALUM. THRESHOLD, WEATHERSTRIPPING & SWEEP(1) ROCKWOOD 442 HIGH DOME STOP -G.C. TO VERIFY W/ ARCHITECT PRIOR TO ORDERING(2) 4 1/2" ROCKWOOD K1062 HEAVY DUTY METAL KICKPLATE (1) EA. SIDEProject Numbers t u d i o t a l o a r c h i t e c t u r e i n c1234 sherman ave. ste 202 evanston il 60202 t 847.733.7300 www.studiotalo.comSTUDIO TALO ARCHITECTURE INC. EXPRESSLY RESERVES ITS COMMON LAW COPYRIGHT AND OTHER PROPERTY RIGHTS FOR ANY DRAWINGS PRODUCED FOR THIS PROJECT. NO DRAWINGS ARE TO BE REPRODUCED, ALTERED OR COPIED IN ANY FORM OR MANNER WHATSOEVER, NOR ARE THEY TO BE ASSIGNED TO ANY THIRD PARTY WITHOUT FIRST OBTAINING EXPRESSED WRITTEN PERMISSION AND CONSENT OF STUDIO TALO ARCHITECTURE INC. ANY PUBLISHED PHOTOGRAPHS OF THIS PROJECT SHOULD CREDIT STUDIO TALO ARCHITECTURE INC. AS ITS SOLE DESIGNER.NOTE: THESE DRAWINGS MAY HAVE BEEN REPRODUCED AT A SIZE DIFFERENT FROM THE ONE ORIGINALLY NOTED. OWNER AND ARCHITECT ASSUME NO RESPONSIBILITY FOR USE OF INCORRECT SCALED INFORMATION. CONTRACTOR SHALL VERIFY ALL EXISTING CONDITIONS PRIOR TO PROCEEDING WITH CONSTRUCTION AND IMMEDIATELY NOTIFY ARCHITECT OF ANY DISCREPANCIES OR CONFLICTS.THESE DRAWINGS WERE PREPARED UNDER THE SUPERVISION OF A REGISTERED ARCHITECT AND TO THE BEST OF MY KNOWLEDGE CONFORM TO THE CODES AND ORDINANCES OF THE NOT FOR CONSTRUCTIONstudio talo architecture © 2018REGISTERED ILLINOIS ARCHITECT NO. 001-018253A2.0EXTERIORELEVATION,SCHEDULES ANDDETAILS.SIMPSONFACADERENOVATION18141623 SIMPSONSTREETEVANSTON, IL 60201CITY OF EVANSTON1/4" = 1'-0"1SOUTH ELEVATION0'2'4'16'8'1/4" = 1'-0"ELEVATION KEY NOTES1 NEW 44" TALL BY 36" DEEP DARK COLORED ACRYLIC FABRICAWNING W/ ALUMINUM FRAME AND PRINTED GRAPHICS UNDERSEPARATE PERMIT. AWNING TO EXTEND PAST STOREFRONTGLAZING AND DOORS 1'-0" EA. END. G.C. TO INCLUDE PRICING FORAWNING, SIGNAGE AND PERMIT. G.C. TO PROVIDE AWNINGMATERIAL SAMPLES AND SHOP DRAWINGS FOR ARCHITECT'SAPPROVAL PRIOR TO ORDERING.2 NEW 1.75" X 4.5" DARK BRONZE ANODIZED ALUMINUM STOREFRONTFRAME. SEE DOOR SCHEDULE FOR DOOR DETAILS. MIN. .77 UFACTOR G.C. TO VERIFY ROUGH OPENING PRIOR TO ORDERING.INSTALL FOAM BACKER ROD AND SEALANT AT PERIMETER OFSTOREFRONT FRAME. INSTALL STOREFRONT PER MANUFACTURERINSTRUCTIONS.\3 NEW 1.75" X 4.5" DARK BRONZE ANODIZED ALUMINUM STOREFRONTFRAME W/ CENTERED INSULATED GLAZING. MIN. .38 U FACTOR.G.C. TO PROVIDE STOREFRONT GLAZING AND FRAME SAMPLES ANDSHOP DRAWINGS FOR APPROVAL BY ARCHITECT PRIOR TOORDERING. G.C. TO VERIFY ROUGH OPENINGS PRIOR TOORDERING. INSTALL FOAM BACKER ROD AND SEALANT ATPERIMETER OF STOREFRONT FRAME. INSTALL STOREFRONT PERMANUFACTURER INSTRUCTIONS.4 G.C. TO PROVIDE AND INSTALL NEW WALL SCONCE. G.C. TO ROUTECONDUIT ON INTERIOR AND CAULK NEW WALL PENETRATIONS ATBOTH SIDES FOR WEATHERTIGHT SEAL.5 G.C. TO PROVIDE AND INSTALL NEW WALL SCONCE. G.C. TO ROUTECONDUIT BELOW AWNING WHERE POSSIBLE AND CAULK ANY NEWWALL PENETRATIONS AT BOTH SIDES FOR WEATHERTIGHT SEAL.6 G.C. TO REMOVE EXISTING LIMESTONE WINDOW SURROUND ANDBRICK AS REQUIRED TO REPLACE EXISTING LINTEL. G.C. TOSALVAGE LIMESTONE FOR RE-USE. G.C. TO PROVIDE TEMPORARYSUPPORT AS REQUIRED DURING DEMO AND NEW WORK.7 G.C. TO REMOVE EXISTING BRICK AS REQUIRED TO REPLACEEXISTING LINTEL OVER DOOR. SALVAGE BRICK FOR RE-USE.8 G.C. TO SCRAPE AND PAINT EXISTING LINTEL OVER OPENINGABOVE.9 G.C. TO INSTALL NEW TILE AT VERTICAL EDGE OF SLAB TO REPLACEEXISTING.10 G.C. TO PATCH AND REPAIR EXISTING CONCRETE AT DOOROPENING PRIOR TO INSTALLING NEW STOREFRONT AND NEWTHRESHOLD.11 G.C. TO CLEAN EXISTING LIMESTONE BAND.12 EXISTING ACCESSIBLE DOORBELL TO REMAIN. G.C. TO PROTECTDURING DEMO AND NEW WORK.13 EXISTING MAILBOX TO REMAIN. G.C. TO PROTECT DURING DEMOAND NEW WORK.DOOR SCHEDULEDOORNO.MANUFACTURERMODELPANELMATERIALHARDWARETYPESIZESIZETHICKNESSDOORTYPECOMMENTSWIDTHHGHT.200 KAWNEER OR APPROVED EQUAL 350 SWING 1" INSULATEDGLAZING#40 DARK BRONZE ANODIZEDALUMINUM1 3' - 0 3/4" 6' - 10 1/4" 0' - 1 3/4" 1 PROVIDED AND INSTALLED BY G.C. VERIFY EXISTINGOPENING IN FIELD PRIOR TO ORDERING.201 KAWNEER OR APPROVED EQUAL 350 SWING 1" INSULATEDGLAZING#40 DARK BRONZE ANODIZEDALUMINUM1 3' - 0 1/2" 6' - 10" 0' - 1 3/4" 1 PROVIDED AND INSTALLED BY G.C. VERIFY EXISTINGOPENING IN FIELD PRIOR TO ORDERING.202 KAWNEER OR APPROVED EQUAL 350 SWING 1" INSULATEDGLAZING#40 DARK BRONZE ANODIZEDALUMINUM2 3' - 0 9/16" 6' - 10" 0' - 1 3/4" 1 PROVIDED AND INSTALLED BY G.C. VERIFY EXISTINGOPENING IN FIELD PRIOR TO ORDERING.1 EXIT DOORS MUST OPEN WITHOUT THE USE OF A KEY OR SPECIAL KNOWLEDGE2 HINGES TO MATCH LEVER/KNOB FINISH3 FIELD VERIFY ROUGH OPENINGS PRIOR TO ORDERING.DOOR TYPESG.C. TO KEY ALL DOORS AS FOLLOWS:-KEY ALL EXTERIOR DOORS SEPARATELY-PROVIDE 2 SETS OF KEYS FOR EACH ENTRY DOORDOOR HARDWARE TYPEST= TEMPERED GLAZINGPROVIDE TEMPERED GLAZING IN ALL HAZARDOUS LOCATIONS. HAZARDOUS LOCATIONS INCLUDE BUT NOT LIMITED TO:-ANY GLAZED PANEL MORE THAN 18" IN WIDTH IMMEDIATELY ADJACENT TO ANY DOOR WITH A SILL LESS THAN 60" A.F.F.-ANY GLAZING GREATER THAN 9 SF WITH SILL LESS THAN 18" AND HEAD GREATER THAN 36" A.F.F. WITH AN ADJACENT WALKING SURFACE WITHIN 3' HORIZONTALLY FROM THE PLANE OF GLASS.-ALL SKYLIGHTS-ANY GLAZING IN BATHTUB OR SHOWER ENCLOSURES INCLUDING ANY SHOWER DOORSNo.DescriptionDate1 ISSUED FOR BID & PERMIT 06/29/18108 of 208
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| studio talo architecture | 1234 sherman ave | evanston | il | 60202 | t 847.733.7300 | f 847.733.7303 | www.studiotalo.com |
Paulina Martinez
Acting Assistant to the City Manager / Economic Development Specialist
Community Development
Morton Civic Center
City of Evanston
2010 Central St.
Evanston, IL 60201
March 28, 2018
Dear Ms. Martinez,
It was nice meeting with you and talking about the city’s plans for improving the storefronts
on Simpson and Church Streets. It is particularly gratifying for us to have the opportunity to help
the city improve buildings that are neighbors to the building we designed for Y.O.U. This proposal
for architectural services is based on the scope of work you outlined in our meeting and which are
defined in the request for proposal from you dated March 19, 2018. The work includes awning
and signage work, masonry maintenance, door and storefront replacement. To help the city
accomplish its goals we propose the following work broken down by phase. It is understood that
we will be entering in to an agreement with the City of Evanston and not the owner of the subject
buildings or that owner’s tenant. Consequently, all project correspondence will be with you as the
city’s project representative. We will move forward with feedback approvals directly from you.
1. Pre-Design In this phase we will measure and draw the existing conditions; this will
require access to the interior of impacted spaces. As-built drawings will include exterior elevations
and only as much information in plan view as required to locate door and storefront installation
information. One site visit for both buildings is included in this proposal. We will perform a code
analysis to determine the final scope of work. We will have one meeting with the city and owner
together to verify the requirements for the project.
2. Design In this phase we will produce design drawings consisting of demolition plans,
proposed plans, proposed elevations in order to obtain City approval. One meeting for this purpose
is included in this proposal.
3. Design and Project Review We will present the proposed work to the Design and
Project Review Committee to obtain their feedback. We will incorporate that feedback into the
design drawings and submit them to City for approval.
4. Construction Documents and Permitting In this phase we produce the detailed
technical drawings, diagrams and specifications necessary for issuance of the building permit,
accurate bidding and for construction. We take pride in crafting thorough construction documents
which reflect your design intent and which become the basis of your contract for construction. We
will issue the required drawings to the building department for their review. We will address any
comments or clarifications they require and submit amended drawings. The price of the building
permit is determined by the city and is not included in this proposal.
5. Bidding In this phase we issue the construction documents to up to four general
contractors for bidding. We will walk contractors through and review the construction documents
with them to help ensure they understand the project before they begin bidding. We will qualify
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| studio talo architecture | 1234 sherman ave | evanston | il | 60202 | t 847.733.7300 | f 847.733.7303 | www.studiotalo.com |
the candidates’ bids, trade by trade, to help guard against poor assumptions, errors or
misunderstandings that could create change orders and schedule issues during construction. We
take these bids, and proposed construction periods, and produce a spreadsheet, broken down by
trade, to help us compare and negotiate with contractors to get you the best value. The City will
be responsible for vetting and selecting the general contractors who will participate in bidding and
will ultimately be responsible for selecting the general contractor.
As an alternate to this traditional Design-Bid-Build model, we can also work in an
expedited Construction Manager or Design-Build model in which you negotiate with a general
contractor and hire them as part of our time. This general contractor would have all of the same
duties and responsibilities as a typical general contractor. However, they would also be obligated
to obtain, qualify and share multiple bids for each subcontract and present them in an open-book
bidding process. This allows the city to maintain the advantage of competitive bidding while getting
valuable pricing and scheduling information early from the general contractor who would be part
of the team from the beginning. Getting preliminary cost information would allow us to modify the
scope early, if necessary, to make sure the project budget is strictly adhered to. I have attached
a Certificate of Insurance and general contractor’s license for Parallel Design Build, a small local
general contracting company who we believe would be an excellent fit for this project and a great
resource to help the city accomplish its goals on budget and on schedule. The owner, Scott
Prestangen, looks forward to the opportunity to speak with you.
We are happy to work with the City in whichever project delivery model it chooses.
6. Construction Administration Your schedule includes nine weeks for construction.
We have included nine site visits in this proposal. Time for additional meetings required by the
City or because of the general contractor’s pace of work will be billed hourly. We will submit
meeting minutes to the contractor and the city after each meeting. We will review prepare RFI
responses and construction clarifications. We will review and advise the City regarding Contractor
proposals and change orders. We will review and propose amendments to the punch list, the
preparation of which will be the responsibility of the general contractor.
Fee Summary Based on the scope of work described above, our fee for architectural
services is $9,000. We bill monthly for work performed to date. Below is a breakdown of the fee
by phase:
Phase Amount
Pre-Design $ 1,500
Design $ 2,000
DAPR review and revision $ 500
Construction Documents $ 2,000
Permitting $ 500
Bidding $ 500
Parallel Design-Build Option: General Contractor Fee 12% of labor & materials
Construction Administration $ 2,000
Fee $ 9,000
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| studio talo architecture | 1234 sherman ave | evanston | il | 60202 | t 847.733.7300 | f 847.733.7303 | www.studiotalo.com |
Invoices are due 15 days from the date of the invoice. Work will not proceed while there
is an invoice outstanding past 30 days. All outstanding invoices, regardless of date, must be paid
prior to the building permit being issued by the city.
This agreement may be terminated by either party upon notification to the other party via
time/date stamped certified mail or e-mail. The Owner agrees to pay the Architect for all services
performed and reimbursable expenses incurred to the date of notification of termination.
Reimbursable Expenses In addition to the fee indicated above, expenses such as
drawing delivery, plotting and reproductions for review and approvals will be billed at a rate of cost
times 1.1. The services of a consulting professional engineer are not anticipated to be necessary.
Should that change based on investigations of existing conditions, their fees will be passed along
as a reimbursable expense.
Additional and Excluded Services Time for correspondence, consultations, meetings and
drawings for changes made to the design after the meetings included above will be billed at the
rate of $125/hour for principal and $100/hour for project manager. No time is included for
correspondence or meetings with owners or tenants; coordination with those parties will be the
responsibility of the City. Time spent coordinating with or presenting to the building owner and/or
tenants will be billed at the rates above. If the project scope changes, we reserve the right to
renegotiate this agreement. Detection and abatement of hazardous materials such as radon,
mold, lead and asbestos are excluded from this agreement. Studio Talo Architecture’s liability will
be limited to the value of this contract.
Thank you for considering Studio Talo for the services described above! If these terms
are acceptable I will provide an American Institute of Architects contract incorporating them. We
will be prepared to begin work upon receipt of a signed copy of our agreement and a retainer of
$1,000 to be applied to the final invoice. We look forward to helping you improve Evanston and
especially the Fifth Ward!
Sincerely,
Thomas Ahleman AIA, LEED AP
President
Studio Talo Architecture Inc.
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Parallel Architecture 1234 Sherman Ave. Suite 202 Evanston IL 60202 Tel 847.801.9260
Paulina Martinez
Economic Development Specialist
Community Development
2100 Ridge Avenue
Evanston, IL 60201
Re: Proposal for Architectural Services
Church, Dodge, and Simpson Storefront Improvements
PROJECT SUMMARY
The project scope of work is defined in the Request for Proposals, dated March 19, 2018.
BASIC SERVICES
Parallel Architecture will provide the normal architectural services required for a project of this type. These
services include (1) a zoning and code study, (2) preparation of design and construction documents, (3)
documentation of necessary product and material specifications, and (4) assistance in preparing and submitting
the permit application.
These architectural services will be implemented in the following phases and include the noted meetings.
A. Design Services
1. Pre‐Design Phase
a. Site survey to prepare the necessary existing base drawings in plan and elevation.
b. One meeting with the City and Owner(s) to review scope of work and project requirements.
2. Design Phase
a. Develop creative schematic design solution(s) represented via drawings and notation that define
the spatial relationships, scale and form of the project components based on the scope of work and
project requirements.
b. One meeting with the DAPR is included in this phase.
3. Construction Document Phase and Permitting
a. Preparation of detailed drawings suitable for bidding, permit applications and construction
purposes.
b. Preparation and submission of the permit application and drawing corrections/revisions required
during the permit review process.
4. Construction Administration
a. Eight site visits during construction. Additional meetings would be billed hourly.
B. Compensation
Fee for architectural services is $12,000.
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Parallel Architecture 1234 Sherman Ave. Suite 202 Evanston IL 60202 Tel 847.801.9260
PAYMENTS AND EXPENSES
A. Invoices will be issued monthly for services provided. Payments are due and payable upon receipt of the
Architect’s invoice. An amount unpaid 30 days after invoice date may be subject to a monthly service
charge of 12% per annum.
B. The following schedule of corporate rates may be utilized for optional and additional services:
1. Principal/Project Manager $125.00
2. Project Architect $ 90.00
3. Intern Architect $ 70.00
4. Clerical $ 50.00
C. Reimbursable expenses are not included in the fees or rates noted above. Reimbursable expenses include
actual expenditures for materials or services made by the Architect in the interest of the project, times a
multiplier of 1.15 for the following: plotting, printing, reproductions, photography, postage, courier
services, travel, fax transmissions, and long distance communications.
If the basis of this letter is acceptable, I will prepare an AIA agreement for review.
Scott Prestangen, AIA
Parallel Architecture
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828 Davis – Suite 300
Evanston, IL 60201
847.492.1992
www.Kolbrook.com
March 28, 2018
Paulina Martinez
2100 Ridge Ave
Evanston, IL 60201
Re: Design Services Agreement
RFP - Church, Dodge, & Simpson Storefront Improvements
1901 - 1903 Church Street
1700 - 1708 Dodge Avenue
1623 Simpson Street
Evanston, IL 60201
Dear Paulina:
Thank you for this opportunity to participate on the above referenced project. This Letter and attached Standard Terms and
Conditions will act as an Agreement for Design Services between Kolbrook Design, Inc. (KDI) and City of Evanston Community
Development (CoECD).
