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06.12.17
CITY COUNCIL REGULAR MEETING CITY OF EVANSTON, ILLINOIS LORRAINE H. MORTON CIVIC CENTER JAMES C. LYTLE COUNCIL CHAMBERS Monday, June 12, 2017 Administration & Public Works (A&PW) Committee meets at 6 p.m. Planning & Development Committee (P&D) meets at 7:15 p.m. Rules Committee will convene at the conclusion of the P&D Committee meeting. City Council meeting will convene at conclusion of the Rules Committee meeting. ORDER OF BUSINESS (I) Roll Call – Begin with Alderman Fiske (II) Mayor Public Announcements (III) City Manager Public Announcements Evanston 4th of July Celebration (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) Consent Agenda: Alderman Rainey 1 of 677 City Council Agenda June 12, 2017 Page 2 of 10 (VII) Report of the Standing Committees Administration & Public Works - Alderman Braithwaite Planning & Development - Alderman Rainey Human Services - Alderman Fiske Rules - Alderman Wilson (VIII) 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)} (IX) Executive Session (X) Adjournment CONSENT AGENDA (M1) Approval of Minutes of the Regular City Council Meeting of May 8, 2017 (80th Council Meeting) and May 15, 2017. For Action ADMINISTRATION & PUBLIC WORKS COMMITTEE (A1) Payroll – May 1, 2017 through May 14, 2017 $ 2,913,680.94 Payroll – May 15, 2017 through May 28, 2017 $ 2,778,643.60 (A2) City of Evanston Bills – June 13, 2017 $ 5,344,098.54 For Action (A3.1) Contract with CCJM Engineers, Ltd. For Citywide Generator Evaluation Staff recommends City Council authorize the City Manager to execute a contract for a Citywide Generator Evaluation (RFP 17-30) with CCJM Engineers, Ltd. (303 East Wacker Drive, Suite 303, Chicago, IL) in the amount of $54,339.99. Funding will be provided from Capital Improvements Fund 2017 GO Bonds (Account 415.40.4117.65515 – 617017). This project was budgeted at $70,000 in FY17. For Action 2 of 677 City Council Agenda June 12, 2017 Page 3 of 10 (A3.2) Contract with Construction Consulting and Disbursement Services, Inc. for Fleetwood-Jourdain Washroom Renovations Staff recommends City Council authorize the City Manager to execute a contract for the Fleetwood-Jourdain Washroom Renovations (Bid No. 17-32) with Construction Consulting and Disbursement Services, Inc. (5836 Lincoln Ave., Suite 200, Morton Grove, IL. 60053) in the amount of $182,900.00. Funding will be provided from the Capital Improvements Fund 2017 GO bonds (Account 415.40.4117.65515 – 617006) with a budget of $150,000. The additional $32,900 will be funded from realized savings from the generator study (415.40.4117.65515-617017) and the James Park North Field Renovation project (415.40.4117.65515 – 517002). For Action (A3.3) Contract with Elanar Construction Co. for James Park North Field Renovations Staff recommends City Council authorize the City Manager to execute a contract for the James Park North Field Renovation Project with Elanar Construction Co. (6620 W. Belmont Avenue, Chicago, Illinois) in the amount of $930,062.30. Funding will be provided from Capital Improvements Fund 2017 GO Bonds (Account 415.40.4117.65515 – 517002). This project was budgeted at $1,000,000 in FY 2017. For Action (A3.4) Master Agreement for Community Electricity Aggregation Staff recommends that City Council authorize the City Manager to execute a Master Agreement to Provide Services to an Aggregated Group with the pre- qualified Alternate Retail Electric Supplier (ARES) that provides the most favorable price per kilowatt hour (Cents / kWh) for the length of term and renewable energy mix that the City Council determines to be the most advantageous. At the City Council meeting on June 12, 2017, staff will present a recommendation to the City Council authorizing the City Manager to negotiate and execute an agreement with the prequalified ARES that submits the most favorable pricing based on the recommendations provided. For Action 3 of 677 City Council Agenda June 12, 2017 Page 4 of 10 (A3.5) Change Order Number 2 to Contract for Various Parking Lot Improvement Engineering with Gewalt-Hamilton Associates, Inc. Staff recommends that City Council authorize the City Manager to execute Change Order No. 2 to the contract for Various Parking Lot Improvement Engineering Services with Gewalt-Hamilton Associates, Inc. (625 Forest Edge Drive, Vernon Hills, IL 60061) This Change Order was requested by Alderman Rainey to expand the scope of work to include an analysis/design of on-street parking on Callan in Ward Eight of the City and will cost $17,750. This will increase the contract amount from $170,650 to $188,400 and extend the contract completion date to July 28, 2017. Funding will be provided from Capital Improvement Program (CIP) General Obligation Bonds (Account 415.40.4117.65515) for General Phase I Engineering which has a FY 2017 budget of $80,000. For Action (A3.6) Sole Source Renewal of Contract Agreement with Call One Staff recommends that City Council authorize the City Manager to execute a one year contract renewal for telecommunications service with Call One (225 W. Wacker, Chicago, IL 60606) in the estimated amount of $129,000 for the twelve month period beginning June 13, 2017. This contract agreement utilizes the Suburban Purchasing Cooperative program under the auspices of the Northwest Municipal Conference. The projected annual cost is a 14% reduction from FY2016, an estimate based on our previous year’s billing. Actual charges vary depending on usage and service changes. Funding is provided by seven (7) business units noted on the corresponding transmittal memorandum. For Action (A3.7) Sole Source Contract Renewal of Accela Maintenance and Support Agreement Staff recommends the City Council authorize the City Manager to execute the renewal of a software licensing agreement with Accela Inc. (2633 Camino Ramon, San Ramon, CA) for a period of two years at a cost of $89,945.28 per year. This software provides support for City licensing and permitting activities in Community Development, Health, Fire and Public Works Agency. This renewal agreement represents a 43% reduction from last year’s cost and will cover the period of March 1, 2017 through February 28, 2019. Funding is provided from the Information Technology Division’s Computer Licensing and Support Fund (Account: 100.19.1932.62340) with a FY17 Budget of $500,000 and a YTD balance of $351,036.76. For Action 4 of 677 City Council Agenda June 12, 2017 Page 5 of 10 (A3.8) Purchase of Six Replacement Vehicles/Units from Currie Motors, JX Peterbilt and Standard Equipment Staff recommends City Council authorize the purchase of (6) replacement vehicles/units for the Public Works Agency from: Currie Motors (9423 W. Lincoln Hwy, Frankfort, IL 60423) in the amount of $126,479; JX Peterbilt (42400 Hwy 41, Wadsworth, IL 60083) in the amount of $546,487.50; and Standard Equipment (2033 West Walnut Street, Chicago, IL 60612) in the amount of $330,493.65. Funding of $614,756.50 is provided by FY2017 Automotive Replacement Fund (Account 601.19.7780.65550) with a budget of $1,455,422. Budget remaining in this account after this purchase is $180,009.92. Funding of $58,210.00 is provided by the FY2017 Water Fund (Account 510.40.4230.65550) with a budget of $186,300. Budget remaining in this account after this purchase is $128,090. Funding of $330,493.65 is provided by FY2017 Sewer Fund (Account 515.40.4530.65550) in the amount of $23,750. Additional funding is provided by savings from Account 515.40.4535.65515, which has a budget of $2,626,000 and a remaining balance of $762,796. For Action (A3.9) Contract with Havey Communications, Inc. for Emergency Lighting & Sirens Staff recommends City Council approval of a one (1) year contract with three (3) one (1) year renewals for the purchase of emergency lighting, sirens and after- market products and services in the amount of $80,960.00 to Havey Communications Inc. (28835 Herky Drive # 117, Lake Bluff, Illinois 60044). Funding will be as follows: $40,480.00 from Equipment Replacement Fund (Account 601.19.7780.65550), with a FY 2017 budget of $1,455,422.00 and a YTD balance of $794,766.42, and $40,480.00 from Fleet Maintenance Fund (Account 600.19.7710.65060), with a FY 2017 budget of $1,050,000.00 and a YTD balance of $409,360.62. For Action (A3.10)Approval of Sidewalk Café at 1009 Davis Street – Yeero Revolution Staff recommends City Council approval of first-time application for a sidewalk café permit for Yeero Revolution, a Type 2 restaurant located at 1009 Davis Street. The sidewalk café will consist of three tables with two seats each for a seating capacity of six, and will operate daily from 11:00 a.m.-9:00 p.m. For Action 5 of 677 City Council Agenda June 12, 2017 Page 6 of 10 (A3.11)Approval of Applications for Landscaping Service Assistance through the Great Merchants Grant Program Staff recommends approval for financial assistance of landscaping services through the Great Merchants Grant Program, totaling $33,550.00, to five Evanston business district areas: Evanston West End Business Association - $8,640.00; Central Street Business Association - $5,760.00, Dr. Hill Arts Business District - $10,000.00; Howard Street Business Association - $1,850.00; and West Village Business Association - $7,300.00. Funding will be from the Economic Development Business District Improvement Program (Account 100.15.5300.65522). The approved 2017 Fiscal Year Budget allocated $350,000 to this account. However, as of May 2017, $8,416.50 have been spent to complete façade projects and to fund Entrepreneurship Support Program requests, leaving the account with $341,583.50. For Action (A3.12)First Quarter Financial Report for Fiscal Year 2017 Staff recommends City Council accept and place the First Quarter Financial Report for FY 2017 on file. For Action: Accept and Place on File (A4) Resolution 53-R-17, Authorizing the City Manager to Execute Payments for Emergency Structural Shoring for the Service Center Parking Structure Staff recommends City Council adoption of Resolution 53-R-17, authorizing the City Manager to execute payments for emergency structural shoring repairs to the City of Evanston’s Service Center Parking Structure. The City Manager has authorized staff to execute structural engineering service contracts to assess and temporarily shore the parking structure with: Moshe Calamaro & Associates Inc. (930 Pitner Ave. #7, Evanston, IL 60202), Belfor Property Restoration (650 Anthony Tail Suite B – Northbrook, IL 60062), and KPFF Consulting Engineers (630 Davis St, Evanston, IL 60201) The known costs for this work to date is $4,900.83 to Moshe Calamaro & Associates; $23,951.64 to Belfor Property Restoration, and $3,500.00 to KPFF Consulting Engineers. There will be additional costs for rental of the structural shoring in the amount of $962.50/week to Belfor Property Restoration. Funding will be provided from the Capital Improvement Program (CIP) 2017 General Obligation Bonds for Facilities Contingency (Account 415.40.4117.62145.617023), which was budgeted at $200,000 for 2017 and has an estimated $178,510.00 remaining. For Action (A5) Resolution 54-R-17, Parking Lease Agreement with 2424 Dempster, LLC (dba Kabul House) Staff recommends City Council adoption of Resolution 54-R-17, authorizing the City Manager to execute a parking lease agreement for parking spaces on McDaniel Avenue with 2424 Dempster, LLC (dba Kabul House) located at 2424 Dempster Street. For Action 6 of 677 City Council Agenda June 12, 2017 Page 7 of 10 (A6) Resolution 55-R-17, To Adopt a Complete and Green Network Policy in Construction Projects within the Public Right-of-Way and Public Spaces Staff recommends City Council adoption of Resolution 55-R-17 to adopt the proposed updated Complete & Green Streets Policy. The 2017 Complete & Green Streets Policy seeks to align the City’s current policy with the City’s Age Friendly goals, develop sector and project level reporting metrics, formalize transportation demand management approaches, and establish a policy exception review channel for non-City lead projects through the Design and Project Review Committee. This item is before the APW since the Parking & Transportation Committee has been unable to meet since November 2016. For Action (A7) Ordinance 50-O-17 Amending the City Code to Establish a 4-Way Stop Control at the Intersection of Woodbine Avenue and Jenks Street Staff recommends City Council adoption of Ordinance 50-O-17 amending Section 10-11-5(D), Schedule V(D) of the City Code to establish a 4-Way Stop Control at the intersection of Woodbine Avenue and Jenks Street. The estimated cost to install two additional stop signs is $150.00. Funding will be through the General Fund-Traffic Control Supplies (Account 100.40.4520.65115), with a FY 2017 budget of $50,000, and a YTD balance of $20,266.17. For Introduction (A8) Ordinance 51-O-17, Authorizing the Sale of a Surplus Fleet Vehicles Owned by the City of Evanston Staff recommends that City Council adopt Ordinance 51-O-17, directing the City Manager to offer the sale of vehicles owned by the City through public auction at the special Northwest Municipal Vehicle Auction being sponsored by America’s Auto Auctions on Tuesday, July 25, 2017 or any other subsequent America’s Online Auction as these vehicles become available, on a timely basis, as a result of new vehicle replacements being placed into service. For Introduction (A9) Ordinance 46-O-17, Amending City Code Section 9-5-15, Regulating Small Unmanned Aircraft in the City of Evanston City staff recommends City Council adoption of Ordinance 46-O-17, amending City Code Section 9-5-15, regulating small unmanned aircraft in the City of Evanston. Ordinance 46-O-17 addresses ongoing community concerns