PROJECT DESCRIPTION
KDI will provide preliminary design and design development work to create Construction Documents and associated
Specifications for the facilities referenced above. KDI will coordinate with CoECD to develop all drawings necessary for
permits and construction.
SCOPE OF DESIGN SERVICES
KDI will provide Design Services, which includes Architectural Design and MEP Design for the multi-tenant buildings
referenced above. It is understood that the 03/19/18 Request for Proposal (RFP) will be the guideline for Design Services. KDI
will provide final drawings as required for permitting, construction, and municipal approvals per the RFP. KDI will work
closely with CoECD throughout the process to ensure these parameters are met. It is further understood that attendence at
scheduled meetings listed within the 03/19/18 RFP will be included.
The approach to the Design Services consists of four (4) phases: Schematic Design, Design Development, Construction
Documents and Construction Administration.
Schematic Design Phase: KDI will coordinate with CoECD to define initial scope and conceptual design for the Project.
Design Development Phase: Based upon the Owner approved Schematic Design documents, KDI will develop the Design
Development documents for the CoECD project referenced above for the purpose of design refinement of building systems,
specific details and outline specifications.
Construction Document Phase: Based upon the Owner approved Design Development documents for the CoECD project; KDI
will prepare Construction Documents consisting of technical Drawings and Specifications.
Construction Administration Phase: Based upon the Owner approved Construction Documents for the CoECD; KDI will provide
normal Construction Administration Services during the construction period of the Project.
COMPENSATION, EXPENSES, & PAYMENT
Compensation
The total fee for services described above is a Lump Sum amount of Seven Thousand, Two Hundred Twenty Dollars
($7,220.00) for Architecture. This fee includes a site visit to field verify existing conditions.
Any fee for required Fire Protection services is not included in the above compensation. It is our assumption that
Fire Protection services will be provided as Design Build through the selected General Contractor. Geotechnical
Reports, Environmental Reports, and Civil Engineering are also not included with this proposal.
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828 Davis – Suite 300
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847.492.1992
www.Kolbrook.com
Reimbursable Expenses
Reimbursable Expenses are in addition to compensation for Basic Services and include expenses incurred by the
Architect and Architect’s employees and consultants in the interest of the Project. Reimbursable expenses
include, but are not limited to; expenses in connection with authorized additional out-of-town travel; longdistance
communications; facsimile communications; courier services; express mail, reproduction, postage and
handling of Drawings, Specifications and other documents, photography, renderings, mileage and models.
Payment
Invoices will be submitted monthly and payment shall be due 30 days upon invoice date. Project-related expenses
shall be reimbursed at 1.0 times the actual amount. The compensation and reimbursable expenses are net of all
taxes.
OTHER
If the Basic Design Services covered by this Agreement have not been completed within 12 months, through no
fault of the Architect, the amounts of compensation, rates and multiples set forth herein shall be equitably
adjusted.
To indicate your agreement, please return one signed copy.
Agreed,
Kolbrook Design, Inc.
_____________________________________________
Name: Steven Kolber
Title: Co-President
Date: March 28, 2018
City of Evanston Community Development
_____________________________________________
Name: : Paulina Martinez
Title:
Date:
Cc: Steven Brooks, Co-President, Kolbrook Design, Inc.
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EXHIBIT A
HOURLY RATE SCHEDULE
The Hourly Rate Schedule will be revised annually.
(valid through 12/31/18)
Principal
$155
Associate Principal
$130
Project Manager
$110
Architectural / Interior Technician
$95
Intern Architect / Interior
$65
Administrative
$65
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STANDARD TERMS AND CONDITIONS
1. PAYMENTS are due and owing to Kolbrook Design as stated in the Letter Agreement.
2. LEGAL COSTS. The Client shall reimburse Kolbrook Design for all costs incurred in collection of unpaid
accounts, including, without limitation, all reasonable attorney and legal expenses.
3. DIRECT PERSONNEL EXPENSE is defined as the direct salary of all Kolbrook Design’s personnel engaged on the
Project and the portion of the cost of their mandatory and customary contributions and benefits related
thereto, such as employment taxes and other statutory employee benefits, insurance, sick leave, holidays,
vacations, pensions and similar contributions and benefits.
4. CONSULTANTS or Subcontractors are those who provide services to Kolbrook Design in support of the Client’s
project. If it is requested that Kolbrook Design retain any additional Consultants or Subcontractors on the
Client's behalf, their charges will be in addition to the stated lump sum fee. Invoicing and payment shall be
the same as in Item 1 above.
5. SEPARATE CONSULTANTS. If a firm or firms are separately engaged by the Client to work under the general
direction of Kolbrook Design, Kolbrook Design shall have no responsibility or liability for the performance or
technical sufficiency of the services of such separately engaged firms.
6. DISPUTE RESOLUTION/ARBITRATION. Any controversy, claim or dispute arising out of or relating to the
interpretation, construction, or performance of this Agreement, or breach thereof, shall be referred to
voluntary, non-binding mediation to be conducted by a mutually acceptable mediator prior to resorting to
litigation or arbitration.
All claims, disputes and other matters in question between the parties to this Agreement, arising out of or
relating to this Agreement or the breach thereof, which are not resolved as the result of the non-binding
mediation process, shall be decided by arbitration in accordance with the Construction Industry Arbitration
Rules unless the parties mutually agree otherwise.
Demand for arbitration shall be filed in writing with the other party to this Agreement and with the American
Arbitration Association. The demand shall be made within a reasonable time after the claim, dispute or other
matter in question has arisen. In no event shall the demand for arbitration be made after the date when
institution of legal or equitable proceedings based on such claim, dispute or other matter in question would be
barred by the applicable statute of limitations.
No arbitration, arising out of or relating to this Agreement shall include, by consolidation, joinder or in any
other manner, any additional person not a party to this Agreement except by written consent containing a
specific reference to this Agreement and signed by Kolbrook Design and any other person sought to be joined.
Any consent to arbitration involving an additional person or persons shall not constitute consent to arbitration
of any disputes not described therein. This agreement to arbitrate and any agreement to arbitrate with an
additional person or persons duly consented to by the parties to this Agreement shall be specifically
enforceable under the prevailing arbitration law.
The award rendered by the arbitrators shall be final, and judgment may be entered upon it in accordance
within applicable law in any court having jurisdiction.
7. CLIENT’S RESPONSIBILITIES. The Owner shall provide Kolbrook Design with all existing information relating to
the Project, which Kolbrook Design may request. If the Client becomes aware of any fault or defect in the
Project or Kolbrook Design’s services, he shall promptly notify Kolbrook Design. The Client shall furnish
required information or services as expeditiously as necessary for the orderly performance of the work. The
Client shall make available appropriate personnel during the engagement to participate in meetings,
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interviews and work sessions as may be required. The Client shall provide appropriate meeting space for all
meetings, interviews and work sessions to be held at the Client’s location.
The Client shall furnish evidence that financial arrangements have been made to fulfill the Client’s obligations
for this project.
8. ADDITIONAL SERVICES. For services and deliverables requested by the Client, which are beyond the scope of
the Project Understanding, work plan and/or the schedule, Kolbrook Design will develop an additional fee for
review and approval by the Client. We will proceed with these services upon approval of the Client and will
bill these in addition to the lump sum fee.
9. MISCELLANEOUS. Neither party may assign its interest in this Agreement to any other person without the
express written consent of the other party. This Agreement constitutes the complete and entire agreement
between the parties with respect to the Project, and may be amended only by a written document signed by
both parties, and shall be governed by the laws of the United States.
10. TERMINATION. This agreement may be terminated by the Architect upon seven (7) days written notice should
the Owner fail substantially to perform in accordance with its terms through no fault of the Architect. The
Owner upon seven (7) days written notice to Architect may terminate this agreement. In the event of
termination, the Architect shall be compensated for all services performed through termination date,
together with Reimbursable Expenses.
11. SUSPENSION. If the Project is suspended, the Owner shall compensate the Architect for all fees and expenses
incurred to the date of suspension.
12. COPYRIGHT AND USE OF DOCUMENTS. The drawings and other documents prepared by Kolbrook Design for
this Project are instruments of service for use solely with respect to the Project. Kolbrook Design as the
author of these documents shall retain all common law, statutory and other reserved rights, including
copyright. Owner shall be permitted to retain copies, including reproducible copies of the drawings and other
documents for information and reference and shall have an irrevocable license to use for this Project.
Kolbrook design’s drawings and other documents shall not be used by Owner or others on other projects, for
additions to the Project or for completion of the Project by others unless, after good faith negotiations Owner
and Kolbrook Design are unable to reach agreement as to the terms and conditions under which Kolbrook
Design is to continue in its role as project designer. In which event Owner may use said documents without
Kolbrook Design involvement, after the Owner reasonably compensates Kolbrook Design. Owner hereby agrees
to indemnify, defend and hold harmless Kolbrook Design from any and all claims, causes of actions, damages,
losses, liability and expenses, including but not limited to attorney’s fees arising out of any use in which
Kolbrook Design is not actively involved.
13. LIMITATION OF LIABILITY: The Owner agrees, to the fullest extent permitted by law, to limit the liability of
the Architect to the Owner for any and all claims, losses, costs, expenses, or damages of any nature
whatsoever, including attorney’s and expert-witness fees and costs, from any cause or causes, so that the
total aggregate liability of the Architect to the Owner shall not exceed the Architect’s total fee received for
services rendered on this project. It is intended that this limitation apply to any and all liability or causes of
action however alleged or arising, unless otherwise specifically prohibited by law. The parties agree to be
subject to the jurisdiction of the County and State in which the Project is located. All mediation and litigation
shall be filed and take place in said jurisdiction.
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March 29, 2018
Ms. Paula Martinez
Economic Development Specialist
City of Evanston
Community Development Department
2100 Ridge Avenue
Evanston, Illinois 60201
Re: Request for Proposals
Church, Dodge, and Simpson Storefront Improvements
Architectural Design Services
Dear Ms. Martinez:
This letter outlines the scope of professional services that we propose to provide to the City of Evanston
with regard to the proposed storefront façade improvements to the building located at the northwest
corner of Church Street and Dodge Avenue (1901-1903 Church Street and 1700-1708 Dodge Avenue)
and the building located on the north side of Simpson Street (1623 Simpson Street) facing the
Fleetwood-Jourdain Community Center playfields.
As was been outlined in your Request for Proposal dated March 19, 2018 the storefront improvements
are a part of the City of Evanston Storefront Modernization Program that covers some or all of the costs
associated with the improvement of the storefront facades including awning and signage installation,
masonry repairs, storefront door and glazing systems, and exterior lighting, as well as architectural
consulting services.
As we have also discussed, City staff has been working with the owners of the two buildings identified
above and with the six business owners presently located at these two sites:
Church Street and Dodge Avenue
Gyro’s Planet, C&W Market and Ice Cream Parlor, Ebony Barbershop, Tom’s
Beauty Supply, and Cutting Edge Hair Gallery
Simpson Street
Jennifer’s Edibles and adjoining vacant store
These discussions have yielded a number of requests associated with the specific needs or site and
individual business characteristics and conditions. While these may be altered or modified as result of
the development of the modernization design and budget, they presently include:
Awning installation (Church-Dodge and Simpson)
Blade sign location and placement (Church-Dodge and Simpson
Brickwork repair (Church-Dodge)
Door replacement (Church-Dodge and Simpson)
Storefront glass replacement (Church-Dodge
Exterior lighting installation (Simpson)
As noted in the RFP, the analysis of existing conditions and subsequent reviews and approvals by the
owners-tenants, as well as City staff and the Design and Project Review Committee (DAPR), may result
in adjustments and refinements to the construction documents and construction contract. As a result, it
may be that the final scope of the work may not include all of the requested elements or may even
exclude portions of the entire proposed project depending upon available budget or other
considerations.
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Ms. Paulina Martinez re: Architectural Services for Church, Dodge and Simpson Storefront Improvements
March 29, 2018 page 2
Given this scope of work as it has been described and discussed, our Basic Architectural Services would
consist of the following phases, as they relate to the project scope described above:
1) Investigation, Analysis, and Design Development Phase
We will analyze and document any existing conditions, including measuring the relevant portions
of all the storefront buildings including, as needed, the existing façade elements up to the underside
of any 2nd floor or the top of the identified storefront elements, to identify and locate all structural
and non-structural elements, electrical lighting or other services, and then produce drawings illus-
trating these existing conditions.
Secondly, we will review the specific requests of the building and store owners and any additional
City requirements and then analyze and re-evaluate these programmatic requirements, site
conditions, legal or code constraints, the construction schedule and budget, each in terms of the
other, and prepare a series of conceptual design studies (drawings and sketches) illustrating the
scale and relationship of the various project elements in line with all of these requirements. These
design studies will illustrate approaches to the design and construction of the project.
We will then present these design studies to City staff will revise them in response to any concerns
or other responses, including any constraints arising from preliminary pricing previously obtained
by the City for aspects of the proposed projects, and, through a series of iterations, will seek to
develop an overall design, for each site, that meets all programmatic and budgetary requirements.
We will then present the design to the owners to identify any changes prior to submission to the
Design and Project Review Committee (DAPR) for final approval of the project design.
We will then submit the design for formal review and approval by DAPR and will, if necessary,
make any necessary adjustments. Upon approval by DAPR, we will also present the finalized
designs to the building and storeowners for their final review.
2) Construction Documents Phase
Once approval has been obtained from the owners and DAPR, as well as any other City staff
associated with the project, we will fix and establish of all materials, finishes and the various
architectural, structural, and electrical components and work, and prepare drawings and
specifications setting forth, in detail, the design, type, extent and location of all materials,
components and systems and all other requirements for the construction. These Construction Doc-
uments will include all the necessary information for both the bidding of the work by potential
contractors and the subsequent construction of the project. These documents will also provide
material and information for the required permit review and approval processes, as well as forming
the basis for the construction contract(s) for the work.
Prior to the completion of the Construction Documents (90% completion), we will also submit the
documents to the Evanston Community Development Department for purposes of review of the
drawings for compliance with the approved scope and design and for compliance with building
code provisions. Any required corrections or revisions resulting from such reviews will be
incorporated into the Construction Documents.
3) Bidding and Contract Award Phase
Given that the City has previously obtained preliminary proposals and has identified contractors
for the anticipated scope of work, we do not anticipate that we will be engaged in any formal bid
procedures nor in evaluating bids for the work including any pre-bid meetings nor issuing any
clarifications of and addenda to these Documents. Unless requested, we shall also not be assisting
in examining and verifying the accuracy of any bids and of contractor qualifications.
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Ms. Paulina Martinez re: Architectural Services for Church, Dodge and Simpson Storefront Improvements
March 29, 2018 page 3
4) Construction and Contract Administration Phase
Upon the award of the Construction Contract and continuing until the issuance of the final certificate
of payment or two months after the date of substantial completion of the work, our services will
include the following:
a) Provide any sealed and stamped drawings to the Contractor(s) that may be necessary for the
building permit(s).
b) Coordinate any pre-construction activities including submission by the Contractor(s) of
applications for building permit and for convening any pre-construction or coordination
meetings with the contractor and/or major suppliers.
c) Advise and consult with the City as to the progress and conditions of the work and act as your
representative, when necessary, with the Contractor, Subcontractors, and Suppliers.
d) Review shop drawings, material and finish samples, and product data, as needed, for
compliance with project design concepts or other information given in the Contract Documents.
e) Interpret and decide matters concerning performance under terms of the Construction Contract
and issue any necessary written interpretations and decisions and any drawings or documents
relating to such matters in response to any Requests for Information.
f) Visit the site at intervals appropriate to the stage of the construction to determine the progress
and quality of the work completed and to verify, in general, if the work as being performed,
when completed, will be in accordance with the Contract Documents. While not exhaustive or
continuous, these observations will be primarily for the purpose of keeping you informed as to
the quality and quantity of the work and to endeavor to guard against defects and deficiencies
in the work. While inspecting the quality and the progress of the work, we shall not, however,
have control over or charge of nor be responsible for the construction schedules or the
construction methods, means, procedures or safety precautions taken in connection with the
work, nor for any acts or omissions by any contractor or sub-contractor employed for this, or
for failure of any of these parties to carry out this work in accordance with the Contract
Documents.
g) Review the Contractor's applications for payment and certify amounts due to the Contractor
based upon these site observations and evaluations of the work and the Contractor's per-
formance.
h) Prepare project punch lists, upon notification by the Contractor of completion, conduct
inspection of the work to determine substantial and final completion of the work, review of all
warranties and related documents, issue final certificates for payment, and provide all other
project closeout activities.
Based upon the scope and nature of the project and the work at both of these sites, we agree to perform
all of the architectural services and tasks, as they have been described above, for a fee broken down by
each of these three phases, as follows:
Phase #1 (Investigation, Analysis and Design Development Phase) for the sum of $3,000
Phase #2 (Construction Documents Phase) for the sum of $2,800
Phase #3 (Bidding and Contract Award Phase) not included in scope of fee
Phase #4 (Construction and Contract Administration Phase) for the sum of $2,400
Should the scope of the project be substantially revised from that as has been described and discussed
or should any additional services, e.g., support or assistance with the bidding and award of the contracts
as described in Phase #3, major revisions to the Bid or Construction Documents as result of requested
changes after the final approvals of these documents or as result of bid-negotiations or final terms of
the Construction Contract(s), exclusion of one of the two sites from the Phase #4 Construction, or
similar activities, it is agreed that the fixed sums indicated above will be adjusted accordingly to reflect
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Ms. Paulina Martinez re: Architectural Services for Church, Dodge and Simpson Storefront Improvements
March 29, 2018 page 4
either the increase or decrease in the project scope. Such revision in fees will be at either a newly agreed
upon fixed rate for the affected phases or at hourly rates not to exceed the following:
Principal $160.00/hour
Draftsperson $ 90.00/hour
Any new or revised drawings or details required by Change Orders or other revisions to the work during
the period of construction that the City might request or any added Construction Phase services that
might arise as result such revisions will be billed at these same hourly rates.
We are also including an allowance of $400 for the costs of printing and distribution of drawings or
other documents necessary for review of the design and construction-bid documents by City staff,
owners, or DAPR, for permit reviews and approvals, and for bidding of the work, based upon a potential
distribution of such documents, with billing to be at direct cost plus a 15% handling fee.
Billing for all these services will be made bi-monthly or no later than at the completion of each phase,
with billing for the reproduction and handling of drawings and other related project documents to be
made separately as reimbursable expenses.
We agree to comply with the terms of the City of Evanston Professional Services Agreement including,
but not limited to, payment procedures, ownership of documents, termination, insurance, and other
terms. However, we believe that the Project Schedule provided with the RFP requires adjustment and
revision before incorporation of milestone dates (Commencement and Completion) into this
Agreement based upon the actual and described scope of work required for Phase #1 that cannot be
accomplished within a one week period, as outlined; the need to meet with City staff and owners
regarding proposed designs and obtain approval; the potential for revisions to the design based upon
such meetings and DAPR review; the absence of any allowance, at all, for the development and
preparation of the Bid and Construction Documents within the RFP Project Schedule; and the potential
delays on the part of any contractors and suppliers who are not a part of our Agreement nor are they
under our control.
I trust that this proposal describes both the scope of work and our services in a manner that are agreeable
to you. However, should you have any questions regarding any of the terms, language, or other aspects
of this proposal, please feel free to contact me.
Finally, I greatly enjoyed both speaking and meeting with you and hope that we have the opportunity
to work together with you and the owners of the associated properties toward the successful completion
of this project. Let me also thank you, once more, for considering us for this project.
Sincerely,
Elliott E. Dudnik, PhD, FAIA, CSI, ICC, ASTM, LEED AP
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D E S I G N
CADD CONSULTING
3D ■ MODELING
3309 SIMPSON STREET
EVANSTON, IL 60201
TEL ■ 847 ■ 212 ■ 8722
mail@ studiovim. com
www.studiovim. com
studiovim
March 26, 2018
To Whom It May Concern
Dear Sir/Madam:
In response to your RFP, dated March 19th, 2018 for project “Church, Dodge and Simpson Storefront Improvements -
Architectural Design Services” we are proposing the following project milestones and deliverables:
1. Commencement Date: 04/01/2018
2. Project Schedule and Completion Date: per Project Schedule from RFP
3. Fees: not to exceed $14 700
Break down:
1901-1903 Church St
Site visit, measurements $ 600
Draft existing facades and produce design $ 800
Meeting with owner $ 300
DARP review, design revisions and meetings $1 400
Permit drawings $2 800
Structural engineer fee $1 400
Construction administration 4 visits $1 200
Total: $8 500
1623 Simpson St
Site visit, measurements $ 400
Draft existing facades and produce design $ 400
Meeting with owner $ 300
DARP review, design revisions and meetings $ 900
Permit drawings $2 000
Structural engineer fee $1 000
Construction administration 4 visits $1 200
Total: $6 200
4. Reimbursable Expenses: per vendor’s invoice + 10%
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D E S I G N
CADD CONSULTING
3D ■ MODELING
3309 SIMPSON STREET
EVANSTON, IL 60201
TEL ■ 847 ■ 212 ■ 8722
mail@ studiovim. com
www.studiovim. com
studiovim
5. Hourly based fees:
- Project Architect - $150
- BIM Architect - $100
- Structural Engineer - $150
Respectfully,
Kiril Mirintchev
Principal
studiovim
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For City Council meeting of July 30, 2018 Item SP4
Police Department Administrative and Community Services Review (RFP)
For Action
To: Honorable Mayor and Members of the City Council
From: Wally Bobkiewicz, City Manager
Richard Eddington, Chief of Police
Shanalee Gallagher, ICMA Fellow
Jillian Ostman, Purchasing Specialist
Subject: Police Department Administrative/Community Services Review (RFP 18-
35)
Date: July 24, 2018
Recommended Action:
Staff recommends City Council authorize the City Manager to execute a contract for the
Police Department Administrative/Community Services Review (RFP 18-35) with Hillard
Heintze (30 S. Wacker Dr., Suite 1400, Chicago, IL 60606) in the amount of $24,997.
Funding Source:
Funding will be provided from Police Administration – Service Agreements and
Contracts Fund (Account 100.22.2205.62509). This account has a budget of $35,000
and a YTD balance of $29,119.47.
Livability Benefit:
Innovation and Process: Support local government best practices and processes.
Background:
The City of Evanston is seeking a review of a variety of administrative and community
service functions within the Evanston Police Department. The City is seeking a firm to
review the current provision of the following services and offer recommendations on
efficiencies in providing these services: Chief Executive Officer/Commander, Office of
Professional Standards, Office of Administration, Manager of Budget and Finance,
Administrative Coordinator, Community Strategies, Crime Analyst and Intelligence
Officer, and North Regional Major Crimes Task Force (NORTAF).
Memorandum
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The firm is expected to review the following tasks:
• Personnel capacity to align technology with policing strategies, implement and
install in full, provide sufficient training, maintenance and support, utilize and
assess the efficiency of administrative and community service functions
• Use of engagement tools to notify targeted neighborhoods of immediate
emergencies and share crime prevention information
• Use of the Computer Aided Dispatch (CAD) system to support data analysis,
identifying crime patterns and trends, information sharing, allocating resources
and developing deployment strategies
• Workload level of administrative and community services functions using raw
data extracted from the CAD system, including considerations of number of
responding units needed by call type, location, frequency, public-demand versus
officer initiated activities, effect of community policing on discretionary patrol time
and the time necessary to conduct proactive police activities, and the actual
amount of time necessary to handle police calls and activities from inception to
completion
• Deployment strategies to areas with high call volume and complaints to alleviate
quality-of-life issues while maintaining public safety
• Administrative and community service functions performed by the EPD that can
be performed by alternative means and / or separate city department
• Coordination between the EPD and other city departments and agencies to
engage with residents, sustains positive relationships, and connect vulnerable
individuals with human and social services
• Procedures to manage, monitor and inspect financial and operational
performance
• Optimal staffing model that accounts for the use of technology and data analysis
to support policing strategies
• Available staffing levels and compare to supervisory workload based on
supervisory duties, administrative duties and call response
The contract term desired is for a period of August 20, 2018 to November 2, 2018.
Analysis:
On June 14, 2018 City of Evanston advertised this RFP in the Pioneer Press and on
Demandstar. On July 10, 2018, proposals were received from the following four
consultants:
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Proposals were reviewed by the following staff:
• Wally Bobkiewicz, City Manager
• Richard Eddington, Police Chief
• Shanalee Gallagher, ICMA Fellow
• James Hurley, Management Analyst
• Jillian Ostman, Purchasing Specialist
After interviews of all responsive vendors by the City staff listed above occurred on July
19, it was determined to award the contract to Hillard Heintze. Heintze responded
closest to the City’s desired outcomes with a good project timeline, and was the second
lowest bidder. Only one other firm was within the City’s budget. In addition, Staff
considered location of the firms.
Staff requests award of RFP 18-35 to Hillard Heintze.
Attachments:
Contract
Scope of Work
M/W/EBE Memo Waiver
Firm Address
Cost
Hillard Heintze
30 S. Wacker Dr., Suite 1400, Chicago, IL
60606
$24,997
Matrix Consulting
Group
201 San Antonio Circle, Suite 148, Mountain
View, CA 94040
$49,000
GovHR 630 Dundee Road, #130, Northbrook, IL
60062
$16,900
Novak Consulting
Group
26 E Hollister St, Cincinnati, OH 45219 $52,000
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Exhibit J
CITY OF EVANSTON
PROFESSIONAL SERVICES AGREEMENT
The parties referenced herein desire to enter into an agreement for professional
services for
Police Department Administrative / Community Services Review
RFP Number: 18-35
THIS AGREEMENT (hereinafter referred to as the “Agreement”) entered into this ___
day of ________________, 20___, between the City of Evanston, an Illinois municipal
corporation with offices located at 2100 Ridge Avenue, Evanston Illinois 60201 (hereinafter
referred to as the “City”), and [Insert Professional Service Provider’s name here], with
offices located at [Insert address here], (hereinafter referred to as the “Consultant”).
Compensation for all basic Services (“the Services”) provided by the Consultant pursuant to
the terms of this Agreement shall not exceed $[Insert fee here].
I. COMMENCEMENT DATE
Consultant shall commence the Services on ____________ or no
later than three (3) DAYS AFTER City executes and delivers this
Agreement to Consultant.
II. COMPLETION DATE
Consultant shall complete the Services by ____________. If this Agreement
provides for renewals after an initial term, no renewal shall begin until agreed to in
writing by both parties prior to the completion date of this Agreement.
III. PAYMENTS
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City shall pay Consultant those fees as provided here: Payment shall be made
upon the completion of each task for a project, as set forth in Exhibit A –
Project Milestones and Deliverables. Any expenses in addition to those set
forth here must be specifically approved by the City in writing in advance.
IV. DESCRIPTION OF SERVICES
Consultant shall perform the services (the “Services”) set forth here: Services are
those as defined in Exhibit A, the City’s Request for Pr oposal No. 18-35 (Exhibit B)
and Consultant’s Response to the Proposal (Exhibit C). Services may include, if any,
other documented discussions and agreements regarding scope of work and cost
(Exhibit D).
V. GENERAL PROVISIONS
A. Services. Consultant shall perform the Services in a professional and
workmanlike manner. All Services performed and documentation (regardless of
format) provided by Consultant shall be in accordance with the standards of
reasonable care and skill of the profession, free from errors or omissions,
ambiguities, coordination problems, and other defects. Consultant shall take into
account any and all applicable plans and/or specifications furnished by City, or by
others at City’s direction or request, to Consultant during the term of this Agreement.
All materials, buildings, structures, or equipment designed or selected by Consultant
shall be workable and fit for the intended use thereof, and will comply with all
applicable governmental requirements. Consultant shall require its employees to
observe the working hours, rules, security regulations and holiday schedules of City
while working and to perform its Services in a manner which does not unreasonably
interfere with the City’s business and operations, or the business and opera tions of
other tenants and occupants in the City which may be affected by the work relative to
this Agreement. Consultant shall take all necessary precautions to assure the safety
of its employees who are engaged in the performance of the Services, all equipment
and supplies used in connection therewith, and all property of City or other parties
that may be affected in connection therewith. If requested by City, Consultant shall
promptly replace any employee or agent performing the Services if, in the opinion of
the City, the performance of the employee or agent is unsatisfactory.
Consultant is responsible for conforming its final work product to generally
accepted professional standards for all work performed pursuant to this Agreement.
Consultant is an independent Consultant and is solely responsible for all taxes,
withholdings, and other statutory or contractual obligations of any sort, including but
not limited to, Worker’s Compensation Insurance. Nothing in this Agreement accords
any third-party beneficiary rights whatsoever to any non-party to this Agreement that
any non-party may seek to enforce. Consultant acknowledges and agrees that
should Consultant or its subconsultants provide false information, or fail to be or
remain in compliance with this Agreement, the City may void this Agreement. The
Consultant warrants and states that it has read the Contract Documents, and agrees
to be bound thereby, including all performance guarantees as respects Consultant’s
work and all indemnity and insurance requirements.
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The Consultant shall obtain prior approval from the City prior to subcontracting
with any entity or person to perform any of the work required under this Agreement. If
the Consultant subcontracts any of the services to be performed under this
Agreement, the subconsultant agreement shall provide that the services to be
performed under any such agreement shall not be sublet, sold, transferred, assigned
or otherwise disposed of to another entity or person without the City’s prior written
consent. The Consultant shall be responsible for the accuracy and quality of any
subconsultant’s work.
All subconsultant agreements shall include verbatim or by reference the
provisions in this Agreement binding upon Consultant as to all Services provided by
this Agreement, such that it is binding upon each and every subconsultant that does
work or provides Services under this Agreement.
The Consultant shall cooperate fully with the City, other City contractors, other
municipalities and local government officials, public utility companies, and others, as
may be directed by the City. This shall include attendance at meetings, discussions
and hearings as requested by the City. This cooperation shall extend to any
investigation, hearings or meetings convened or instituted by OSHA relative to this
Project, as necessary. Consultant shall cooperate with the City in scheduling and
performing its Work to avoid conflict, delay in or interference with the work of others,
if any, at the Project.
Except as otherwise provided herein, the nature and scope of Services
specified in this Agreement may only be modified by a writing approved by both
parties. This Agreement may be modified or amended from time to time provided,
however, that no such amendment or modification shall be effective unless reduced
to writing and duly authorized and signed by the authorized representatives of the
parties.
B. Representation and Warranties. Consultant represents and warrants that:
(1) Consultant possesses and will keep in force all required licenses to perform the
Services, (2) the employees of Consultant performing the Services are fully qualified,
licensed as required, and skilled to perform the Services.
C. Termination. City may, at any time, with or without cause, terminate this
Agreement upon seven (7) days written notice to Consultant. If the City terminates
this agreement, the City will make payment to Consultant for Services performed
prior to termination. Payments made by the City pursuant to this Agreement are
subject to sufficient appropriations made by the City of Evanston City Council. In the
event of termination resulting from non-appropriation or insufficient appropriation by
the City Council, the City’s obligations hereunder shall cease and there shall be no
penalty or further payment required. In the event of an emergency or threat to the life,
safety or welfare of the citizens of the City, the City shall have the right terminate this
Agreement without prior written notice. Within thirty (30) days of termination of this
Agreement, the Consultant shall turn over to the City any documents, drafts, and
materials, including but not limited to, outstanding work product, data, studies, test
results, source documents, AutoCad Version 2007, PDF, ArtView, Word, Excel
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spreadsheets, technical specifications and calculations, and any other such items
specifically identified by the City related to the Services herein.
D. Independent Consultant. Consultant’s status shall be that of an independent
Consultant and not that of a servant, agent, or employee of City. Consultant shall not
hold Consultant out, nor claim to be acting, as a servant, agent or employee of City.
Consultant is not authorized to, and shall not, make or undertake any agreement,
understanding, waiver or representation on behalf of City. Consultant shall at its own
expense comply with all applicable workers compensation, unemployment insurance,
employer’s liability, tax withholding, minimum wage and hour, and other federal,
state, county and municipal laws, ordinances, rules, regulations and orders.
Consultant agrees to abide by the Occupational Safety & Health Act of 1970 (OSHA),
and as the same may be amended from time to time, applicable state and municipal
safety and health laws and all regulations pursuant theret o.
E. Conflict of Interest. Consultant represents and warrants that no prior or
present services provided by Consultant to third parties conflict with the interests of
City in respect to the Services being provided hereunder except as shall have been
expressly disclosed in writing by Consultant to City and consented to in writing to
City.
F. Ownership of Documents and Other Materials. All originals, duplicates and
negatives of all plans, drawings, reports, photographs, charts, programs, models,
specimens, specifications, AutoCad Version 2007, Excel spreadsheets, PDF, and
other documents or materials required to be furnished by Consultant hereunder,
including drafts and reproduction copies thereof, shall be and remain the exclusive
property of City, and City shall have the unlimited right to publish and use all or any
part of the same without payment of any additional royalty, charge, or other
compensation to Consultant. Upon the termination of this Agreement, or upon
request of City, during any stage of the Services, Consultant shall promptly deliver all
such materials to City. Consultant shall not publish, transfer, license or, except in
connection with carrying out obligations under this Agreement, use or reuse all or any
part of such reports and other documents, including working pages, without the prior
written approval of City, provided, however, that Consultant may retain copies of the
same for Consultant’s own general reference.
G. Payment. Invoices for payment shall be submitted by Consultant to City at
the address set forth above, together with reasonable supporting documentation, City
may require such additional supporting documentation as City reasonably deems
necessary or desirable. Payment shall be made in accordance with the Illinois Local
Government Prompt Payment Act, after City’s receipt of an invoice and all such
supporting documentation.
H. Right to Audit. Consultant shall for a period of three years following
performance of the Services, keep and make available for the inspection,
examination and audit by City or City’s authorized employees, agents or
representatives, at all reasonable time, all records respecting the services and
expenses incurred by Consultant, including without limitation, all book, accounts,
memoranda, receipts, ledgers, canceled checks, and any other documents indicating,
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documenting, verifying or substantiating the cost and appropriateness of any and all
expenses. If any invoice submitted by Consultant is found to have been overstated,
Consultant shall provide City an immediate refund of the overpayment together with
interest at the highest rate permitted by applicable law, and shall reimburse all of
City’s expenses for and in connection with the audit respecting such invoice.
I. Indemnity. Consultant shall defend, indemnify and hold harmless the City
and its officers, elected and appointed officials, agents, and employees from any and
all liability, losses, or damages as a result of claims, demands, suits, actions, or
proceedings of any kind or nature, including but not limited to costs, and fees,
including attorney’s fees, judgments or settlements, resulting from or arising out of
any negligent or willful act or omission on the part of the Consultant or Consultant’s
subcontractors, employees, agents or subcontractors during the performance of this
Agreement. Such indemnification shall not be limited by reason of the enumeration of
any insurance coverage herein provided. This provision shall survive completion,
expiration, or termination of this Agreement.
Nothing contained herein shall be construed as prohibiting the City, or its
officers, agents, or employees, from defending through the selection and use of their
own agents, attorneys, and experts, any claims, actions or suits brought against
them. The Consultant shall be liable for the costs, fees, and expenses incurred in the
defense of any such claims, actions, or suits. Nothing herein shall be construed as a
limitation or waiver of defenses available to the City and employees and agents,
including but not limited to the Illinois Local Governmental and Governmental
Employees Tort Immunity Act, 745 ILCS 10/1-101 et seq.
At the City Corporation Counsel’s option, Consultant must defend all suits
brought upon all such Losses and must pay all costs and expenses incidental to
them, but the City has the right, at its option, to participate, at its own cost, in the
defense of any suit, without relieving Consultant of any of its obligations under this
Agreement. Any settlement of any claim or suit related to this Agreement by
Consultant must be made only with the prior written consent of the City Corporation
Counsel, if the settlement requires any action on the part of the City.