and provide an enforcement tool related to the operation of small unmanned aircraft, including drones. For Introduction 7 of 677 City Council Agenda June 12, 2017 Page 8 of 10 PLANNING & DEVELOPMENT COMMITTEE (P1) Ordinance 7-O-17, Amending Portions of the City of Evanston Zoning Code Regulating Generators The Plan Commission and staff recommend adoption of Ordinance 7-O-17, Zoning Ordinance Text Amendment to establish regulations for allowed location of generators. For Introduction (P2) Ordinance 47-O-17, Granting Landmark Status to Building and Lot of Record at 1726 Hinman Avenue The Preservation Commission and City staff recommend adoption of Ordinance 47-O-17 designating 1726 Hinman Avenue as an Evanston Landmark. This Ordinance was continued from May 22, 2017 to the June 12, 2017 City Council meeting. For Introduction (P3) Ordinance 37-O-17, Granting Special Use Approval for a Planned Development with Rezoning and Special Use for a Convenience Store at 831 Emerson The Plan Commission and staff recommend adoption of Ordinance 37-O-17 for approval of the Planned Development with rezoning from C1 Commercial and R5-General Residential to C1a Commercial Mixed use and a Special use for a convenience store. The 9-story 242-unit residential building would include 3,300 square feet of ground floor commercial space and 174 parking spaces on site. The development includes 10 site development allowances which can be found on the corresponding transmittal memorandum. This Ordinance was introduced at the April 17, 2017 City Council meeting, and continued to June 12 at the April 24, 2017 City Council meeting. Due to the requested development allowances, per subsection 6-3-6-6, approval of this project will require a favorable vote of two-thirds of the City Council. For Action HUMAN SERVICES COMMITTEE (H1) Ordinance 48-O-17 Amending City Code Section 8-14-2, “Definitions,” and City Code Section 8-14-6, “Penalty,” of Title 8, Chapter 14, “Drug Paraphernalia Control” Administrative Adjudication Officer Sue Brunner recommends adoption of Ordinance 48-O-17 amending City Code Section 8-14-2, “Definitions,” and City Code Section 8-14-6, “Penalty,” imposing a two hundred dollar ($200.00) fine for violating Title 8, Chapter 14, “Drug Paraphernalia Control.” For Introduction 8 of 677 City Council Agenda June 12, 2017 Page 9 of 10 ECONOMIC DEVELOPMENT COMMITTEE (O1) Approval of Funding for 12-month period for Chicago’s North Shore Convention and Visitors Bureau The Economic Development Committee and staff recommend City Council approve funding for Chicago’s North Shore Convention and Visitors Bureau (CNSCVB) in the amount of $81,174.00 for a period commencing July 1, 2017 through June 30, 2018. Funding will be from the Economic Development Fund’s Partnership Account (Account 100.15.5300.62659). The FY2017 budget allocated $200,000 to this account; to date, $20,750 has been spent. For Action (O2) Approval of Financial Assistance Through the Entrepreneurship Support Program Staff and Economic Development Committee recommend approval of financial assistance through the Entrepreneurship Support Program totaling $8,500 for the following Evanston businesses: Jennifer’s Edibles - $2,500, Human Success Factors – $2,500, and Defined Edge Crossfit - $3,500. Funding will be from the Economic Development Fund’s Business Retention/Expansion Account (100.15.5300.62662). The approved Fiscal Year 2017 Budget allocated a total of $250,000 for this account. On April 17, 2017, the City Council approved and allocation of $50,000 from the above account to fund the Entrepreneurship Support Program. For Action (O3) Storefront Modernization Program Application for Sharp Edge Crossfit at 1324 Dodge Ave. Staff and Economic Development Committee recommend approval of financial assistance through the Storefront Modernization Program to Sharp Edge Crossfit at 1324 Dodge Ave. in an amount not to exceed $50,000 for interior and exterior renovations. Funding will be from the Economic Development Business District Improvement Account (100.15.5300.65522). The approved Fiscal Year 2017 Budget allocated a total of $350,000 for this account to fund both the Storefront Modernization and Great Merchant Grant programs. To date, $7,789 has been spent from this account, leaving $342,211 available for expenditure. For Action APPOINTMENTS (APP1)For Appointment: “Alternatives to Arrest” Special Committee Dr. Michael Nabors Patrick Keenan-Devlin Shawn Jones Jack Henry For Action 9 of 677 City Council Agenda June 12, 2017 Page 10 of 10 MEETINGS SCHEDULED THROUGH JUNE 2017 Upcoming Aldermanic Committee Meetings 6/19/2017 6:00 PM City Council Planning & Goal Setting 6/20/2017 7:00 PM Housing & Community Development Act 6/21/2017 6:30 PM M/W/EBE Development Committee 6/26/2017 6:00 PM Administration & Public Works, Planning & Development, City Council 6/28/2017 6:00 PM Transportation & Parking 6/28/2017 7:00 PM Economic Development 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. 10 of 677 Devon Reid City Clerk CITY COUNCIL INAUGURAL MEETING CITY OF EVANSTON, ILLINOIS LORRAINE H. MORTON CIVIC CENTER JAMES C. LYTLE COUNCIL CHAMBERS Monday, May 8th, 2017 8:00 pm Present: Alderman Fiske Alderman Suffredin Alderman Braithwaite Alderman Revelle Alderman Wynne Alderman Rainey Alderman Wilson Alderman Fleming Alderman Rue Simmons (9) Absent: None (0) Presiding: Mayor Stephen Hagerty Mayor’s Public Announcements 11 of 677 Mayor Hagerty stated there’s much hope and optimism in the council chambers. Mayor Hagerty hopes the new council will always be respectful of one another, the opinions of community members, and that discourse will remain civil. Watch City Manager’s Public Announcements None Watch City Clerk’s Communications Clerk Reid announced the City Clerk’s office is now open 8:30 AM - 7:00 PM, during the week. Watch Public Comment None Watch Consent Agenda Special Order of Business Special session of the Council on May 15th directly preceding the meeting of the rules committee to consider adoption of a resolution opposing a request from Cook County to the Metropolitan Water Reclamation District (MWRD) for an easement across property that Evanston leases from (MWRD). For Introduction Motion: Alderman Revelle Call of the Wards Ward 1: Alderman Fiske thanks supporters and members of her team who have helped her as Alderman. Hopes to work and continue ward meetings with constituents Watch Ward 2: Alderman Braithwaite thanks family for support and looks forward to working with new council members. Alderman Braithwaite quotes former Mayor Tisdahl on being a representative for both one's ward and the entire city of Evanston 2nd ward meeting announcement at the District 65 building from 7pm to 9pm. Watch Ward 3: Alderman Wynne thanks voters, family, and friends for support. Hopes for Evanston to continue flourishing economically and become one of the Watch 12 of 677 best liveable cities. Ward 4: Alderman Wilson thanks family for support and voters Reflects on old council, but is optimistic to work with new council hopes to work for a stronger community in Evanston. Watch Ward 5: Alderman Simmons thanks family and supporters reflects on community outreach to constituents. Talks about her shadowing of council and how she looks forward to working with veteran council members. Watch Ward 6: Alderman Suffredin thanks family for their strong support and dedication. Looks forward to working with new council. Watch Ward 7: Alderman Revelle thanks voters and colleagues for their support. Calls for special session immediately preceding May 15th meeting of the rules committee to discuss a request from the Metropolitan Water Reclamation District (MWRD for an easement across property that Evanston leases to MWRD). Watch Ward 8: Alderman Rainey stated she loves the interests and enthusiasm of new Aldermen. May 17th meeting with Lawrence Hemingway to discuss Brummel park at 7:00 meeting place still undecided. Watch Ward 9: Thanks family and supporters and looks forward to helping all constituents of her ward regardless of who they voted for. Thanks city of Evanston for record voter turnout. Ask that council members and constituents be patient with her as a new alderman. Watch Adjornment Mayor Hagerty called for a voice vote to adjourn the City Council meeting, and by unanimous vote the meeting was adjourned at 8:30 pm. 13 of 677 Devon Reid City Clerk CITY COUNCIL REGULAR MEETING CITY OF EVANSTON, ILLINOIS LORRAINE H. MORTON CIVIC CENTER JAMES C. LYTLE COUNCIL CHAMBERS Monday, May 15th, 2017 7:00 pm Present: Alderman Fiske Alderman Suffredin Alderman Braithwaite Alderman Revelle Alderman Wynne Alderman Rainey Alderman Wilson Alderman Fleming Alderman Rue Simmons (9) Absent: None (0) Presiding: Mayor Stephen Hagerty Mayor’s Public Announcements 14 of 677 Mayor Hagerty announced his resignation from the boards of Youth and Opportunity United (Y.O.U) and First Bank & Trust. Watch City Manager’s Public Announcements None Watch City Clerk’s Communications Clerk Reid announced the City Clerk’s office will be open 8:30 AM - 7:00 PM, Monday-Friday. Watch Public Comment Wendy Pollock, Co-Chair of the Environment Board Spoke in opposition to the requested (MWRD) easement through Isabella Woods. Watch Carl Bova Spoke in opposition to the requested (MWRD) easement through Isabella Woods. Watch Linda Damashek, Evanston Parks and Lakefront Alliance Spoke in opposition to the requested (MWRD) easement through Isabella Woods. Watch Special Order of Business Resolution 50-R-17, Registering the City’s Objection to Cook County’s Roadway Easement Request through Property Owned by the MWRD and Leased by the City of Evanston Registers the City’s objection to the roadway easement requested by Cook County through Isabella Woods, property owned by the Metropolitan Water Reclamation District and leased by the City of Evanston. For Action Motion: Ald. Revelle Adopted (9-0) Watch Collective Bargaining Summary - Process The City of Evanston has four collective bargaining units: Fraternal Order of Police (FOP) - Officers, Fraternal Order of Police – Sergeants, International Association of FireFighters Local 742 (IAFF), American Federation of State, County and Municipal Employees (AFSCME). Presently the City is in negotiations with FOP Officers, IAFF, and AFSCME. City negotiation teams meet with the respective union leadership team to discuss changes to the contracts regarding all allowable bargaining issues. Watch 15 of 677 For Discussion Presentation: Marty Lyons, Assistant City Manager Call of the Wards Ward 1: Alderman Fiske announced a 1st Ward meeting on June 6th at the Downtown Library 7-9 PM. Watch Ward 2: Alderman Braithwaite invited members of the council and public to the Penny Park ribbon cutting on May 27th at noon. Watch Ward 3: Alderman Wynne announced June 1st office hours at Brothers K from 7:00 -10:00 AM. Watch Ward 4: No Report Watch Ward 5: Alderman Rue-Simmons announced a potluck and ward meeting sponsored by (WEST) on May 18th. Moving forward ward meetings will be held every 3rd Thursday at Gibbs Morrison. Watch Ward 6: Alderman Suffredin recognized Willard teacher Gene Luft on her impending retirement. Watch Ward 7: No Report Watch Ward 8: Alderman Rainey announced a Clyde/Brummel park meeting with Director Hemingway to discuss uses of the park. Watch Ward 9: Alderman Fleming announced a series of ward meetings May 25th 7 PM at Chute and May 27th 9 AM at Pope John Paul. Watch Adjornment Mayor Hagerty called for a voice vote to adjourn the City Council meeting, and by unanimous vote the meeting was adjourned at 7:30pm. The council proceeded into executive session. 16 of 677 ADMINISTRATION & PUBLIC WORKS COMMITTEE Monday, June 12, 2017 6:00 p.m. Lorraine H. Morton Civic Center, 2100 Ridge Avenue, Evanston James C. Lytle Council Chambers AGENDA I. DECLARATION OF A QUORUM: ALDERMAN BRAITHWAITE, CHAIR II.APPROVAL OF MINUTES OF REGULAR MEETING OF MAY 22, 2017 III.ITEMS FOR CONSIDERATION ADMINISTRATION & PUBLIC WORKS COMMITTEE (A1) Payroll – May 1, 2017 through May 14, 2017 $ 2,913,680.94 Payroll – May 15, 2017 through May 28, 2017 $ 2,778,643.60 (A2) City of Evanston Bills – June 13, 2017 $ 5,344,098.54 For Action (A3.1) Contract with CCJM Engineers, Ltd. For Citywide Generator Evaluation Staff recommends City Council authorize the City Manager to execute a contract for a Citywide Generator Evaluation (RFP 17-30) with CCJM Engineers, Ltd. (303 East Wacker Drive, Suite 303, Chicago, IL) in the amount of $54,339.99. Funding will be provided from Capital Improvements Fund 2017 GO Bonds (Account 415.40.4117.65515 – 617017). This project was budgeted at $70,000 in FY17. For Action 17 of 677 (A3.2) Contract with Construction Consulting and Disbursement Services, Inc. for Fleetwood-Jourdain Washroom Renovations Staff recommends City Council authorize the City Manager to execute a contract for the Fleetwood-Jourdain Washroom Renovations (Bid No. 17-32) with Construction Consulting and Disbursement Services, Inc. (5836 Lincoln Ave., Suite 200, Morton Grove, IL. 60053) in the amount of $182,900.00. Funding will be provided from the Capital Improvements Fund 2017 GO bonds (Account 415.40.4117.65515 – 617006) with a budget of $150,000. The additional $32,900 will be funded from realized savings from the generator study (415.40.4117.65515-617017) and the James Park North Field Renovation project (415.40.4117.65515 – 517002). For Action (A3.3) Contract with Elanar Construction Co. for James Park North Field Renovations Staff recommends City Council authorize the City Manager to execute a contract for the James Park North Field Renovation Project with Elanar Construction Co. (6620 W. Belmont Avenue, Chicago, Illinois) in the amount of $930,062.30. Funding will be provided