To the extent permissible by law, Consultant waives any limits to the amount
of its obligations to indemnify, defend, or contribute to any sums due under any
Losses, including any claim by any employee of Consultant that may be subject to
the Illinois Workers Compensation Act, 820 ILCS 305/1 et seq. or any other related
law or judicial decision, including but not limited to, Kotecki v. Cyclops Welding
Corporation, 146 Ill. 2d 155 (1991). The City, however, does not waive any limitations
it may have on its liability under the Illinois Workers Compensation Act, the Illinois
Pension Code or any other statute.
Consultant shall be responsible for any losses and costs to repair or remedy
work performed under this Agreement resulting from or arising out of any act or
omission, neglect, or misconduct in the performance of its Work or its subconsultants’
work. Acceptance of the work by the City will not relieve the Consultant of the
responsibility for subsequent correction of any such error, omissions and/or negligent
acts or of its liability for loss or damage resulting therefrom. All provisions of this
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Section shall survive completion, expiration, or termination of this Agreement.
J. Insurance. Consultant shall carry and maintain at its own cost with such
companies as are reasonably acceptable to City all necessary liability insurance
(which shall include as a minimum the requirements set forth below) during the term
of this Agreement, for damages caused or contributed to by Consultant, and insuring
Consultant against claims which may arise out of or result from Consultant’s
performance or failure to perform the Services hereunder: (1) worker’s compensation
in statutory limits and employer’s liability insurance in the amount of at least
$500,000, (2) comprehensive general liability coverage, and designating City as
additional insured for not less than $3,000,000 combined single limit for bodily injury,
death and property damage, per occurrence, (3) comprehensive automobile liability
insurance covering owned, non-owned and leased vehicles for not less than
$1,000,000 combined single limit for bodily injury, death or property damage, per
occurrence, and (4) errors and omissions or professional liability insurance
respecting any insurable professional services hereunder in the amount of at least
$1,000,000. Consultant shall give to the City certificates of insurance for all Services
done pursuant to this Agreement before Consultant performs any Services, and, if
requested by City, certified copies of the policies of insurance evidencing the
coverage and amounts set forth in this Section. The City may also require
Consultant to provide copies of the Additional Insured Endorsement to said
policy(ies) which name the City as an Additional Insured for all of Consultant’s
Services and work under this Agreement. Any limitations or modification on the
certificate of insurance issued to the City in compliance with this Section that conflict
with the provisions of this Section shall have no force and effect. Consultant’s
certificate of insurance shall contain a provision that the coverage afforded under the
policy(s) will not be canceled or reduced without thirty (30) days prior written notice
(hand delivered or registered mail) to City. Consultant understands that the
acceptance of certificates, policies and any other documents by the City in no way
releases the Consultant and its subcontractors from the requirements set forth
herein. Consultant expressly agrees to waive its rights, benefits and entitlements
under the “Other Insurance” clause of its commercial general liability insurance policy
as respects the City. In the event Consultant fails to purchase or procure insurance
as required above, the parties expressly agree that Consultant shall be in default
under this Agreement, and that the City may recover all losses, attorney’s fees and
costs expended in pursuing a remedy or reimbursement, at law or in equity, against
Consultant.
Consultant acknowledges and agrees that if it fails to comply with all
requirements of this Section, that the City may void this Agreement.
K. Confidentiality. In connection with this Agreement, City may provide
Consultant with information to enable Consultant to render the Services hereunder,
or Consultant may develop confidential information for City. Consultant agrees (i) to
treat, and to obligate Consultant’s emp loyees to treat, as secret and confidential all
such information whether or not identified by City as confidential, (ii) not to disclose
any such information or make available any reports, recommendations and /or
conclusions which Consultant may make for City to any person, firm or corporation or
use the same in any manner whatsoever without first obtaining City’s written
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approval, and (iii) not to disclose to City any information obtained by Consultant on a
confidential basis from any third party unless Consultant shall have first received
written permission from such third party to disclose such information.
Pursuant to the Illinois Freedom of Information Act, 5 ILCS 140/7(2), records in
the possession of others whom the City has contracted with to perform a
governmental function are covered by the Act and subject to disclosure within limited
statutory timeframes (five (5) working days with a possible five (5) working day
extension). Upon notification from the City that it has received a Freedom of
Information Act request that calls for records within the Consultant’s control, the
Consultant shall promptly provide all requested records to the City so that the City
may comply with the request within the required timeframe. The City and the
Consultant shall cooperate to determine what records are subject to such a request
and whether or not any exemptions to the disclosure of such records, or part thereof,
is applicable. Vendor shall indemnify and defend the City from and against all claims
arising from the City’s exceptions to disclosing certain records which Vendor may
designate as proprietary or confidential. Compliance by the City with an opinion or a
directive from the Illinois Public Access Counselor or the Attorney General under
FOIA, or with a decision or order of Court with jurisdiction over the City, shall not be a
violation of this Section.
L. Use of City’s Name or Picture of Property. Consultant shall not in the
course of performance of this Agreement or thereafter use or permit the use of C ity’s
name nor the name of any affiliate of City, nor any picture of or reference to its
Services in any advertising, promotional or other materials prepared by or on behalf
of Consultant, nor disclose or transmit the same to any other party.
M. No Assignments or Subcontracts. Consultant shall not assign or
subcontract all or any part or its rights or obligations hereunder without City’s express
prior written approval. Any attempt to do so without the City’s prior consent shall, at
City’s option, be null and void and of no force or effect whatsoever. Consultant shall
not employ, contract with, or use the services of any other architect, interior designer,
engineer, consultant, special contractor, or other third party in connection with the
performance of the Services without the prior written consent of City.
N. Compliance with Applicable Statutes, Ordinances and Regulations. In
performing the Services, Consultant shall comply with all applicable federal, state,
county, and municipal statutes, ordinances and regulations, at Consultant’s sole cost
and expense, except to the extent expressly provided to the contrary herein.
Whenever the City deems it reasonably necessary for security reasons, the City may
conduct at its own expense, criminal and driver history background checks of
Consultant’s officers, employees, subcontractors, or agents. Consultant shall
immediately reassign any such individual who in the opinion of the City does not pass
the background check.
O. Liens and Encumbrances. Consultant, for itself, and on behalf of all
subcontractors, suppliers, materialmen and others claiming by, through or under
Consultant, hereby waives and releases any and all statutory or common law
mechanics’ materialmens’ or other such lien claims, or rights to place a lien upon City
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property or any improvements thereon in connection with any Services performed
under or in connection with this Agreement. Consultant further agrees, as and to the
extent of payment made hereunder, to execute a sworn affidavit respecting the
payment and lien releases of all subcontractors, suppliers and materialmen, and a
release of lien respecting the Services at such time or times and in such form as may
be reasonably requested by City. Consultant shall protect City from all liens for labor
performed, material supplied or used by Consultant and/or any other person in
connection with the Services undertaken by consultant hereunder, and shall not at
any time suffer or permit any lien or attachment or encumbrance to be imposed by
any subconsultant, supplier or materialmen, or other person, firm or corporation,
upon City property or any improvements thereon, by reason or any claim or demand
against Consultant or otherwise in connection with the Services.
P. Notices. Every notice or other communication to be given by either party to
the other with respect to this Agreement, shall be in writing and shall not be effective
for any purpose unless the same shall be served personally or by United States
certified or registered mail, postage prepaid, addressed if to City as follows: City of
Evanston, 2100 Ridge Avenue, Evanston, Illinois 60201, Attention: Purchasing
Division and to Consultant at the address first above set forth, or at such other
address or addresses as City or Consultant may from time to time designate by
notice given as above provided.
Q. Attorney’s Fees. In the event that the City commences any action, suit, or
other proceeding to remedy, prevent, or obtain relief from a breach of this Agreement
by Consultant, or arising out of a breach of this Agreement by Consultant, the City
shall recover from the Consultant as part of the judgment against Consultant, its
attorneys’ fees and costs incurred in each and every such action, suit, or other
proceeding.
R. Waiver. Any failure or delay by City to enforce the provisions of this
Agreement shall in no way constitute a waiver by City of any contractual right
hereunder, unless such waiver is in writing and signed by City.
S. Severability. In the event that any provision of this Agreement should be held
void, or unenforceable, the remaining portions hereof shall remain in full force and
effect.
T. Choice of Law. The rights and duties arising under this Agreement shall be
governed by the laws of the State of Illinois. Venue for any action arising out or due
to this Agreement shall be in Cook County, Illinois. The City shall not enter into
binding arbitration to resolve any dispute under this Agreement. The City does not
waive tort immunity by entering into this Agreement.
U. Time. Consultant agrees all time limits provided in this Agreement and any
Addenda or Exhibits hereto are of essence to this Agreement. Consultant shall
continue to perform its obligations while any dispute concerning the Agreement is
being resolved, unless otherwise directed by the City.
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V. Survival. Except as expressly provided to the contrary herein, all provisions
of this Agreement shall survive all performances hereunder including the termination
of the Consultant.
VI. EQUAL EMPLOYMENT OPPORTUNITY
In the event of the Consultant’s noncompliance with any provision of Section 1 -12-5
of the Evanston City Code, the Illinois Human Rights Act or any other applicable law,
the Consultant may be declared nonresponsible and therefore ineligible for future
contracts or subcontracts with the City, and the contract may be cancelled or voided
in whole or in part, and such other sanctions or penalties may be imposed or
remedies invoked as provided by statute or regulation.
During the performance of the contract, the Consultant agrees as follows:
A. That it will not discriminate against any employee or applicant for employment
because of race, color, religion, sex, sexual orientation, marital status, national origin
or ancestry, or age or physical or mental disabilities that do not impair ability to work,
and further that it will examine all job classifications to determine if minority persons
or women are underutilized and will take appropriate affirmative action to rectify any
such underutilization. Consultant shall comply with all requirements of City of
Evanston Code Section 1-12-5.
B. That, in all solicitations or advertisements for employees placed by it on its
behalf, it will state that all applicants will be afforded equal opportunity without
discrimination because of race, color, religion, sex, sexual orientation, marital status,
national origin, ancestry, or disability.
VII. SEXUAL HARASSMENT POLICY
The Consultant certifies pursuant to the Illinois Human Rights Act (775 ILCS 5/2105
et. seq.), that it has a written sexual harassment policy that includes, at a minimum,
the following information:
A. The illegality of sexual harassment;
B. The definition of sexual harassment under State law;
C. A description of sexual harassment utilizing examples;
D. The Consultant’s internal complaint process including penalties;
E. Legal recourse, investigation and complaint process available through the
Illinois Department of Human Rights and the Human Rights Commission, and
directions on how to contact both; and
F. Protection against retaliation as provided to the Department of Human Rights.
VIII. CONSULTANT CERTIFICATIONS
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A. Consultant acknowledges and agrees that should Consultant or its
subconsultant provide false information, or fail to be or remain in compliance with the
Agreement, the City may void this Agreement.
B. Consultant certifies that it and its employees will comply with applicable
provisions of the U.S. Civil Rights Act, Section 504 of the Federal Rehabilitation Act,
the Americans with Disabilities Act (42 U.S.C. Section 1201 et seq.) and applicable
rules in performance under this Agreement.
C. If Consultant, or any officer, director, partner, or other managerial agent of
Consultant, has been convicted of a felony under the Sarbanes-Oxley Act of 2002, or
a Class 3 or Class 2 felony under the Illinois Securities Law of 1953, Consultant
certifies at least five years have passed since the date of the conviction.
D. Consultant certifies that it has not been convicted of the offense of bid rigging
or bid rotating or any similar offense of any State in the U.S., nor made any
admission of guilt of such conduct that is a matter of record. (720 ILCS 5/33 E-3, E-
4).
E. In accordance with the Steel Products Procurement Act, Consultant certifies
steel products used or supplied in the performance of a contract for public works shall
be manufactured or produced in the U.S. unless the City grants an exemption.
F. Consultant certifies that it is properly formed and existing legal entity, and as
applicable, has obtained an assumed name certificate from the appropriate authority,
or has registered to conduct business in Illinois and is in good standing with the
Illinois Secretary of State.
G. If more favorable terms are granted by Consultant to any similar governmental
entity in any state in a contemporaneous agreement let under the same or similar
financial terms and circumstances for comparable supplies or services, the more
favorable terms shall be applicable under this Agreement.
H. Consultant certifies that it is not delinquent in the payment of any fees, fines,
damages, or debts to the City of Evanston.
IX. INTEGRATION
This Agreement, together with Exhibits A, B, C, and D sets forth all the covenants,
conditions and promises between the parties with regard to the subject matter set
forth herein. There are no covenants, promises, agreements, conditions or
understandings between the parties, either oral or written, other than those contained
in this Agreement. This Agreement has been negotiated and entered into by each
party with the opportunity to consult with its counsel regarding the terms therein. No
portion of the Agreement shall be construed against a party due to the fact that one
party drafted that particular portion as the rule of contra proferentem shall not apply.
In the event of any inconsistency between this Agreement, and any Exhibits, this
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Agreement shall control over the Exhibits. In no event shall any proposal or contract
form submitted by Consultant be part of this Agreement unless agreed to in a writing
signed by both parties and attached and referred to herein as an Addendum, and in
such event, only the portions of such proposal or contract form consistent with this
Agreement and Exhibits hereto shall be part hereof.
IN WITNESS WHEREOF, the parties hereto have each approved and executed this
Agreement on the day, month and year first above written.
CONSULTANT: CITY OF EVANSTON
2100 RIDGE AVENUE
EVANSTON, IL 60201
By ________________________ By:________________________
Its: ________________________ Its: City Manager
FEIN Number: _______________ Date: _____________________
Date: _______________________
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SCOPE OF WORK
EVANSTON POLICE DEPARTMENT
ADMINISTRATIVE/COMMUNITY SERVICES FUNCTIONS REVIEW
INTRODUCTION
The City of Evanston is a community of 75,000 located just north of Chicago. A
Council-Manager form of government has been adopted with the City Manager
as the chief administrative officer. A mayor, elected city-wide, and nine alderman
elected by Ward, comprise the City Council. Although the City is primarily
residential in nature, it does have a number of commercial areas and
Northwestern University is located in the eastern quadrant of the City of
Evanston.
Evanston is a high-density community with a diverse populace in terms of
religious, racial, educational, and economic composition. The City and Evanston
Police Department (EPD) are committed to working with the community to
problem solve and eliminate barriers for all people regardless of race/ethnicity,
sex, physical or mental disability, sexual orientation, gender identity, age,
immigrant status, veteran status, language, and/or socio-economic status.
The EPD is made up of 166 sworn members. The department is in the top one
percent of police department’s in the country for composing its membership to
reflect the demographics of the broader community. Its goal is to provide a
balance of traditional and innovative policing methods to reduce urban crime
issues while maintaining a high level of customer service and transparency.
The City’s total 2018 Adopted Budget is $335,464,008; with a General Fund
budget of $112,411,186. The EPD, which has an operating budget $38,391,099,
is funded primarily by the General Fund. The EPD has three collective bargaining
units. Sergeants and Patrol Officers are represented by the Fraternal Order of
Police (FOP) in separate bargaining units. The American Federation of State,
County & Municipal Employees (AFSCME) represents non-sworn members of
the EPD.
Prosecutorial Environment
The EPD is in the 2nd District of the Cook County, IL State’s Attorney’s Office.
The prosecutorial environment is challenging and demanding due to the volume
of crime in the city of Chicago and the limited resources of the State’s Attorney’s
Office. Felony cases are held to a high standard of legal review and compliance.
The felony review process requires additional measures from municipal police
departments in Cook County to investigate and charge defendants.
Crime Environment and Community Expectations
Evanston averages approximately three homicides per year and has had at least
one homicide per calendar year in the last 40 years. The nature of most
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homicides in Evanston is gang or drug related, which requires additional
investigative resources and community outreach.
Evanston’s strength of diversity equates to greater demand for community
policing strategies. Police services are managed to meet the unique needs of
every neighborhood and population. The EPD is challenged to maximize
resources to effectively reduce crime and promote safety across the community.
SCOPE OF SERVICES
The City of Evanston is seeking a review of a variety of administrative and
community service functions within the Evanston Police Department. The City is
seeking a firm to review the current provision of the following services and offer
recommendations on efficiencies in providing these services:
Chief Executive Officer/Commander
The Executive Officer is a Commander that reports to the Chief of Police. The
Executive Officer assists and provides administrative support to the Chief of
Police in addition to the following duties:
1. Public Information Officer: Serve as the EPD’s media liaison, write
press releases, host press conference, and is available to the media
24/7/365 days per year.
2. Social Media Coordinator: Develop strategies to expand the EPD’s
social media presence, engage community stakeholders and elected
officials, produce and stream videos, and manage the Department’s social
media accounts on a daily basis.
3. Deployment Process Supervisor: Manage and facilitate deployment
practices, including meetings, reviews, updates and compliance by
members.
4. Department Training (Lexipol) Coordinator: Review and modify
recommended policing policies and procedures from Lexipol; coordinate
monthly trainings for members.
5. Department Public Liaison: Serve as the Chief of Police’s representative
for the Evanston Police and Fire Foundation, community meetings, and
assist the Chief of Police with public presentations for elected officials and
the public.
6. Administrative Support: Oversee Department policies, budgeting,
collective bargaining negotiations, website and information dashboard,
and duties as assigned by the Chief of Police.
Office of Professional Standards
The Office of Professional Standards (OPS) provides two separate functions:
inspections and internal investigations.
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The internal investigations component investigates allegations of misconduct
made against the Department or its employees by citizens or other employees of
the Department/City. This component evaluates the quality of Department
operations and ensures that goals are being pursued and control is maintained
throughout the Department. Duties include auditing of personnel sick time usage,
the Department’s main telephone line, records of various cash funds, and
perform other audits and studies as directed by the Chief of Police.
The Office of Professional Standards (OPS) is comprised of one commander and
two sergeants. One sergeant is dedicated to training and policy compliance.
Office of Administration
The Office of Administration is responsible for the successful administrative and
financial operations of a $38 million organization employing 220 employees and
providing 24/7/365 days per year service to 75,000 residents. The Office of
Administration provides a constant flow and integration of multi-directional
information and data to ensure the efficient and effective performance of the
EPD. The Office develops and maintains accurate and reliable administrative and
financial systems to support the EPD in achieving its operational goals. Duties
include budgeting, finance, personnel, payroll, and administrative functions of the
EPD.
The Office consists of the Manager of Budget and Finance and the
Administrative Coordinator. The Office of Administration is critical to achieve the
City Council’s goals for Community and Police relations.