from Capital Improvements Fund 2017 GO Bonds (Account 415.40.4117.65515 – 517002). This project was budgeted at $1,000,000 in FY 2017. For Action (A3.4) Master Agreement for Community Electricity Aggregation Staff recommends that City Council authorize the City Manager to execute a Master Agreement to Provide Services to an Aggregated Group with the pre- qualified Alternate Retail Electric Supplier (ARES) that provides the most favorable price per kilowatt hour (Cents / kWh) for the length of term and renewable energy mix that the City Council determines to be the most advantageous. At the City Council meeting on June 12, 2017, staff will present a recommendation to the City Council authorizing the City Manager to negotiate and execute an agreement with the prequalified ARES that submits the most favorable pricing based on the recommendations provided. For Action (A3.5) Change Order Number 2 to Contract for Various Parking Lot Improvement Engineering with Gewalt-Hamilton Associates, Inc. Staff recommends that City Council authorize the City Manager to execute Change Order No. 2 to the contract for Various Parking Lot Improvement Engineering Services with Gewalt-Hamilton Associates, Inc. (625 Forest Edge Drive, Vernon Hills, IL 60061) This Change Order was requested by Alderman Rainey to expand the scope of work to include an analysis/design of on-street parking on Callan in Ward Eight of the City and will cost $17,750. This will increase the contract amount from $170,650 to $188,400 and extend the contract completion date to July 28, 2017. Funding will be provided from Capital Improvement Program (CIP) General Obligation Bonds (Account 415.40.4117.65515) for General Phase I Engineering which has a FY 2017 budget of $80,000. For Action 18 of 677 (A3.6) Sole Source Renewal of Contract Agreement with Call One Staff recommends that City Council authorize the City Manager to execute a one year contract renewal for telecommunications service with Call One (225 W. Wacker, Chicago, IL 60606) in the estimated amount of $129,000 for the twelve month period beginning June 13, 2017. This contract agreement utilizes the Suburban Purchasing Cooperative program under the auspices of the Northwest Municipal Conference. The projected annual cost is a 14% reduction from FY2016, an estimate based on our previous year’s billing. Actual charges vary depending on usage and service changes. Funding is provided by seven (7) business units noted on the corresponding transmittal memorandum. For Action (A3.7) Sole Source Contract Renewal of Accela Maintenance and Support Agreement Staff recommends the City Council authorize the City Manager to execute the renewal of a software licensing agreement with Accela Inc. (2633 Camino Ramon, San Ramon, CA) for a period of two years at a cost of $89,945.28 per year. This software provides support for City licensing and permitting activities in Community Development, Health, Fire and Public Works Agency. This renewal agreement represents a 43% reduction from last year’s cost and will cover the period of March 1, 2017 through February 28, 2019. Funding is provided from the Information Technology Division’s Computer Licensing and Support Fund (Account: 100.19.1932.62340) with a FY17 Budget of $500,000 and a YTD balance of $351,036.76. For Action (A3.8) Purchase of Six Replacement Vehicles/Units from Currie Motors, JX Peterbilt and Standard Equipment Staff recommends City Council authorize the purchase of (6) replacement vehicles/units for the Public Works Agency from: Currie Motors (9423 W. Lincoln Hwy, Frankfort, IL 60423) in the amount of $126,479; JX Peterbilt (42400 Hwy 41, Wadsworth, IL 60083) in the amount of $546,487.50; and Standard Equipment (2033 West Walnut Street, Chicago, IL 60612) in the amount of $330,493.65. Funding of $614,756.50 is provided by FY2017 Automotive Replacement Fund (Account 601.19.7780.65550) with a budget of $1,455,422. Budget remaining in this account after this purchase is $180,009.92. Funding of $58,210.00 is provided by the FY2017 Water Fund (Account 510.40.4230.65550) with a budget of $186,300. Budget remaining in this account after this purchase is $128,090. Funding of $330,493.65 is provided by FY2017 Sewer Fund (Account 515.40.4530.65550) in the amount of $23,750. Additional funding is provided by savings from Account 515.40.4535.65515, which has a budget of $2,626,000 and a remaining balance of $762,796. For Action 19 of 677 (A3.9) Contract with Havey Communications, Inc. for Emergency Lighting & Sirens Staff recommends City Council approval of a one (1) year contract with three (3) one (1) year renewals for the purchase of emergency lighting, sirens and after- market products and services in the amount of $80,960.00 to Havey Communications Inc. (28835 Herky Drive # 117, Lake Bluff, Illinois 60044). Funding will be as follows: $40,480.00 from Equipment Replacement Fund (Account 601.19.7780.65550), with a FY 2017 budget of $1,455,422.00 and a YTD balance of $794,766.42, and $40,480.00 from Fleet Maintenance Fund (Account 600.19.7710.65060), with a FY 2017 budget of $1,050,000.00 and a YTD balance of $409,360.62. For Action (A3.10)Approval of Sidewalk Café at 1009 Davis Street – Yeero Revolution Staff recommends City Council approval of first-time application for a sidewalk café permit for Yeero Revolution, a Type 2 restaurant located at 1009 Davis Street. The sidewalk café will consist of three tables with two seats each for a seating capacity of six, and will operate daily from 11:00 a.m.-9:00 p.m. For Action (A3.11)Approval of Applications for Landscaping Service Assistance through the Great Merchants Grant Program Staff recommends approval for financial assistance of landscaping services through the Great Merchants Grant Program, totaling $33,550.00, to five Evanston business district areas: Evanston West End Business Association - $8,640.00; Central Street Business Association - $5,760.00, Dr. Hill Arts Business District - $10,000.00; Howard Street Business Association - $1,850.00; and West Village Business Association - $7,300.00. Funding will be from the Economic Development Business District Improvement Program (Account 100.15.5300.65522). The approved 2017 Fiscal Year Budget allocated $350,000 to this account. However, as of May 2017, $8,416.50 have been spent to complete façade projects and to fund Entrepreneurship Support Program requests, leaving the account with $341,583.50. For Action (A3.12)First Quarter Financial Report for Fiscal Year 2017 Staff recommends City Council accept and place the First Quarter Financial Report for FY 2017 on file. For Action: Accept and Place on File 20 of 677 (A4) Resolution 53-R-17, Authorizing the City Manager to Execute Payments for Emergency Structural Shoring for the Service Center Parking Structure Staff recommends City Council adoption of Resolution 53-R-17, authorizing the City Manager to execute payments for emergency structural shoring repairs to the City of Evanston’s Service Center Parking Structure. The City Manager has authorized staff to execute structural engineering service contracts to assess and temporarily shore the parking structure with: Moshe Calamaro & Associates Inc. (930 Pitner Ave. #7, Evanston, IL 60202), Belfor Property Restoration (650 Anthony Tail Suite B – Northbrook, IL 60062), and KPFF Consulting Engineers (630 Davis St, Evanston, IL 60201) The known costs for this work to date is $4,900.83 to Moshe Calamaro & Associates; $23,951.64 to Belfor Property Restoration, and $3,500.00 to KPFF Consulting Engineers. There will be additional costs for rental of the structural shoring in the amount of $962.50/week to Belfor Property Restoration. Funding will be provided from the Capital Improvement Program (CIP) 2017 General Obligation Bonds for Facilities Contingency (Account 415.40.4117.62145.617023), which was budgeted at $200,000 for 2017 and has an estimated $178,510.00 remaining. For Action (A5) Resolution 54-R-17, Parking Lease Agreement with 2424 Dempster, LLC (dba Kabul House) Staff recommends City Council adoption of Resolution 54-R-17, authorizing the City Manager to execute a parking lease agreement for parking spaces on McDaniel Avenue with 2424 Dempster, LLC (dba Kabul House) located at 2424 Dempster Street. For Action (A6) Resolution 55-R-17, To Adopt a Complete and Green Network Policy in Construction Projects within the Public Right-of-Way and Public Spaces Staff recommends City Council adoption of Resolution 55-R-17 to adopt the proposed updated Complete & Green Streets Policy. The 2017 Complete & Green Streets Policy seeks to align the City’s current policy with the City’s Age Friendly goals, develop sector and project level reporting metrics, formalize transportation demand management approaches, and establish a policy exception review channel for non-City lead projects through the Design and Project Review Committee. This item is before the APW since the Parking & Transportation Committee has been unable to meet since November 2016. For Action 21 of 677 (A7) Ordinance 50-O-17 Amending the City Code to Establish a 4-Way Stop Control at the Intersection of Woodbine Avenue and Jenks Street Staff recommends City Council adoption of Ordinance 50-O-17 amending Section 10-11-5(D), Schedule V(D) of the City Code to establish a 4-Way Stop Control at the intersection of Woodbine Avenue and Jenks Street. The estimated cost to install two additional stop signs is $150.00. Funding will be through the General Fund-Traffic Control Supplies (Account 100.40.4520.65115), with a FY 2017 budget of $50,000, and a YTD balance of $20,266.17. For Introduction (A8) Ordinance 51-O-17, Authorizing the Sale of a Surplus Fleet Vehicles Owned by the City of Evanston Staff recommends that City Council adopt Ordinance 51-O-17, directing the City Manager to offer the sale of vehicles owned by the City through public auction at the special Northwest Municipal Vehicle Auction being sponsored by America’s Auto Auctions on Tuesday, July 25, 2017 or any other subsequent America’s Online Auction as these vehicles become available, on a timely basis, as a result of new vehicle replacements being placed into service. For Introduction (A9) Ordinance 46-O-17, Amending City Code Section 9-5-15, Regulating Small Unmanned Aircraft in the City of Evanston City staff recommends City Council adoption of Ordinance 46-O-17, amending City Code Section 9-5-15, regulating small unmanned aircraft in the City of Evanston. Ordinance 46-O-17 addresses ongoing community concerns and provide an enforcement tool related to the operation of small unmanned aircraft, including drones. For Introduction IV.ITEMS FOR DISCUSSION (APW1)Block Party Applications Staff will discuss the current policy regarding the block party application process and seek Council’s direction for any modifications to the current policy. For Discussion V. COMMUNICATIONS VI.ADJOURNMENT 22 of 677 Page 1; Rev. 6/7/2017 10:30:41 AM Administration and Public Works Committee Meeting Minutes of May 22 , 2017 James C. Lytle Council Chambers – 6:00 p.m. Lorraine H. Morton Civic Center MEMBERS PRESENT: P. Braithwaite, A. Rainey, R. Simmons, T. Suffredin, C. Fleming STAFF PRESENT: E. Storlie, D. Stoneback, W. Bobkiewicz, G. Farrar, T. Nunez, L. Biggs, E. Sanchez, Ald. Revelle, DC Barnes, A. King, S. Levine, S. Flax, P. Zalmezak, E. Thomas-Smith, R. Voss, G. Gerdes, K. Danczak-Lyons, I. Ogbo, J. Leonard, S. Mangum STAFF ABSENT: M. Lyons, S. Nagar, J. Maiworm, D. Manis, DC Parrott, Chief Scott, K. Richardson, Chief Eddington, P. D’Agostino, S. Mangum, P. Polinski, K. Knapp, L. Hemingway, D. King, PRESIDING OFFICIAL: Ald. Braithwaite I. DECLARATION OF A QUORUM: ALDERMAN BRAITHWAITE, CHAIR A quorum being present, Ald. Braithwaite called the meeting to order at 6:07p.m. II. APPROVAL OF MINUTES OF REGULAR MEETING OF APRIL 24, 2017 Ald. Rainey moved to accept the Minutes of April 24, 2017 A&PW meeting as submitted, seconded by Ald. Fleming. The Minutes of the April 24, 2017 A&PW meeting were approved unanimously 5-0. III. ITEMS FOR CONSIDERATION (A1) Payroll – April 17, 2017 through April 30, 2017 $ 2,787,932.84 (A2) City of Evanston Bills – May 23, 2017 $ 3,779,388.33 Credit Card Activity – Period Ending March 31, 2017 $ 210,457.95 For Action Ald. Fleming moved to recommend approval of the City’s Payroll through April 30, 2017 in the amount of $2,787,932.84, City of Evanston Bills through May 23, 2017 in the amount of $3,779,388.33 and credit card activity for the period ending March 31, 2017 in the amount of $210,457.95, seconded by Ald. Rainey. Ald. Suffredin noted that he will abstain from all votes going forward related to and Amazon purchases on the bills list in APW and Council due to his work on behalf of Amazon in the Illinois General Assembly pursuant to Council Rule 11.1. DRAFT - NOT APPROVED 23 of 677 Page 2; Rev. 6/7/2017 10:30:41 AM Ald. Rainey requested itemized bills from APC Store dba Bumper to Bumper. Deputy City Manager Erika Storlie will get an itemized bill for the next bills list. The Committee voted 5-0 (Ald. Suffredin abstaining from approval of the Amazon purchases) to approve the payroll, bills and credit activity. (A3.1) Contract for Construction Services for the Main Library Underground Parking Garage Phase 2 with Reliable & Associates Construction Company Staff recommends City Council authorize the City Manager to execute a contract for construction services related to the Main Library Underground Garage Upgrade Phase 2 2017 (Bid 17-28) with Reliable & Associates Construction Company (4106 S. Emerald Avenue, Chicago, IL 60609), in the amount of $198,000. Funding is from the Parking Services Fund (Account 505.19.7005.65515), with a budget of $3,020,000. For Action Ald. Rainey moved to recommend City