Manager of Budget and Finance
The Manager of Budget and Finance’s primary responsibilities include the
following:
1. Accounting: Review and monitor the Department’s monthly financial
activities, compile and verify journal entries, manage vendor contracts,
and conduct year-end audit and reconciliation of department accounts.
2. Budgeting: Analyze the Department’s current year financial activity to
adopted budget, develop budget projections and ensure accuracy of year-
end budget for the Department.
3. Financial Reporting: Compile regular monthly financial reports, credit
card transactions, and expense reports as requested by the Chief of
Police.
4. Payroll: Manage and ensure payroll processes are up to date and reflect
collective bargaining agreements; verify and correct payroll records and
benefits as needed.
5. Support Union Negotiations and Relationships: Analyze and calculate
employee compensation and benefits and evaluate the financial impact of
proposals.
6. Provides Financial Resource for Staff.
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Administrative Coordinator
The Administrative Coordinator’s primary responsibilities include the following:
1. Accounts Payable: Process invoices and payments, manage petty cash
accounts, and ensure department credit card transactions are in
compliance with the City’s purchasing policies.
2. Grant Administration: Identify grant funding opportunities, develop
applications, monitor revenues and expenditures associated with awarded
grants, and prepare grant reports.
3. Human Resources: Manage employee annual review schedule and
timetable, process merit increases, coordinate vacation schedules, issue
Standard Operating Procedures manual, and OSHA testing and
vaccination for the department (i.e. Hepatitis B).
4. Purchasing: Process purchase orders, coordinate bids and requests for
proposals.
5. Revenue: Invoice customers and record payments into the City’s
financial system.
6. Special Projects: Support the Evanston Police and Fire Foundation,
process payouts, coordinate programs including the Police Awards
Ceremony, Wellness Program, Fitness Programs, and uniform
inspections.
7. Provide administrative resources for staff.
8. Coordinate and manage invoices and payments for special details.
9. Coordinate Omega (On-duty injuries) appointments and reporting
requirements on a timely basis, follow-up appointments, and ensure
Command staff is aware of any light-duty requirements.
Community Strategies
Community Strategies is a component of the Field Operations Division. The
Division also includes Patrol Operations and the Traffic Bureau.
Community Strategies is made up the Problem Solving Team and Foot Patrol.
Community Strategies is comprised of one commander, one sergeant, and 11
officers. The unit works with community stakeholders and elected officials to find
solutions to police matters in the model of community policing. Community
Strategies is critical to the Department’s community outreach. Division personnel
patrol in vehicles, on bikes, and on foot.
Crime Analyst and Intelligence Officer
The Crime Analyst and Intelligence Officer support the Investigative Services
Division. The Division includes the Detective Bureau, Juvenile Bureau, and
Special Operations Group (SOG). Two separate units make up the SOG, the
NET Unit and the TAC Unit. The NET Unit investigates narcotics and
sophisticated criminal organizations that operate in the region and develops long-
term policing strategies. The TAC Unit’s focus is pattern crimes and gang activity
at the street level.
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The Crime Analyst and Intelligence Officer are responsible for the Department’s
intelligence-led policing strategies. The Crime Analyst is a civilian employee and
the Intelligence Officer is sworn. They provide weekly information about crime
occurring in Evanston and crime relevant to Evanston in surrounding areas. The
Crime Analyst and Intelligence Officer are vital to the Department’s deployment
process. The following is a list of duties and responsibilities of the Crime Analyst
and Intelligence Officer:
1. Prepare weekly deployment material in the form of intelligence style
reports
2. Prepare crime maps with GIS data
3. Present and explain deployment materials at weekly deployment meetings
4. Be trained and proficient in utilizing crime related databases
5. Analyze and provide data and intelligence to assist criminal investigations
6. Collect and share data and intelligence with contacts in the field
7. Create databases specific to Evanston crime and participants
8. Create gang files consistent with Law Enforcement Agencies Data System
policy
9. Maintain, update and keep all databases and files current
North Regional Major Crimes Task Force (NORTAF)
NORTAF is comprised of the 12 northeastern suburbs of Cook County. NORTAF
includes the following three units:
1. Major Crimes Task Force: Major Crimes investigates homicides,
kidnappings, mass casualty events and limited types of Officer Involved
Deaths. Major Crimes may also assume the role of investigating sexual
assault complaints made against on-duty officers. Major Crimes has two
separate units, the Investigations Unit and the Forensic Unit.
2. Major Crash Assistance Team (MCAT): MCAT investigates and
reconstructs major accidents, usually fatalities. MCAT provides highly
technical skills needed for crash investigations. Evanston has a total of
four officers assigned. One is a sergeant assigned as Task Force
Commander and another officer is assigned as Operations Supervisor.
Three of the four are Crash Reconstructionists.
3. Burglary: Burglary performs surveillance and investigations of suspected
burglars believed to be operating in at least three of the NORTAF
communities. Evanston assigns two officers and a civilian crime analyst to
burglary activations. In addition to the 12 northeast Cook County suburbs,
burglary has additional Cook County suburbs and Lake County suburbs.
Firm is expected to review the following tasks:
Personnel capacity to align technology with policing strategies, implement
and install in full, provide sufficient training, maintenance and support,
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utilize and assess the efficiency of administrative and community service
functions
Use of engagement tools to notify targeted neighborhoods of immediate
emergencies and share crime prevention information
Use of the Computer Aided Dispatch (CAD) system to support data
analysis, identifying crime patterns and trends, information sharing,
allocating resources and developing deployment strategies
Workload level of administrative and community services functions using
raw data extracted from the CAD system, including considerations of
number of responding units needed by call type, location, frequency,
public-demand versus officer initiated activities, effect of community
policing on discretionary patrol time and the time necessary to conduct
proactive police activities, and the actual amount of time necessary to
handle police calls and activities from inception to completion
Deployment strategies to areas with high call volume and complaints to
alleviate quality-of-life issues while maintaining public safety
Administrative and community service functions performed by the EPD
that can be performed by alternative means and / or separate city
department
Coordination between the EPD and other city departments and agencies
to engage with residents, sustains positive relationships, and connect
vulnerable individuals with human and social services
Procedures to manage, monitor and inspect financial and operational
performance
Optimal staffing model that accounts for the use of technology and data
analysis to support policing strategies
Available staffing levels and compare to supervisory workload based on
supervisory duties, administrative duties and call response
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Police Department Administrative/Community Services Review, RFP 18-35, M/W/EBE Memo 07.30.2018
To: Wally Bobkiewicz, City Manager
Richard Eddington, Chief of Police
From: Tammi Nunez, Purchasing Manager
Subject: Police Department Administrative/Community Services Review, RFP
18-35
Date: July 30, 2018
The goal of the Minority, Women, and Evanston Business Enterprise Program
(M/W /EBE) is to assist such businesses with opportunities to grow. In order to help
ensure such growth, the City has established a 25% M/W/EBE subcontracting
participation goal for general contractors. However, the Police Department
Administrative/Community Services Review precludes subcontracting opportunities.
Therefore a waiver is granted.
Attached is a full explanation of Hillard Heintze’s due diligence to comply with the
M/W/EBE goal.
CC: Hitesh Desai, Chief Financial Officer
Memorandum
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For City Council Meeting of July 30, 2018 Item SP5
Police Chief Recruitment
For Action
To: Honorable Mayor and Members of the City Council
From: Erika Storlie, Assistant City Manager
Jennifer Lin, Human Resources Manager
Subject: Police Chief Recruitment Vendor and Process
Date: July 27, 2018
Staff Recommendation
Staff recommends City Council receive regular updates on the Police Chief recruitment
process.
Livability Benefit:
Innovation & Process: Support local government best practices and processes.
Summary
On July 9, 2018 Police Chief Rich Eddington announced his intent to retire in December
2018. In preparation for that staff reached out to 5 executive search recruitment firms to
solicit bids for conducting a nationwide search to fill this position. Three bids were
received and the City is moving forward with vendor GovHR (630 Dundee Road, Suite
130, Northbrook, Illinois 60062) with a contract in the amount of $19,500.
GovHR will advertise for the position, conduct reference interviews and due diligence on
candidates, providing the City with a diverse pool of highly qualified candidates.
A main component of the recruitment process will be a facilitated community meeting
where residents can provide feedback to the recruiters on what qualities they seek in
the next Chief of Police. The vendor will use this feedback to create the recruitment
brochure and will ensure that candidates closely align with the values and qualities that
the community voiced as important. The meeting will be scheduled soon and is
tentatively set for late August. Once the recruitment brochure is complete and the
position is posted the process will continue for approximately 60-90 days until a final set
of candidates is selected for a second and third round of interviews.
The City has previously used GovHR for the recruitment of the Parks, Recreation and
Community Services Department Director position, among others, and finds their
service and performance to be highly satisfactory.
Memorandum
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Attachments
GovHR Recruitment Proposal
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630 Dundee Road, Suite 130, Northbrook, Illinois 60062
Local: 847.380.3240 Fax: 866.401.3100 GovHRUSA.com
EXECUTIVE RECRUITMENT • INTERIM STAFFING • MANAGEMENT AND HUMAN RESOURCE CONSULTING
July 18, 2018
Ms. Jennifer Lin
HR Division Manager
City of Evanston
2100 Ridge Ave.
Evanston, IL 60201
Dear Ms. Lin:
Thank you for the opportunity to provide you with a proposal for the Chief of Police recruitment and selection
process for the City of Evanston. GovHR USA (“GovHR”) prides itself on a tailored, personal approach to
executive recruitment and selection, able to adapt to your specific requirements for the position.
Qualifications and Experience
GovHR is a public management consulting firm serving municipal clients and other public-sector entities on
a national basis. Our headquarters offices are in Northbrook, Illinois. We are a certified Female Business
Enterprise in the State of Illinois and work exclusively in the public sector. GovHR offers customized
executive recruitment services and completes other management studies and consulting projects for
communities. Please note the following key qualifications of our firm:
Since our establishment in 2009, our consultants have conducted hundreds of recruitments in 29
states, with an increase in business of at least 30% each year. Twenty-eight (28%) of our clients
are repeat clients, the best indicator of satisfaction with our services.
Surveys of our clients show that 94% rate their overall experience with our firm as Outstanding and
indicate that they plan to use our services or highly recommend us in the future.
Our state of the art processes, including extensive use of social media for candidate outreach and
skype interviews with potential finalist candidates, ensure a successful recruitment for your
organization.
Our high quality, thorough Recruitment Brochure reflects the knowledge we will have about your
community and your organization and will provide important information to potential candidates.
We provide a two-year guarantee for our recruitments. Less than 1% of our clients have had to
invoke the guarantee.
The firm has a total of twenty-seven consultants, both generalists and specialists (public safety,
public works, finance, parks, etc.), who are based in Arizona, Florida, Illinois, Indiana, Michigan,
and Wisconsin, as well as five reference specialists and eight support staff.
Our consultants are experienced executive recruiters who have conducted over 600 recruitments, working
with cities, counties, special districts and other governmental entities of all sizes throughout the country. In
addition, we have held leadership positions within local government, giving us an understanding of the
complexities and challenges facing today’s public-sector leaders.
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GovHR is led by Heidi Voorhees, President, and Joellen Earl, Chief Executive Officer. Ms. Voorhees
previously spent 8 years with the nationally recognized public-sector consulting firm, The PAR Group, and
was President of The PAR Group from 2006 – 2009. Ms. Voorhees has conducted more than 250
recruitments in her management consulting career, with many of her clients repeat clients, attesting to the
high quality of work performed for them. In addition to her 12 years of executive recruitment and
management consulting experience, Ms. Voorhees has 19 years of local government leadership and
management service, with ten years as the Village Manager for the Village of Wilmette. Ms. Earl is a
seasoned manager, with expertise in public sector human resources management. She has held positions
from Human Resources Director and Administrative Services Director to Assistant Town Manager and
Assistant County Manager. Ms. Earl has worked in forms of government ranging from Open Town Meeting
to Council-Manager and has supervised all municipal and county departments ranging from Public Safety
and Public Works to Mental Health and Social Services.
Consultant Assigned
GovHR Vice President’s Joe DeLopez & Lee McCann will be responsible for your recruitment and selection
process. Their biographies are attached to this Proposal and their contact information is:
Joe DeLopez
Vice President
GovHR USA LLC
Telephone: 773-512-2800
JDelopez@GovHRusa.com
Lee McCann
Vice President
GovHR USA LLC
Telephone: 847-951-0886
LMcCann@GovHRusa.com
A complete list of GovHR’s clients is available on our website at www.govhrusa.com.
Mr. DeLopez & Mr. McCann will be assisted by GovHR’s President, Heidi Voorhees for the outreach
portion of the recruitment. Ms. Voorhees recently conducted community engagement meetings, panel
interviews and data compilation and analysis for the next Chief of Police for Austin, Texas.
References
The following references can speak to the quality of service provided by GovHR:
Vernon Hills, Illinois (Chief of Police,2017) – Lee McCann & Joe De Lopez
John M. Kalmar, AICP
Village Manager
Village of Vernon Hills
290 Evergreen Drive
Vernon Hills, IL 60061-2999
Telephone: 847-918-3550
JohnK@vhills.org
Northbrook, IL
(Chief of Police, 2017) - Joe DeLopez & Katy Rush
(Fire Chief, 2015) – Lee Szymborski
(Village Engineer, 2015) – Heidi Voorhees
(Chief Information Officer, 2013) – Heidi Voorhees
Richard Nahrstadt
Village Manager
1225 Cedar Lane
Northbrook, IL 60062
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847-664-4011
Highland Park, IL
(Chief of Police, 2017) - Heidi Voorhees
(Finance Director, 2014)
(Director of Community & Economic Development, 2013)
(Director of Public Works, 2012)
(City Manager, 2011)
(Fire Chief, 2009)
Ghida Neukirch
City Manager
1707 St. Johns Ave.
Highland Park, IL 60035
847-926-1000
gneukirch@cityhpil.com
Scope of Work
A typical recruitment and selection process takes approximately 175 hours to conduct. At least 50 hours of
this time is administrative, including advertisement placement, reference interviews, and due diligence on
candidates. We believe our experience and ability to professionally administer your recruitment will provide
you with a diverse pool of highly qualified candidates for your Chief of Police search. GovHR clients are
informed of the progress of a recruitment throughout the entire process. We are always available by mobile
phone or email should you have a question or need information about the recruitment.
GovHR suggests the following approach to your recruitment, subject to your requests for modification:
Phase I – Position Assessment, Position Announcement and Brochure Development
Phase I will include the following steps:
One-on-one or group interviews will be conducted with elected officials, appointed officials, staff,
business community representatives and any other stakeholders identified by the client to develop
our Recruitment Brochure. The Proposal assumes up to two full days and one night depending
upon the client's needs. We can also utilize dedicated email and surveys to obtain feedback from
stakeholder groups. Previous clients have invited community leaders to meetings with our
consultants; other clients have developed surveys for the community or organization; and some
clients request we use a combination of these methods to fully understand community and
organizational needs and expectations for the next Chief of Police. We will work closely with you
on the format that best meets your needs.
Development of a Position Announcement.
Development of a detailed Recruitment Brochure for your review and approval.
Agreement on a detailed Recruitment Timetable – a typical recruitment takes 90 days from the
time you sign the contract until you are ready to appoint the finalist candidate.
Phase II – Advertising, Candidate Recruitment and Outreach
We make extensive use of social media as well as traditional outreach methods to ensure a diverse and
highly qualified pool of candidates. In addition, our website is well known in the local government industry
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– we typically have 5,000 visits to our website each month. Finally, we develop a database customized to
your recruitment and can do an email blast to thousands of potential candidates.
Phase II will include the following steps:
Placement of the Position Announcement in appropriate professional online publications. In
addition to public sector publications and websites, outreach will include LinkedIn and other private
sector resources. We can provide the City with a list of where we intend to place the position
announcement, if requested.
The development of a database of potential candidates from across the country unique to the
position and to the City of Evanston, focusing on the leadership and management skills identified
in Phase I as well as size of organization, and experience in addressing challenges and
opportunities also outlined in Phase I. This database can range from several hundred to thousands
of names depending on the parameters established for the outreach. Outreach will be done in
person, and through e-mail and telephone contacts. GovHR consultants have extensive knowledge
of the municipal government industry and will personally identify and contact potential candidates.
With more than 600 collective years of municipal and consulting experience among our consultants,
we often have inside knowledge about candidates.
Phase III – Candidate Evaluation and Screening
Phase III will include the following steps:
Review and evaluation of candidates’ credentials considering the criteria outlined in the
Recruitment Brochure.
Candidates will be interviewed by skype or facetime to fully grasp their qualifications, experience
and interpersonal skills. The interviews include asking specific questions about their experiences
and skill sets as well as asking questions specific to the Chief of Police. We will ask follow up
questions and probe specific areas. By utilizing skype or facetime we will have an assessment of
their verbal skills and their level of energy for and interest in the position.
Formal and informal references and an internet/social media search of each candidate will be
conducted to further verify candidates’ abilities, work ethic, management and leadership skills,
analytical skills, interpersonal skills, ability to interact with the media, and any areas identified for
improvement.
All résumés will be acknowledged and contacts and inquiries from candidates will be personally
handled by GovHR, ensuring that the City of Evanston’s process is professional and well regarded
by all who participate.
Phase IV – Presentation of Recommended Candidates
Phase IV will include the following steps:
GovHR will prepare a Recruitment Report that presents the credentials of those candidates most
qualified for the position. You will advise us of the number of reports you will need for the individuals
involved in this phase of the recruitment and selection process. We provide a binder which contains
the candidate’s cover letter and résumé. In addition, we prepare a “mini” résumé for each
candidate, so that each candidate's credentials are presented in a uniform way. GovHR will provide
you with a log of all candidates who applied. You may also review all the résumés, if requested.
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GovHR will meet with you on-site to review the Recruitment Report and expand upon the
information provided. The report will arrive two to three days in advance of the meeting, giving you
the opportunity to fully review it. In addition to the written report, we will spend 2 to 3 hours
discussing the candidates by reviewing their skype interviews and providing excerpts from the
references we will have conducted on the individuals.
Phase V –Interviewing Process
Phase V will include the following steps:
After the Recruitment Report is presented, the Interviewing Process will be finalized including the
discussion of any specific components you deem appropriate, such as a writing sample or oral
presentation.
GovHR will develop the first and second round interview questions for your review and comment.
GovHR will provide you with interview books that include the credentials each candidate submits,
a set of questions with room for interviewers to make notes, and evaluation sheets to assist
interviewers in assessing the candidate’s skills and abilities.
GovHR will work with you to develop an interview schedule for the candidates, coordinating travel
and accommodations. In addition to a structured interview with the City, the schedule will
incorporate a tour of City of Evanston’s facilities and interviews with senior staff, if the City so
desires.
Once candidates for interview are selected, additional references will be contacted, along with
verification of educational credentials, criminal court, credit, and motor vehicle and records checks.
GovHR recommends a two-step interviewing process with (typically) five or six candidates
interviewed in the first round. Following this round, we strongly suggest that two or three candidates
are selected for second round interviews. Again, we will prepare a second round of interview
questions and an evaluation sheet.
GovHR consultants will be present for all the interviews, serving as a resource and facilitator.
Phase VI – Appointment of Candidate
GovHR will assist you as much as you request with the salary and benefit negotiations and drafting
of an employment agreement, if appropriate.
GovHR will notify all applicants of the final appointment, providing professional background
information on the successful candidate.
Optional Assessment Center
If desired, GovHR will perform an Assessment Center for candidates selected for interview as part of the
selection process. An Assessment Center is a very useful tool for evaluating the strengths, weaknesses
and skills and abilities of the City of Evanston’s next Chief of Police. GovHR consultants will prepare all the
related documents and scoring sheets for a choice of any of three (3) of the following exercises to be
completed on the Assessment Center day:
• In-Basket Exercise
• Written/Oral Presentation Exercise
• Leaderless Group Exercise
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• Structured Interview
• Budget Analysis Exercise
• Personnel Issues Exercise
• Other exercise of the Client’s choosing
Leadership/Personality Assessments
GovHR has experience working with a wide variety of leadership and personality assessment tools,
depending on the qualities and experiences the client is seeking in their candidates. These include but are
not limited to Luminaspark, Caliper, DISC and others. Typically these tools cost $300 per candidate to
administer. This fee is not included in our proposal.
Optional 360° Evaluation
As a service to the City of Evanston, we offer the option to provide you with a proposal for a 360°
performance evaluation for the appointed Chief of Police at about six months into his or her employment.
This evaluation will include seeking feedback from both Elected Officials and Department Directors, along
with any other constituent the City feels would be relevant and beneficial. This input will be obtained on a
confidential basis with comments known only to the consultant. If you are interested in this option, GovHR
USA will prepare a proposal for this service.
Recruitment Schedule
A detailed recruitment schedule will be provided in Phase I. The recruitment and selection process typically
takes 90 days from the time the contract is signed until the candidate is appointed. We can work with you
on a shorter process, should you so desire.
Our typical recruitment process includes the following milestones and deliverables:
Weeks 1 - 2 On-site interviews of City officials and staff, development and approval of
recruitment brochure
Deliverable: recruitment brochure
Weeks 3 - 8 Placement of professional announcements; candidate identification,
screening, interview and evaluation by consultant
Week 9 Consultant recommendation to the City of qualified candidates
Deliverable: recruitment report
Week 10 Selection of candidate finalists by the City; additional
background and reference checks, report preparation and presentation
Deliverable: interview reports including suggested questions
and evaluation sheets
Weeks 11-12 Interviews of selected finalist candidates; recommendation of final candidate;
negotiation, offer, acceptance and appointment
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Summary of Costs Price
Recruitment Fee: $14,000
Recruitment Expenses: (not to exceed)
Expenses include consultant travel, postage/shipping, telephone,
support services, candidate due diligence efforts. copying etc.
3,000
Advertising:
*Advertising costs over $2,500 will be placed only with client
approval. If less than $2,500, Client is billed only for actual cost.
2,500*
Total: $19,500**
**This fee does not include travel and accommodations for candidates interviewed. Recruitment brochures
are produced as electronic files. Printed brochures can be provided, if requested, for an additional cost of
$900.
The above cost proposal is predicated on four consultant visits to the City; the first for the recruitment
brochure interview process (up to two full days and one night, depending upon the client’s needs; if
additional days are needed they will be billed at $500 per half day and $950 for a full day, plus additional
hotel charges, if required); the second to present recommended candidates; and the third and fourth for the
candidate interview process (second round interviews are often scheduled a week or so following the first
round interviews). Any additional consultant visits requested by the City will be billed at $125/hour; $500
for a half day and $950 for a full day. The additional visits may also result in an increase in the travel
expenses and those expenses will be billed to the client.
Optional Assessment Center Fee: $6,000*
*The fee for the Assessment Center is $6,000. The fee assumes that the Assessment Center will be held
on one day and be limited to no more than five candidates. For each additional candidate, the fee will
increase by $750.
The fee includes the preparation and cost of the Assessment Center material, and a written report outlining
the findings of the Assessment Center as reported by the Assessors. We will assist the City of Evanston in
selecting three (3) professionals from outside the organization to serve as Assessors in evaluating each
candidate’s strengths and weaknesses. The City will be responsible for paying a $500 stipend to each
Assessor (and possibly mileage for the assessors).
The Assessment Center fee does not include lodging, travel and meal expenses for the GovHR facilitator(s)
to be on-site for the Assessment Center. Actual expenses will be billed in addition to the $6,000. If the City
chooses to add the Assessment Center option, the fees and expenses for this will be billed separately.
Payment for Fees and Services
Professional fees and expenses will be invoiced as follows:
1st Payment: 1/3 of the Recruitment Fee (invoice sent upon acceptance of our proposal).
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2nd Payment: 1/3 of the Recruitment Fee and expenses incurred to date (invoice sent following the
recommendation of candidates).
Final Payment: 1/3 of the Recruitment Fee and all remaining expenses (invoice sent after recruitment is
completed).
Recruitment expenses and the costs for printing the Recruitment Brochure will be itemized in detail.
Payment of invoices is due within thirty (30) days of receipt (unless the client advises that its normal
payment procedures require 60 days.)
Philosophy
Executive search is an important decision-making process for an organization and our primary goal is to
provide our client with the information to make the best hiring decision. Our firm’s executive recruitment
philosophy embraces a professional process of integrity, trust, and respect toward all parties involved, and
complete commitment toward meeting the expressed needs and desires of our client. All of our services
are handled by principals of the firm who have established and well-regarded reputations in the search
field, as well as actual operating experience in the public management fields in which they now consult.
Each has impeccable professional credentials and unblemished personal reputations. Keeping both our
client and prospective candidates informed on the status of the recruitment on a regular basis is also an
important part of our recruitment process. Our work is carried out in an open manner with particular attention
given toward seeking out critical factors of a client’s organization and governance, and utilizing such
information respectfully and discreetly in seeking out candidates who truly have the ability to meet the
expectations and needs of the client—working strenuously in developing a fully qualified, “best match”
candidate pool for client consideration. Our process includes assistance in the critical final interview and
selection phases of the recruitment, and availability to both client and candidate for months following the
appointment. Our process was developed and refined over the years to meet the special, and often unique,
needs and circumstances facing our local government, public management, and related not-for-profit
clients.
GovHR Guarantee
It is the policy of GovHR to assist our clients until an acceptable candidate is appointed to the position.
Therefore, no additional professional fee would be incurred should the City not make a selection from the
initial group of recommended candidates and request additional candidates be developed for interview
consideration. Additional reimbursable expenses may be incurred should the situation require consultant
travel to City of Evanston beyond the planned four visits.
Upon appointment of a candidate, GovHR provides the following guarantee: should the selected and
appointed candidate, at the request of the City or the employee’s own determination, leave the employ of
the City within the first 24 months of appointment, we will, if desired, conduct one additional recruitment for
the cost of expenses and announcements only, if requested to do so within six months of the employee’s
departure.
In addition, in accordance with the policy of our firm as well as established ethics in the executive search
industry, we will not actively recruit the placed employees for a period of five years.
Why Choose GovHR?
We ask you to consider the following as you deliberate:
We are a leader in the field of local government recruitment and selection with experience in more
than 24 states, in communities ranging in population from 1,000 to 1,000,000. More than 28% of
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our clients are repeat clients showing a high level of satisfaction with our work. We encourage you
to call any of our previous clients.
We are committed to bringing a diverse pool of candidates to your recruitment process. We network
extensively with state, city and county management associations, attending more than 20 state and
national conferences each year. In addition, we support and attend the meetings of Women
Leading Government, the International Hispanic Network, the California Network of Asian Public
Administrators, and the National Forum for Black Public Administrators.
We conduct comprehensive due diligence on candidates. Before we recommend a candidate to
you, we will have interviewed them via Skype, conducted reference calls, and media and social
media searches. Our knowledge of local government ensures that we can ask probing questions
that will verify their expertise.
We are your partners in this important process. You are welcome to review all the resumes we
receive, and we will share our honest assessment of the candidates.
Our goal is your complete satisfaction. We are committed to working with you until you find the
candidate that is the best fit for your position.
We believe we have provided you with a comprehensive proposal; however, if you would like a service that
you do not see in our proposal, please let us know. We can most likely accommodate your request.
This proposal will remain in effect for a period of six months from the date of the proposal. We look forward
to working with you on this recruitment and selection process!
Sincerely,
Heidi J. Voorhees
President
GovHR USA
Attachment: Consultant Biography
ACCEPTED BY THE CITY OF EVANSTON, ILLINOIS
BY:
TITLE:
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CONSULTANT BIOGRAPHIES
JOSEPH A. DE LOPEZ
Vice President
Joseph A. De Lopez is a Vice President with GovHR USA, and an experienced and professional public
safety executive and consultant. He has over 41 years of progressively responsible experience covering
the spectrum of police management, to include administration, policy development, training, organizational
analysis, security risk assessment, expert witness testimony and executive screening activities.
He was formerly the Vice Chancellor for Safety and Security for the City Colleges of Chicago. He was hired
by the City Colleges in 2011 to coordinate the centralization and re-organization of the Office of Safety and
Security. The City College of Chicago system is comprised of eight primary locations and six satellite
locations serving a student population of approximately 120,000. These campuses are located throughout
metropolitan Chicago, and are as diverse as the city itself. The Office of Safety and Security provides all
the public safety needs of the City College system through the employment of a combination of off-duty and
retired members of the Chicago Police Department, the Illinois State Police Department and the Cook
County Sheriff’s Department. As Vice Chancellor, Mr. De Lopez developed a plan to transition the Office of
Safety and Security to a State Certified Police Department. He also implemented procedures to
standardize and integrate security technology solutions, and implemented numerous programs and policies
to enhance the safety on all of the campuses.
Mr. De Lopez also served as the Chief of Police in Winnetka, Illinois, a community of 12,500 residents 14
miles from downtown Chicago along the shores of Lake Michigan. He was hired as Chief in March of 2002.
The Winnetka Police Department had a complement of 36 personnel, and a total budget of approximately
$6.3 million. The Department has been nationally accredited by the Commission on Accreditation for Law
Enforcement Agencies. During his tenure as Chief in Winnetka, De Lopez re-organized the Police
Department, enhanced training of his personnel through a collaborative effort with Oakton Community
College and the Northeastern Illinois Public Training Academy (NIPSTA), where he served in roles as
President, Vice-President and as an Officer of the NIPSTA Foundation.
Mr. De Lopez also had a distinguished 31 year career with the Chicago Police Department, rising through
the ranks to become Deputy Superintendent. As the Deputy Superintendent of the Bureau of Technical
Services for the Chicago Police Department Mr. De Lopez commanded a bureau that was comprised of the
police department’s Communication Division, Electronics and Motor Maintenance Division, Evidence and
Recovered Property Section, and General Support Division. His duties included coordinating police
communications issues and needs with the Chicago Office of Emergency Communications, which included
the city’s Alternate Response Program.
Mr. De Lopez has also been qualified as an expert witness in Federal Court for police operations and
administrative matters, and has served as a promotional and executive search assessor for the International
Association of Chiefs of Police, Metro Dade Police Department, Illinois State Police, Cook County
Department of Personnel, and the Chicago Police Department.
Professional Education, Training and Instruction
• Bachelor’s degree in Management, University of Illinois at Chicago, IL
• Master’s degree in Criminal and Social Justice, Lewis University, IL
• Police Administration at the Traffic Institute of Northwestern University
• Senior Management Institute for Police in Boston
• Northwestern University’s Executive Management Program
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• City of Chicago Intergovernmental Executive Development Program
• Federal Bureau of Investigation Law Enforcement Executive Development Program (LEEDS)
Memberships and Affiliations
• Former President for Northeastern Illinois Public Safety Training Academy (NIPSTA)
• NIPSTA Foundation Board of Directors
• International Association of Chiefs of Police
• Illinois Association of Chiefs of Police
• Illinois Police Association
Awards
• Numerous Professional, Civic and Community Awards
Local Government Professional Background:
Over 41 years of police management, administration, policy development, training, expert witness
testimony and executive screening activities
• Senior Security Consultant, Elert & Associates 2013-Present
• Vice Chancellor, City Colleges of Chicago 2011-2013
• Chief of Police, Village of Winnetka, IL 2002-2009
• Deputy Superintendent and various Command Positions,
Chicago Police Department 1971-2002
LEE McCANN
Vice President
Lee McCann is a Vice President – Midwest Region for GovHR USA, and has over 36 years of active public
safety experience. He works on executive search and general management consulting projects.
Following his honorable discharge from the United States Army, Mr. McCann began his career in local law
enforcement as a patrol officer in Evergreen Park, Illinois. He rose through the ranks of that agency,
attaining the highest merit position, Lieutenant, in less than ten years. In 1982 he was named Chief of Police
in Buffalo Grove, Illinois and served as Chief of Police in Buffalo Grove & Skokie, Illinois for the next 23
years. While serving in Buffalo Grove, he led the police department in becoming one of the first 50 law
enforcement agencies in the nation to be accredited.
Mr. McCann accepted numerous leadership roles with intergovernmental agencies during his tenure as
Chief of Police. He helped found and manage the Lake County (Illinois) Major Crimes Task Force, served
as Chairman of the Executive Committee of the Northwest Central Dispatch System and was President of
the Northern Illinois Police Crime Laboratory. He was Secretary of the Executive Board of the Northwest
Police Academy for ten years, and was also President of the Northern Illinois Police Alarm System - a
mutual aid organization that provides manpower and other specialized services to member agencies during
disaster and other emergency situations. During the five years he served as President of this organization,
Mr. McCann oversaw a 100% growth in membership to over 80 law enforcement agencies serving a
population of approximately 1,000,000 people.
Mr. McCann's consulting experience includes general police management studies, executive search &
recruiting assignments, and service as on-site assessment team leader for the Commission on
Accreditation for Law Enforcement Agencies since 1987. He also is a member of several professional
organizations and has served on the governing boards of civic and charitable organizations such as OMNI
Youth Services, United Way and as chairman of the Regional Action Planning Project, a local initiative to
suppress street gang activity.
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Mr. McCann is a graduate of the F.B.I. National Academy, the Illinois Law Enforcement Executive Institute,
and Chicago State University.
Professional Education, Training and Instruction
• FBI National Academy
• Illinois Law Enforcement Executive Institute
• Chicago State University
Memberships and Affiliations
• Helped found and Manager - Lake County (Illinois) Major Crimes Task Force
• Former Chairman of the Executive Committee of the Northwest Central Dispatch System
• Former President of the Northern Illinois Police Crime Laboratory
• Former Secretary of the Executive Board of the Northwest Police Academy
• Former President of the Northern Illinois Police Alarm System
• Former Governing Boards of OMNI Youth Services
• Former Governing Board of United Way
• Former Chairman of the Regional Action Planning Project
Local Government Professional Background
Over 36 years of active public safety experience
• Chief of Police, Skokie, IL
• Chief of Police, Buffalo Grove, IL
• Lieutenant and Various Command Positions, Evergreen Park, IL
HEIDI J. VOORHEES
President
Heidi Voorhees is the president and co-owner of GovHR USA, and possesses more than 30 years of
collective experience working in local government. She has served as both a municipal leader and partner
with local governments and nonprofits, handling executive search and management consulting. Heidi’s
exceptional communication style and lasting relationships have positioned her as a widely-respected leader
in her field across the U.S. She is deeply focused on understanding the culture of each organization that
GovHR USA serves.
Executive searches conducted by Heidi for GovHR USA are uniquely tailored around clients, and achieved
through consensus-building and decision making with a wide range of community leaders. This in-depth
and thorough consulting method sets Heidi apart from others in her industry; she leads executive talent
searches that expertly identify imperative skill-sets, and provide a robust match for core values and
professional environment.
The crucial ability to understand the needs, challenges and perspectives within clients’ organizations are
ingrained in Heidi’s fundamental strengths; she works in a highly-effective manner with elected and
appointed officials to assist them in making critical personnel decisions. Through this exemplary approach,
she understands the intricacies that exist within organizations and communities. Realizing the importance
of her clients’ human resource and executive management needs, Heidi works tirelessly to advise and
consult, so that she can strategically connect the best talent available with her clients.
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Heidi is extremely passionate about her commitment to advancing women and minorities in local
government, which is also a strong emphasis of GovHR USA. She believes in conducting extensive
outreach in the search for talented individuals which results in highly qualified candidates from all
backgrounds.