C ouncil authorize the City Manager to execute a contract for construction services related to the Main Library Underground Garage Upgrade Phase 2 2017 (Bid 17-28) with Reliable & Associates Construction Company in the amount of $198,000, seconded by Ald. Fleming. At Ald. Rainey’s inquiry, Library Director Karen Danczak-Lyons confirmed that the City owns the Main and North branch library facilities as well as the underground parking garage. The Library pays $250,000 per year for support from the City. The Library Debt Service Fund pays the maintenance and upkeep of the facilities. Parking/Fleet Manager Rickey Voss noted that the City collects all revenues and maintains the pay stations. At Ald. Rainey’s inquiry, Parking/Fleet Manager Voss confirmed that he and Director Danczak-Lyons will provide an explanation of how the relationship between the City and the Library Board will change once the bonds to finance the building are paid. After discussion, the Committee voted unanimously 5-0 to approve the contract. (A3.2) Agreement with Continental Electrical Construction Company for Solar Panel Installation at Levy Senior Center Staff recommends City Council authorize the City Manager to execute a contract for the Levy Senior Center Solar Panel Installation (RFP 17-13) with Continental Electrical Construction Company (815 Commerce Drive, Suite 100, Oak Brook, IL) in the amount of $62,700. Funding will be provided from Capital Improvements Fund 2017 GO Bonds (Account 415.40.4117.65515 – 617007). This project was budgeted at $100,000 in FY 2017. For Action Ald. Suffredin moved to recommend City Council authorize the City Manager to execute a contract for the Levy Senior Center Solar Panel Installation (RFP 17-13) with Continental Electrical Construction Company 24 of 677 Page 3; Rev. 6/7/2017 10:30:41 AM in the amount of $62,700, seconded by Ald. Rainey. The Committee voted unanimously 5-0 to approve the contract. (A3.3)Change Order No. 2 to Engineering Services Agreement with Clark Dietz, Inc. for Fleetwood-Jourdain Center HVAC and Electrical Improvements Staff recommends City Council authorize the City Manager to approve Change Order No. 2 for engineering services related to the Fleetwood-Jourdain Center HVAC and Electrical Improvements Project (RFP No. 16-01) with Clark Dietz, Inc. (118 S. Clinton Street, Suite 700, Chicago, IL 60661), in the amount of $18,700. This will increase the contract amount from $93,997.00 to $112,697.00 and extend the contract completion deadline from March 31, 2017 to March 31, 2019. Funding will be provided from the Capital Improvement Program (CIP) General Obligation Bonds (Accounts 415.40.4116.62145 – 616007 and 415.40.4117.62145 - 616007). This project was budgeted at $1,729,000 in FY 2017. For Action Ald. Rue Simmons moved to recommend City Council authorize the City Manager to approve Change Order No. 2 for engineering services related to the Fleetwood-Jourdain Center HVAC and Electrical Improvements Project (RFP No. 16-01) with Clark Dietz, Inc. in the amount of $18,700 increasing the contract amount from $93,997.00 to $112,697.00 and extending the contract completion deadline from March 31, 2017 to March 31, 2019, seconded by Ald. Rainey. At Ald. Rue Simmons’ inquiry, Bureau Chief Lara Biggs explained that the project could be done sooner. The work is being held until scheduled celebrations are completed for the year. At Ald. Fleming’s inquiry, Senior Project Manager Stefanie Levine will provide the specific level MWEBE participation. After discussion, the Committee voted unanimously 5-0 to approve the contract. (A3.4) Single Source Purchase of Five Cale WebTerminal Pay Stations from Total Parking Solutions Staff recommends that City Council authorize the City Manager to execute a contract for single source purchase from Total Parking Solutions (TPS) 2721 Curtiss St., Downers Grove, IL 60515 for five (5) Cale WebTerminal Pay Stations in the amount of $46,050. These pay stations will be installed on Sherman Ave in downtown Evanston. This amount includes all equipment, installation and one (1) year warranty. Funding is provided by the Parking Fund Business Unit – Other Improvements (Account 505.19.7005.65515) with a 2017 budget of $3,020,000 and a remaining balance of $1,300,284.23. For Action Ald. Rainey moved to recommend City Council authorize the City Manager to execute a contract for single source purchase from Total Parking 25 of 677 Page 4; Rev. 6/7/2017 10:30:41 AM Solutions (TPS) for five (5) Cale WebTerminal Pay Stations in the amount of $46,050, seconded by Ald. Suffredin. Parking/Fleet Manager Voss explained that single-head meters have seen an increase in credit card usage, which runs down the batteries quickly. Maintenance and collection time has also increased because the batteries are proprietary. By implementing pay stations, the back office, maintenance and collection costs are the same or less than the cost of maintaining individual single-head meters. At Ald. Rainey’s inquiry, Deputy City Manager Storlie explained that credit card usage is higher on Sherman. Each credit card transaction drains the battery on the single-head meter. Single-head meters are failing in other communities and in other parts of Evanston. By installing pay stations in high usage areas it will also encourage residents to use the parking application more. At Ald. Braithwaite’s inquiry, Deputy City Manager Storlie confirmed that the warranty on the single-head meters has expired. Extending the warranty is not an option due to the $3.89 per meter, per month cost to warranty 1,700 meters Citywide. The Committee voted unanimously 5-0 to approve the contract. (A3.5) Authorization to Renew Line of Credit of $7.2 Million with First Bank & Trust Staff recommends that City Council authorize the City Manager to renew the agreement with First Bank and Trust to have access to a Line of Credit up to an amount of $7.2 million for use in the Dempster/Dodge, Howard/Ridge & West Evanston, and Chicago/Main TIF Districts. For Action Ald. Suffredin moved to recommend City Council authorize the City Manager to renew the agreement with First Bank and Trust to have access to a Line of Credit up to an amount of $7.2 million for use in the Dempster/Dodge, Howard/Ridge & West Evanston, and Chicago/Main TIF Districts, seconded by Ald. Rainey. The Committee voted unanimously 5-0 to approve the renewal. (A4) Resolution 33-R-17, Northwestern University Easement Agreement for Proposed Conduit Build for Fiber Optic Cables at Four Locations Staff recommends City Council adopt Resolution 33-R-17, authorizing the City Manager to execute an easement agreement with Northwestern University (NU) for utility easements at four locations. The easements would allow NU to install conduits for fiber optic communication cables to serve NU properties. The easement would be granted for a 20 year period. No City funding is required for these proposed utilities. NU will fund the project and will be assessed a one-time easement fee of $186,089.65. These funds will be deposited to the Capital Improvement Fund (Account 415.40.4105.52175). 