Professional Education, Training and Instruction
• Bachelor of Science degree in Political Science, Illinois State University, IL
• Master’s degree in Public Affairs from the School of Public and Environmental Affairs, Indiana
University, IN
• Fellow at Eli Lilly State and Local Government Fellowship Program
• Distinguished Alumnus
Professional Development and Speaking Engagements
• Trainer/Speaker on Recruitment Selection: Legacy Project Annual Conference, International City
and County Management Association annual conference, Illinois City and County Management
Association (ILCMA) conference, Wisconsin City and County Management Association
conference, Michigan Municipal Executives, Ohio City and County Management Association,
American Public Works Association–Chicago Metro Chapter, Illinois Association of Municipal
Management Assistants, Northern Illinois University Civic Leadership Program, and Great Lakes
Leadership Academy
• Former Adjunct Instructor: Center for Public Safety, Northwestern University Campus
• Former Instructor: Master’s Degree Program in Public Policy and Administration, Northwestern
University
• Former Trainer: Executive Management Program on Management, Community Relations, and
Organizational Culture for Law Enforcement
Memberships and Affiliations
• Co-founder of The Legacy Project, an organization dedicated to advancing women in Illinois local
government
• Chicago Metropolitan Managers’ Association, Past Board Member
• Illinois City and County Management Association (ILCMA), Past Board Member
• International City and County Management Association (ICMA), Member
• Leadership Greater Chicago Program, Past Participant
• Active Rotarian for 26 years, Charter Member for Wilmette Harbor Rotary
Local Government Professional Background:
19 Years of Local Government Leadership and Management
• Village Manager, Village of Wilmette, IL 1990-2001
• Assistant Village Manager, Village of Wilmette, IL 1986-1990
• Assistant to the Village Manager, Village of Schaumburg, IL 1984-1986
• Budget Analyst, City of Kansas City, MO 1983-1984
• Cookingham-Noll Fellow, City of Kansas City, MO 1982-1983
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For City Council meeting of July 30, 2018 Item SP6
Affordable Housing Work Plan Updates
For Action: Accept and Place on File
To: Honorable Mayor and Members of the City Council
From: Johanna Leonard, Community Development Director
Sarah Flax, Housing and Grants Administrator
Savannah Clement, Housing Policy and Planning Analyst
Subject: Affordable Housing Work Plan Progress to Date
Date: July 26, 2018
Recommended Action:
Staff submits a report to City Council with updates on the Inclusionary Housing
Ordinance Subcommittee, other sources of revenue for the Affordable Housing Fund,
the rental of accessory dwelling units, the three-unrelated occupancy rule, landlord-
tenant services, the Landlord Rehabilitation Assistance Program and a housing plan
scope of work.
Funding Source: N/A
Livability Benefits:
Built Environment: Support housing affordability; provide compact and complete streets
and neighborhoods; and
Equity & Empowerment: Ensure equitable access to community benefits, and support
poverty prevention and alleviation.
Summary:
Inclusionary Housing Ordinance Subcommittee
The Subcommittee met on January 17th, February 7th, and July 24th. In the July 24th
meeting, Subcommittee members reviewed and discussed revisions to the Inclusionary
Housing Ordinance. It will meet one more time in late August to finalize revisions to the
IHO, before the updated version is sent to City Council for discussion and approval in
September. Staff will provide an overview of the revisions at the July 30th City Council
meeting.
Additionally, the City hosted a Housing Finance Workshop Panel Presentation on May
30, 2018 to provide clarity around the opportunities and challenges with developing
multifamily rental and inclusionary housing. The presentation and video recording are
provided as resources for residents to access on the City’s website.
Memorandum
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Sources of Revenue for the Affordable Housing Fund
In addition to discussing revisions to the Inclusionary Housing Ordinance, the IHO
Subcommittee is tasked with reviewing additional funding sources for the Affordable
Housing Fund. At the July 24th meeting, the Subcommittee discussed various methods
for generating new, steady streams of revenue. Alderman Wilson, chair of the
Subcommittee, requested that staff add sources of revenue to the July 30th City Council
agenda for discussion. More information on potential funding sources can be found in
the attachments.
Rental of Coach Houses/Accessory Dwelling Units
City Council approved the rental of coach houses to non-family members at its meeting
on May 14, 2018. Since then, Community Development staff have been working with
Property Standards and Public Works staff to establish a process to identify, inspect,
determine occupancy, and register existing coach houses/accessory dwelling units.
Staff anticipates opening the annual rental registration for existing coach houses and
ADUs in the third quarter of 2018.
In addition, staff has proposed undertaking a comprehensive review of the zoning code
to facilitate the development of new accessory dwelling units in order to create more
housing options for older adults, people with disabilities and families. Staff is working
with the Metropolitan Mayors Caucus on an AARP grant, “Granny Flat Academy,” to
provide community education and engagement about ADUs, with the goal of developing
a draft ADU ordinance for joint review by the Plan Commission and the Housing and
Homelessness Commission. The draft ordinance could follow the AARP Model State
Act and Local Ordinance provided to City Council on April 30, 2018.
Occupancy 3-Unrelated
Staff seeks direction on next steps to address the occupancy limit for residential
dwelling units of no more than three unrelated persons. At its meeting on October 30,
2017, City Council referred this to the Planning and Development Committee. At its
meeting on January 8, 2018, the Planning and Development Committee requested a
white paper on rooming houses. At the January 29 and April 30 City Council meetings,
the need to address occupancy standards was discussed. The item was referred to the
Planning and Development Committee for discussion on May 14th, and was held in
Committee.
Landlord-Tenant Services
The City issued a Request for Applications (RFA) for landlord-tenant services on June
28, 2018. Staff expects to bring a recommendation for a 12-month contract to the
Housing and Homelessness Commission, followed by City Council, for approval in
September. The 12-month contract would begin on October 1, 2018.
Landlord Rehabilitation Assistance Program
City Council approved funding and guidelines for a pilot Landlord Rehabilitation
Assistance Program (LRAP) on March 12, 2018. Staff is working to finalize the program
agreement, and has had initial conversations with landlords interested in the program.
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Affordable Housing Plan Scope of Work
At its April 30th meeting on affordable housing, City Council directed staff to develop a
scope of work for the Housing and Homelessness Commission in the development of a
comprehensive housing plan. Staff proposes using the six planning principles in the
American Planning Association’s Policy Principles for the Nation’s Housing Crisis as a
framework for the City’s Affordable Housing Plan. In addition, staff proposes seeking
technical assistance from CMAP, MPC and the Metropolitan Mayors Caucus through
their Homes for a Changing Region. The targeted completion date for a draft plan is
March 31, 2019. More information can be found in the attached memo and draft outline.
Staff seeks direction on next steps from City Council.
Attachments:
● AHF sources of revenue memo with attachments
● Affordable housing plan scope of work memo with attached outline
● Affordable housing updates chart
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For City Council meeting of July 30, 2018 Attachment to Item SP6
Additional funding sources for Affordable Housing Fund
For Discussion
To: Honorable Mayor and Members of the City Council
From: Johanna Leonard, Community Development Director
Sarah Flax, Housing and Grants Administrator
Savannah Clement, Housing Policy and Planning Analyst
Subject: Additional possible sources of revenue for Affordable Housing Fund
Date: July 26, 2018
Recommended Action:
Staff has provided in this memorandum potential methods for increasing revenue for the
Affordable Housing Fund, for discussion.
Funding Source: N/A
Livability Benefits:
Built Environment: Support housing affordability; provide compact and complete streets
and neighborhoods; and
Equity & Empowerment: Ensure equitable access to community benefits, and support
poverty prevention and alleviation.
Summary:
In addition to recommending revisions to the Inclusionary Housing Ordinance to
improve its effectiveness at generating on-site affordable units, the IHO Subcommittee
is tasked with evaluating ways to generate additional revenue for the Affordable
Housing Fund to fund strategies to address affordable housing needs. Currently,
Affordable Housing Fund revenues are from the demolition tax on residential properties
and developer contributions from projects that were approved before and after the 2016
amended Inclusionary Housing Ordinance.
Building Permit Fees
One method the City could examine is increasing the building permit fees to generate
revenue for the Affordable Housing Fund. The City’s revenue from building permits
varies from year to year. From 2014-2017, the City received an average of $7.3 million
each year from building permits. There are several different types of permits and fees,
and fees are calculated differently depending on the valuation of the project. Some of
the permit fees were increased in 2017. Ordinance 125-O-17 provides in depth
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guidance on the City’s permit fee schedule (attached). If, for example, the City raised
the permit fees by 5% across the board that would result in approximately $365,000 of
additional revenue each year for the Affordable Housing Fund (based on the $7.3
million average).This fee would be waived on IHO covered developments and non-
covered developments that meet or exceed the requirements of the IHO. Assessing a
fee for affordable housing on developments that are not covered by the IHO and do not
provide affordable housing would more equitably spread the costs of providing
affordable housing among all types of development.
Increase Demolition Tax
Currently, the City charges $10,000 when a housing unit is demolished or $3,000 per
unit for multi-family structures, whichever is greater. This tax is one of the existing
funding sources for the Affordable Housing Fund. Still, demolitions in Evanston are
infrequent and do not generate substantial or consistent amounts of revenue.. Over the
past several years, the City has received an average of approximately $50,000 per year
from demolitions. The demolition tax has not been increased since its inception in 2006.
The City could increase it in order to produce some additional revenue from this source.
Consideration could be given to varying the amount of the tax based on what is being
constructed following demolition, e.g., if a modest single family house is demolished and
replaced by a significantly larger home, the tax would be higher than if replaced by a
house of similar size.
Hotel/Motel Tax
The City could examine raising the hotel/motel tax, which is presently set at 7.5%. The
revenue from this tax was used to fund the Economic Development Fund but now goes
into the General Fund. If the City increased the tax, the additional revenue generated
could be directed to the Affordable Housing Fund.
Short-term Rental/Airbnb Tax
San Diego recently instituted an affordable housing fee of $3.96 for whole home short-
term rentals and $2.73 for those renting out a room in their homes while they are
present. This is in addition to a $949 annual licensing fee for whole home short-term
rentals that will be used to fund new code enforcement positions. The rationale for a tax
on short-term rental of dwelling units is that it exacerbates the shortage of housing units
and drives up costs for permanent residents.
Attachments:
● Affordable Housing Fund 2017 Revenues and Expenses, 2018 Commitments
● Revenue from building permits 2014-2017
● 125-O-17 Permit Fee Schedule
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Cash 1,138,352.94$
Investments 369,293.94$
Total Cash*1,507,646.88$
Revenues 2017 Budget FY2017 Actual FY2018 Budget
Loan Repayment 5,600.00$ 8,055.51$ 5,600.00$
Demolition Tax 50,000.00$ 97,000.00$ 50,000.00$
Developer Contribution**125,000.00$ 325,000.00$ 325,000.00$
Investment income/interest 230.00$ 5,622.88$ 230.00$
Total Income 180,830.00$ 435,678.39$ 380,830.00$
Expenses
2017 Committed
Expenses
2017 Expended
estimated 2018 Budget
Staff salaries & benefits 63,452.00$ 63,452.00$ 92,963.00$
HMIS grant 18,500.00$ 18,500.00$ 18,500.00$
Landlord-Tenant Services 40,500.00$ 40,500.00$ 41,000.00$
IHO Waitlist Management 20,778.00$ 10,389.00$ 31,389.00$
CPAH 2-unit rental project 314,491.00$ 165,000.00$ 149,491.00$
Handyman Program 50,000.00$ 21,187.64$ 28,812.36$
Senior Bridge housing 10,000.00$ -$ 10,000.00$
Emergency Hotel Stays 17,500.00$ 3,797.50$ 13,702.50$
2005 Grey Ave acquisition 48,000.00$ 47,007.97$ -$
Title searches - NCB properties 8,000.00$ 6,246.95$ 5,000.00$
Other program costs 2,500.00$ 642.34$ 28,442.14$
Total Expenses 593,721.00$ 376,723.40$ 419,300.00$
**Resolution 40-R-15 designated the $400,000 donation to AHF from 1571 Maple Ave
development for acquisition of housing units in the City's downtown districts as
affordable rental by a non-profit housing developer. First payment of $200,000 was
received in 2017 and the second payment is anticipated in 2018.
*Includes $305,627.96, the City's share of the assets of the Evanston Housing
Corporation that was dissolved in 2017.
AHF Cash Balance - December 31, 2017
CITY OF EVANSTON AFFORDABLE HOUSING FUND
January 16, 2018 (unaudited)
2017 Revenues & Expense and 2018 Commitments
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Permit Type Year 2014 Year 2015 Year 2016 Year 2017 Total Percent Average Percent
Accessory Structure 42,732.27$ 74,816.89$ 42,183.22$ 45,414.82$ 205,147.20$ 0.70%51,286.80$ 0.70%0.70%
Addition Commercial 134,928.10$ 80,231.28$ 1,835,869.96$ 1,214,307.44$ 3,265,336.78$ 11.15%816,334.20$ 11.15%
Addition Residential 642,907.58$ 310,800.22$ 190,414.28$ 406,996.00$ 1,551,118.08$ 5.30%387,779.52$ 5.30%
New Commercial 4,095,453.49$ 1,657,451.13$ 4,590,915.41$ 2,486,767.51$ 12,830,587.54$ 43.81%3,207,646.89$ 43.81%
New Residential 1,109,571.88$ 245,687.89$ 185,199.95$ 95,753.68$ 1,636,213.40$ 5.59%409,053.35$ 5.59%
Remodel Exterior 730,658.43$ 474,763.79$ 623,954.24$ 372,147.11$ 2,201,523.57$ 7.52%550,380.89$ 7.52%
Remodel Interior Only - Commercial N/A N/A N/A 263,266.43$ 263,266.43$ 0.90%65,816.61$ 0.90%
Remodel Interior Only 1,166,262.80$ 2,315,525.42$ 1,425,216.85$ 1,861,426.70$ 6,768,431.77$ 23.11%1,692,107.94$ 23.11%
Remodel Kitchen-Bath 134,443.41$ 107,460.87$ 153,978.85$ 168,009.83$ 563,892.96$ 1.93%140,973.24$ 1.93%
Total Permit Fees Collected 8,056,957.96$ 5,266,737.49$ 9,047,732.76$ 6,914,089.52$ 29,285,517.73$ 100.00%7,321,379.43$ 100.00%100.00%
49.40%
33.45%
16.45%
2014-2017 Permit Fees by Permit Types for New Building Construction or Remodeling Existing Building
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For City Council meeting of July 30, 2018 Item
Affordable Housing Plan Scope of Work
For Discussion
To: Honorable Mayor and Members of the City Council
From: Johanna Leonard, Community Development Director
Sarah Flax, Housing and Grants Administrator
Savannah Clement, Housing Policy and Planning Analyst
Subject: Affordable Housing Plan Scope of Work
Date: July 26, 2018
Recommended Action:
The Housing and Homeless Commission and staff seek direction on next steps on the
development of an affordable housing plan, based on the information provided below
and the attached draft scope of work outline. The targeted completion date for the plan
is March 31, 2019.
Funding source:
Funding for external costs relating development of the plan would be from the
Affordable Housing Fund, 250.21.5465.62490, Other Program Costs. The Affordable
Housing Fund has an uncommitted balance of approximately $600,000.
Livability Benefits:
Built Environment: Support housing affordability;
Equity & Empowerment: Ensure equitable access to community benefits, and support
poverty prevention and alleviation.
Discussion:
To address the 2018 City Council goal to Expand Affordable Housing Options, staff
undertook a comprehensive review of housing in Evanston that is affordable to
households with incomes ≤ 120% of the area median income (AMI), researched
strategies to develop housing options and proposed a wide range of strategies to
address unmet housing needs. Initiatives underway or in development include: rental of
coach houses to non-family members of the occupants of the primary dwelling unit,
revising the Inclusionary Housing Ordinance to more effectively generate on-site units,
zoning changes for Accessory Dwelling Units and small lot homes, and additional
sources of revenue for the Affordable Housing Fund. At its April 30 meeting on
Memorandum
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affordable housing, Council directed staff to develop a scope of work for the Housing
and Homelessness Commission in the development of a comprehensive housing plan.
Staff proposes using the six planning principles in the American Planning Association’s
Policy Principles for the Nation’s Housing Crisis as a framework for the City’s Affordable
Housing Plan. These strategies acknowledge that solving the affordable housing crisis
is beyond the capacity of individual municipalities, and are intended to break down local,
state and federal barriers to more housing choice. See attached scope of work.
The City’s recent affordable housing and homelessness plans, 2009 Plan for Affordable
Housing and 2012 Heading Home: Working to End Homelessness, were developed
over an almost two-year period by task forces appointed by the Mayor. Because
substantial background information and strategy development for a comprehensive
housing plan is contained in the Affordable Housing White Paper, Needs Assessment,
and memos on individual housing strategies provided since October 2017, staff
proposes seeking technical assistance from CMAP, MPC and the Metropolitan Mayors
Caucus through Homes for a Changing Region for sub-regional and local housing
planning to municipalities in their service area to conduct the remaining research and
draft the plan with a completion date of March 31, 2019. Staff expects to be able to
determine whether or not CMAP has the capacity to assist with development of a plan
by September 30, 2018. If not, a consultant would be contracted for this work. A
steering committee of housing experts, HHC, community members and stakeholders
could be formed to oversee the planning process.
Community buy-in and support is key to the success of any plan to address affordable
housing needs in Evanston. The primary role proposed for the Housing and Homeless
Commission in the development of the City’s Affordable Housing Plan is to inform and
engage residents and stakeholders throughout its development. A variety of strategies
could be used to accomplish this, including public meetings on specific topics similar to
the Housing Finance Panel Presentation held on May 30, 2018. Topics could be
included on the monthly HHC agenda or in special meetings held in place of or in
addition to standing monthly meetings.
Example: MMC recently received a grant from AARP’s Community Challenge
to provide “Granny Flat Academies” in municipalities that are developing
ordinances to facilitate development of Accessory Dwelling Units. HHC could
take the lead in organizing this, working with MMC and staff.
Illinois Housing Development Authority Communications and Community
Outreach staff will tailor a presentation about the range of grants and
programs in the IHDA Toolbox designed to address different housing
challenges, from understanding Low Income Housing Tax Credits to
homebuyer programs.
Attachment:
Affordable housing plan scope of work outline
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CITY OF EVANSTON AFFORDABLE HOUSING PLAN
DRAFT SCOPE OF WORK
Plan Structure: Use the American Planning Association’s six principles provided in its Action Agenda to
guide planners, developers, policy makers, and advocates in addressing Evanston’s critical housing
issues:
Modernize State Planning Laws: Update state laws to promote local planning efforts and provide
housing resources to solve our most pressing affordability challenges.
Reform Local Codes: Modernize codes and rules to respond to the growing need for more
housing — no matter the type or cost.
Promote Inclusionary Growth: Provide everyone with a fair opportunity to access affordable
housing and economic prosperity, while addressing the effects of gentrification.
Remove Barriers to Multifamily Housing: Adopt local plans that not only expand family housing
choices but also make them easier and more affordable to access.
Turn NIMBY into YIMBY: Transform community engagement and involve everyone in the
planning process from the start.
Rethink Finance: Promote innovative thinking about how to fund affordable housing in the
future.
With these policy principles, the City can advance strategies that will allow it to address changing
demographics and needs. The following strategies provided by the APA are intended to break down
local, state and federal barriers to more housing choice:
Remove INSTITUTIONAL BARRIERS in zoning codes, funding programs and lending practices;
Ensure AFFORDABILITY by facilitating the production of housing at all price points;
Promote DIVERSITY by producing a wide variety of housing types and formats;
Ensure EQUITY in the distribution of affordable units; and
Ensure adequate FUNDING from both public and private sources.
Plan Components and target dates:
Background – October 31, 2018:
o Progress against goals of 2009 Plan for Affordable Housing and 2011 Heading Home:
Working to End Homelessness
o Needs assessment by market segment (current and projected)
Strategies by market/income segment with unit/HH targets – October 31, 2018
Draft recommendations for input from residents and stakeholders – December 31, 2018
Identify resources and timeframe to implement each strategy – February 28, 2019
Draft plan for review by Steering Committee and HHC – February 28, 2019
Plan to City Council – March 31, 2019
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Quarterly Updates on City Council Goal: Expand Affordable Housing Options in Evanston
Goal Activity 10/30/17
Meeting
01/29/18
Meeting
04/30/18
Meeting
07/30/18
Meeting Status
Create new housing
opportunities
Allow rental of existing coach houses to
non-family members X X X X
Process to identify, inspect, determine maximum occupancy, and
register existing coach houses/ADUs is being coordinated with
annual rental registration starting in Q3 2018.
Comprehensive review of zoning code to
allow for the creation and rental of new
accessory dwelling units
X X X
Community education and engagement with Metropolitan
Mayors Caucus and AARP grant; develop ADU ordinance draft for
joint review by Plan Commission and Housing and Homelessness
Commission
Revise zoning code to allow for construction
of small lot housing X X X RFP for development of 2122 Darrow Avenue property as test
Amend occupancy standards (3-Unrelated) X X Discussed at P&D on 5/14/18. Staff seeks direction from Council
on next steps
Explore expansion of alternate housing
forms including rooming houses and co-
housing
X X Staff seeks direction from Council on next steps
Increase affordable
units in market rate
developments
Amend the Inclusionary Housing Ordinance
to incentivize onsite units more effectively X X
IHO Subcommitte met 01/17/18, 02/07/18, and 07/24/18;
Housing Finance Workshop held 5/30/18; the Subcommittee will
meet one more time in late August to finalize revisions to the IHO
before going to Council for approval in SeptemberExpand revenues for
affordable housing
Raise the IHO fee-in-lieu X
Increase the demolition tax X
Explore additional revenue sources such as
impact fees, RETT and permit fees X
Create pathways to
homeownership
ETHS Geometry in Construction X X IGA with ETHS approved on 4/30/18. 1729 Dodge Ave acquired as
site for 2018-19 GIC home site
Leverage external resources for homebuyer
assistance X ü Schedule a presentation by Illinois Housing Development
Authority about home buyer programs in Q3 or Q4 2018
Expand development
of income-restricted
rental units
Leverage external resources to develop
housing for low income and special needs
residents
X X
Perlman expansion project proposed by the Housing Authority of
Cook County; 80 units of mixed income housing for seniors and
persons with disabilities
Leverage City-owned land for affordable
housing development X X X
Assess potential for affordable and/or mixed income housing
development on City-owned property such as underused parking
lots
Preserve affordable
housing
Landlord Rehabilitation Assistance Program X X X
Finalize project agreement and launch program. Hold a workshop
for property owners to explain Landlord Assistance and CDBG
Housing Rehab programs in Q3 2018
Handyman Program X Renewed funding from AHF in teh amount of $35,000 on 6/XX/18
Maintain and expand
rent subsidies for low-
income households
Evanston Rental Assistance Program X X
Next steps pending IHO subcommittee recommendation on
generating additional revenues for Affordable Housing Fund
HOME Tenant-Based Rental Assistance X Renewal program approved by HHC on 7/25/18 and will go to
P&D on 8/13/18
Review changes to General and Emergency
Assistance Programs
Expand programs to
overcome barriers to
rental for low income
households
Landlord-Tenant education and assistance X
Applications for landlord-tenant services due 7/31/18;
recommendation to City Council in September 2018.
Pilot Landlord Mitigation Fund X
Explore rehab program for landlords that
rent to low-income Households, households
receiving subsidies, or other barriers
X See Landlord Assistance Program above
Comprehensive
Housing Plan
Scope of work for Housing and
Homelessness Commission X X X
Draft scope of work for Housing and Homelessness Commission
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For City Council meeting of July 30, 2018 Item SP7
TBRA Renewal Funding Application
For Action
To: Honorable Mayor and Members of the City Council
From: Johanna Leonard, Community Development Director
Sarah Flax, Housing and Grants Administrator
Savannah Clement, Housing Policy & Planning Analyst
Subject: Tenant-Based Rental Assistance Program Renewal Funding
Date: July 25, 2018
Recommendation Action:
The Housing and Homelessness Commission and staff recommend approval of a
funding renewal of $300,000 in HOME funds to continue the current Tenant-Based
Rental Assistance (TBRA) program, administered by Connections for the Homeless.
The funding will provide stable housing for two years to up to ten at-risk Evanston
families with children under the age of 18 in Evanston that are underemployed, and
break the cycle of poverty and instability by developing the capacity to earn a living
wage to support their families and afford market rate rental housing. The increase in
funding from $250,000 to $300,000 is due to the increasing costs to rent in Evanston.
Funding Source:
Funding is from the HOME Investment Partnerships Program, Account
240.21.5430.65535. Currently, the City has a total of $474,275.33 in available
uncommitted HOME funds.
Livability Benefits:
Built Environment: Support housing affordability;
Equity & Empowerment: Ensure equitable access to community benefits, and support
poverty prevention and alleviation.
Discussion:
Renewal funding for the TBRA program is consistent with the goals listed in the City’s
2018 Action Plan, which was approved by City Council on May 29, 2018.
Continuation of TBRA is based on the need and the current program’s success. The
need for housing and other supports for at-risk families has grown due to state
budgeting issues and recent cuts to federal programs including the Housing Choice
Voucher program. That program has lost $228 million nationally from 2010 to 2016
causing tens of thousands of families to lose rental assistance. Furthermore, rents have
continued to increase both nationally and locally, while incomes have remained
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stagnant. As a result, there is a considerable need for rental assistance programs in
order to help households achieve housing stability, self-sufficiency, and break the cycle
of poverty.
The City allocated $500,000 to the program in 2013, and $250,000 to the program in
2016, and $250,000 again in 2017. The money allocated in 2013 funded the program
which officially began in 2014 and provided 24 months of rental assistance for 22
families. The $250,000 allocated in 2016 provided two years of rental assistance for ten
families. Three families have already left the program for various reasons, and the
remaining families will graduate sometime in 2018. The $250,000 allocated in 2017 is
providing two years of rental assistance to ten families that will graduate in 2019. The
household sizes for the 17 families currently enrolled are provided in the table below.
Household Size Number of Households
Two people 2
Three people 8
Four people 1
Five people 4
Six people 2
Total people in program 64
Connections for the Homeless has reported the following outcomes for the 2016/2017
TBRA cohorts:
• 100% (45) of the TBRA children have stayed in their schools and passed to the
next grade level
• Of the 19 TBRA adults, nine are in school, one finished school, 11 are working
full-time jobs and three are working part-time jobs
• Of the eight families that will graduate from TBRA in the coming months, five will
stay on their current leases, one is moving to another state for a job opportunity,
and the other two are still deciding where they will live after the program
• Two families have moved out of the current TBRA program; they both moved out
of state to better meet the needs of their families – one moved permanently with
family in another state, and the other moved to another state for more housing
opportunities
In addition, Connections has also recently learned that a family from the original TBRA
program funded in 2013 was able to remain on their lease in Evanston, and is now
moving out to buy a house
Connections currently receives approximately $1,041/month per household for TBRA
($250,000 for 10 families for 24 months of rent). The average rent for a TBRA family is
$1,478/month, or approximately $393 per person/month. TBRA families do contribute
30% of their income to rent, which sometimes offsets the difference between what
Connections receives for the program and how much it pays for rent. However, in the
initial months of the program, the TBRA funds sometimes pay the entire cost of rent, in
addition to paying security deposits, since many families have very little or no income
when they first enter the program.
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As shown in the diagram below, rental costs in Evanston have steadily increased from
2014/15 to 2017.
For the mostly high end portion of the Evanston apartment market tracked by CoStar, this chart
shows the change in rent rates over the last decade. Note that downtown apartments are
included in the citywide figures.
There are currently three families on the TBRA waitlist that were referred by social
workers from Districts 65 and 202. In addition, Connections had roughly 45 calls into its
intake line from November 2016 through February 2018 that were referred to TBRA.
Four of those households were housed and assisted through the TBRA program when
funding was renewed in the summer of 2017, and 27 households were deemed
ineligible for the program. However, 14 households were eligible for the program, but
there was not even funding available to assist them. The households that were ineligible
or not able to receive assistance referred to other internal Connections programs, like
Homeless Prevention assistance, and outside referrals to Impact Behavioral Health,
YWCA, WINGS, Center of Concern, Community Partners for Affordable Housing and
affordable housing options in the area.
No additional families can be enrolled in TBRA unless more funds are allocated. If the
City allocates $300,000 to the program in 2018, it will allow Connections for the
Homeless to provide two years of rental subsidies to an additional ten families, despite
the rising housing costs.
Attachments:
Connections for the Homeless application for renewal funding for the Tenant-Based
Rental Assistance Program
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For City Council meeting of July 30, 2018 Item SP8
2018 Emergency Solutions Grant Recommendation
For Action
To: Honorable Mayor and Members of the City Council
From: Johanna Leonard, Director of Community Development
Sarah Flax, Housing & Grants Administrator
Savannah Clement, Housing Policy and Planning Analyst
Jessica Wingader, Grants & Compliance Specialist
Subject: 2018 Emergency Solutions Grant Recommendation
Date: July 30, 2018
Recommended Action:
The Housing and Homelessness Commission and staff recommend City Council
approve the 2018 Emergency Solutions Grant (ESG) allocations totaling $146,023:
$135,072 to two social services agencies (Connections for the Homeless and the
YWCA Evanston/North Shore) that provide housing and services for individuals and
families who are homeless or at risk of homelessness, and $10,952 to the City of
Evanston for grant administration.
Funding Source:
Funding source is the City’s 2018 Emergency Solutions Grant entitlement allocation in
the amount of $146,023 from the U.S. Department of Housing & Urban Development;
account 100.21.2128.XXXXX with individual account numbers for external agencies
funded and City administrative costs.
Livability Benefits:
Equity & Empowerment: ensure equitable access to community assets, support quality
human service programs, and support poverty prevention and alleviation.
Health & Safety: improve health outcomes, improve emergency prevention and
response, enhance resiliency to natural and human hazards
Summary:
ESG funding will be used for the following eligible activities: essential services/street
outreach, operating expenses of homeless shelters, rapid re-housing for homeless
households, homeless prevention for households at high risk of homelessness, and
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program administration as outlined in the 2018 Action Plan, which was approved by City
Council on May 29, 2018. This recommendation allocates specific dollar amounts to
subrecipients for all direct services and was approved by the Housing and
Homelessness Commission at their meeting held July 25, 2018.
The City of Evanston’s 2018 ESG grant is $146,023; the 2018 recommendation
maintains 10% of funding for Street Outreach and 32.5% of funding for Emergency
Shelter operations as allowed under ESG regulations. In keeping with HUD’s goal of
prioritizing Rapid Re-Housing to implement the Housing First strategy of the Federal
Homeless Emergency Assistance and Rapid Transition to Housing (HEARTH) Act of
2009 that reauthorized the McKinney-Vento Homeless Assistance Act, 35% of funding
is allocated to that activity and 15% for Homeless Prevention. The table below shows
the 2017 ESG allocation of funds to eligible activities and the recommendation for 2018.
Funding may be shifted between Prevention and Rapid Re-housing during program
implementation to assist households that are eligible for each activity, if needed. Rapid
Re-housing is funded at a higher level than Prevention, following federal priorities.
Eligible Activities 2017 Allocation
2018
Recommendation
Street Outreach $ 14,433 10.0% $ 14,602 10.0%
Emergency Shelter $ 46,909 32.5% $ 47,458 32.5%
Homeless Prevention $ 21,650 15.0% $ 21,903 15.0%
Rapid Re-housing $ 50,517 35.0% $ 51,108 35.0%
Administration $ 10,825 7.5% $ 10,952 7.5%
Totals: $ 144,334 100.0% $ 146,022 100.0%
Staff recommends funding Connections for the Homeless and the YWCA
Evanston/North Shore through subrecipient agreements to provide direct services
consistent with the 2017 ESG allocation. Both agencies are members of the Suburban
Cook County Continuum of Care, have the programmatic capacity to implement ESG
activities and the administrative capacity to comply with federal regulations. The City will
retain ESG Administration funds for program management and compliance.
Connections for the Homeless – $14,602 for its Street Outreach program; $32,458 for
operating support of Hilda’s Place, its Emergency Shelter; $21,903 for Homeless
Prevention rent and utility assistance and case management; and $51,108 for Rapid
Re-housing rental assistance and case management; total funding of $120,071.
Hilda’s Place provides up to one year of housing for single adults who may be
chronically homeless or have lost housing because of unemployment, eviction,
foreclosure, etc. ESG funds are used for operating expenses of the shelter including
rent, repairs, maintenance, and supplies. Connections also provides services including
case management and meals to residents of Hilda’s Place, and to clients of its street
outreach program. Case workers help clients find employment and receive benefits
such as Supplemental Social Security and Social Security Disability Insurance. Medical
services are provided through a weekly in-house clinic and clients are referred to Erie
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Family Health Center, mental health providers and support programs for health
services, including mental health and substance abuse. ESG funds are used for case
workers and other program staff salaries and benefits.
Connections for the Homeless also provides Re-housing and Prevention services.
Funds are used for direct assistance in the form of rent and utilities payments, as well
as case management, housing location and stabilization services.
YWCA Evanston-North Shore - $15,000 for operating support of its 34-bed shelter
facility that provides safe housing for up to 90 days for women and children who are
victims of domestic violence. The YWCA provides case management, legal advocacy,
crisis intervention, financial literacy and other services to help clients develop
independence and self-sufficiency. The YWCA will provide housing, meals and
supportive services to an estimated 250 women and children in its DV shelter in 2018.
ESG funds will be used for essential supplies such as food for women and children
staying in the shelter, and other operating costs.
City staff participates in the client review committee for Re-housing and Prevention
activities to ensure all requirements are met and procedures followed, including the
appeal process for individuals or households deemed ineligible for services.
Evanston’s 2018 ESG funds will be matched on a one-to-one basis with Mental Health
Board funds from the City’s Human Services Fund, State of Illinois funding and private
resources, including in-kind contributions, to meet the requirement for ESG.
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For City Council Meeting of July 30, 2018 Item SP9
Lincoln Street Beach Ownership and Operations
For Action: Accept and Place on File
To: Honorable Mayor and Members of the City Council
From: Wally Bobkiewicz, City Manager
Michelle L. Masoncup, Corporation Counsel
Subject: Lincoln Street Beach Ownership and Operations
Date: July 20, 2018
Recommended Action
Staff recommends City Council accept and place this report on file. Staff also
recommends City Council authorize the City Manager to negotiate a memorandum of
understanding (“MOU”) between the City of Evanston and Northwestern University
specifying the operational details and maintenance responsibilities for the Lincoln St.
Beach.
Funding Source
N/A
Livability Benefits
Build Environment: Enhance Public Spaces
Summary
At the July 9, 2018 City Council meeting the City Manager announced that the Lincoln
Street Beach had reopened after being closed for several years due to construction on
the Northwestern Campus.
Previously known as the Northwestern Beach, beach access prior to 2018 was
restricted to Northwestern Students. The beach is now known as the Lincoln Street
Beach and is fully open to the public via paid daily admission, a City beach season
token, or a Northwestern University paid recreation membership.
Background
In July of 1962, Northwestern University (“NU”) began construction to expand its
physical footprint east into Lake Michigan. In order to expand, NU proceeded with a
landfill which required approval by both the City of Evanston and the State of Illinois.
Since the landfill, sand has accreted, or aggregated, north of the landfill parcel of land
Memorandum
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creating the Lincoln Street Beach in the 1960’s. The Lincoln Street Beach has
historically been used by NU students throughout the years.
In 2015, NU underwent an extensive permitting process with the Illinois Department of
Natural Resources (“IDNR”) to construct its new lakefront athletic complex. During this
process, NU and the City of Evanston partook in discussions where the parties agreed
that NU would be responsible for staffing and maintaining Lincoln Street Beach, while
the City would be responsible for grading it. Lincoln Street Beach would also be
accessible to all individuals that held City beach tokens or paid daily admission.
Throughout the years, various accretions and shifts of the shoreline have resulted in
uncertainty as to ownership and title to the Lincoln Street Beach. With the completion of
the athletic complex and the opening of the beach, Ald. Fiske directed staff to look into
issues of ownership, beach responsibilities, and addressing any outstanding issues
related to the beach. City staff has diligently worked and communicated with other
governmental entities to evaluate how to best address all of the raised issues.
Lincoln Street Beach Title
The northern portion of the beach parcel abuts City-owned property, while the western
and southern portions of the beach parcel abuts Northwestern University. Through the
passing of time, evidence shows that the beachfront at the immediate end of Lincoln
Street has been washing away. Furthermore, the portion of the beach that is part of the
City Water Plant Complex has not had public access for many years. Cook County
records indicate that Lincoln Street Beach falls well within the municipal boundaries of
the City of Evanston.
Preliminary research indicates that the Lincoln Street Beach has been viewed as a
Northwestern Beach throughout the years from 1962 to 2015. Access to the beach was
historically restricted to NU students and staff; the university did not offer access to the
general public prior to the construction of the athletic complex.
The Law Department is in communications with the Illinois Department of Natural
Resources - Office of Water Resources, the U.S. Army Corp. of Engineers District Legal
Counsel, and Northwestern University’s Office of General Counsel. To date, the City
does not have any documentation providing proof of ownership but will continue to
research the ownership of the beach parcel and tentatively plans to return to the City
Council with an update in September 2018.
Attachments
1963 Map of the Subject Property
2018 Map of the Subject Property
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Lincoln Street Beach
Aerial View
1963
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Lincoln Street Beach
Aerial View
2018
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