26 of 677 Page 5; Rev. 6/7/2017 10:30:41 AM For Action Ald. Fleming moved to recommend City Council adopt Resolution 33-R-17, authorizing the City Manager to execute an easement agreement with Northwestern University (NU) for utility easements at four locations to install conduits for fiber optic communication cables to serve NU properties for a 20 year period with a one-time easement fee of $186,089.65, seconded by Ald. Suffredin. The Committee voted unanimously 5-0 to adopt the resolution. (A5) Resolution 40-R-17, Accepting Funds from the Illinois Housing Development Authority’s Abandoned Residential Property Program Staff recommends City Council adoption of Resolution 40-R-17, accepting a Grant from the Illinois Housing Development Authority’s (IHDA) Abandoned Residential Property Municipal Relief Program. IHDA has provided $75,000.00 in funding to address property maintenance issues at vacant and abandoned properties. Funds will be provided through an account approved by IHDA. For Action Ald. Rue Simmons moved to recommend City Council adoption of Resolution 40-R-17, accepting a Grant from the Illinois Housing Development Authority’s (IHDA) Abandoned Residential Property Municipal Relief Program, seconded by Ald. Rainey. Acting Assistant Director Ikenga Ogbo explained that the City was awarded the $75,000 grant in 2014 and now in 2017 for maintenance of vacant properties and demolition. The funds must be spent within 2 years. The Committee voted unanimously 5-0 to adopt the resolution. (A6) Resolution 49-R-17, Authorizing the City Manager to Enter Into a Parking Lease Agreement with Target Corporation at the City Parking Garage Located at 821 Davis Street (Sherman Plaza) Staff recommends that the City Council adopt Resolution 49-R-17, authorizing the City Manager to enter into a lease agreement with the Target Corporation for the parking of 26 customer vehicles on the third floor of the Sherman Plaza parking garage at 821 Davis Street. For Action Ald. Fleming moved to recommend City Council adopt Resolution 49-R-17, authorizing the City Manager to enter into a lease agreement with the Target Corporation for the parking of 26 customer vehicles on the third floor of the Sherman Plaza parking garage at 821 Davis Street, seconded by Ald. Rainey. The Committee voted unanimously 5-0 to adopt the resolution. (A7) Ordinance 43-O-17, Decreasing the Number of Class D Liquor Licenses for Bistro Bordeaux Local Liquor Commissioner recommends City Council adoption of Ordinance 43- 27 of 677 Page 6; Rev. 6/7/2017 10:30:41 AM O-17, decreasing the number of authorized Class D liquor licenses for Vendome Management Inc., d/b/a Bistro Bordeaux, 618 Church Street. Staff recommends suspension of the rules for Introduction and Action at the May 22, 2017 City Council meeting. For Introduction and Action Ald. Rainey moved to suspend the rules and recommend City Council adoption of Ordinance 43-O-17, decreasing the number of authorized Class D liquor licenses for Vendome Management Inc., d/b/a Bistro Bordeaux, 618 Church Street, seconded by Ald. Fleming. The Committee voted unanimously 5-0 to adopt the ordinance. V. COMMUNICATIONS VI. ADJOURNMENT Ald. Rainey motioned to adjourn, seconded by Ald. Rue Simmons. The meeting adjourned at 6:38pm. 28 of 677 J To: Honorable Mayor and Members of the City Council Administration and Public Works Committee From: Martin Lyons, Assistant City Manager/Chief Financial Officer Tera Davis, Accounts Payable Coordinator Subject: City of Evanston Payroll and Bills Date: June 6, 2017 Recommended Action: Staff recommends approval of the City of Evanston Payroll and Bills List. This list includes the City’s Semi-Annual Debt Service Interest payment of $2.6 million. Summary: Payroll – May 1, 2017 through May 14, 2017 $ 2,913,680.94 (Payroll includes employer portion of IMRF, FICA, and Medicare) Payroll – May 15, 2017 through May 28, 2017 $ 2,778,643.60 (Payroll includes employer portion of IMRF, FICA, and Medicare) Bills List – June 13, 2017 $ 5,344,098.54 General Fund Amount – Bills list $ 417,561.95 TOTAL AMOUNT OF BILLS LIST & PAYROLL $11,036,423.08 *Advanced checks are issued prior to submission of the Bills List to the City Council for emergency purposes, to avoid penalty, or to take advantage of early payment discounts. Attachments: Bills List For City Council meeting of June 12, 2017 Items A1 -A2 Business of the City by Motion: City Payroll and Bills For Action Memorandum 29 of 677 CITY OF EVANSTON BILLS LIST PERIOD ENDING 06.13.2017 100 GENERAL FUND 100 GENERAL FUND SUPPORT 22725 VERIZON WIRELESS COMMUNICATION CHARGES 9,018.25 100 GENERAL FUND SUPPORT Total 9,018.25 1300 CITY COUNCIL 62490 EVANSTON PHOTOGRAPHIC STUDIOS PHOTOGRAPHY FOR CITY COUNCIL SWEARING-IN CEREMONY 300.00 1300 CITY COUNCIL Total 300.00 1400 CITY CLERK 62130 ANCEL,GLINK,DIAMOND,BUSH,DICIANNI & KRAFTHEFER, P.PROFESSIONAL SERVICES RENDERED REGARDING LOCAL ELECTION 3,543.75 65095 OFFICE DEPOT OFFICE SUPPLIES 868.66 1400 CITY CLERK Total 4,412.41 1505 CITY MANAGER 62295 WALTER BOBKIEWICZ REIMBURSEMENT: PTI CONF./ CHAMBER OF COMMERCE 306.55 62360 ILLINOIS CITY/COUNTY MANAGEMENT ASSOC.MEMBERSHIP RENEWAL - WALLY BOBKIEWICZ 457.50 62605 INDIRA JOHNSON SCULPTURE FOR MAYOR TISDAHL 1,040.00 64540 AT & T MOBILITY *COMMUNICATION CHARGES 165.06 65095 OFFICE DEPOT OFFICE SUPPLIES -99.38 1505 CITY MANAGER Total 1,869.73 1555 FINANCIAL ADMINISTRATION 62360 ILLINOIS CITY/COUNTY MANAGEMENT ASSOC.MEMBERSHIP RENEWAL - MARTIN LYONS 198.50 1555 FINANCIAL ADMINISTRATION Total 198.50 1560 REVENUE & COLLECTIONS 51600 WALTER HENEBRY LOT 1 REFUND - DOESN'T LIKE LOT 1 24.00 51600 MARTN RASMUSSEN LOT 32 REFUND - MOVING OUT OF STATE 18.00 61060 ACCOUNTING PRINCIPALS SEASONAL HIRE 1,416.25 61060 ACCOUNTING PRINCIPALS SEASONAL HIRE 453.75 62449 PROFESSIONAL ACCOUNT MANAGEMENT LLC PROCESSING AND MANAGEMENT OF PARKING TICKET AND PAYMENTS 28,726.66 64541 AZAVAR AUDIT SOLUTIONS CONTINGENCY PAYMENT 967.15 65095 OFFICE DEPOT OFFICE SUPPLIES 313.83 1560 REVENUE & COLLECTIONS Total 31,919.64 1570 ACCOUNTING 65095 OFFICE DEPOT OFFICE SUPPLIES 106.00 1570 ACCOUNTING Total 106.00 1571 TAX ASSESSMENT ADVOCACY 64545 COMPUTER BITS, INC.ANNUAL VPN SOFTWARE 475.00 1571 TAX ASSESSMENT ADVOCACY Total 475.00 1575 PURCHASING 65095 OFFICE DEPOT OFFICE SUPPLIES 13.62 1575 PURCHASING Total 13.62 1580 COMMUNITY ARTS 66040 NORTHWESTERN UNIVERSITY (TAICHI FUKUMURA)*ART COUNCIL COMMUNITY ARTS FUND 712.00 1580 COMMUNITY ARTS Total 712.00 1705 LEGAL ADMINISTRATION 52040 EVANSTON NORTHSHORE PARTNERS LLC DBA EVANSTON H.I.LIQUOR TAX REFUND 139.53 52570 V.E.C. CONTRACTORS, INC.DUPLICATE PAYMENT ON EV17-0079994 35.00 62130 OFFICE DEPOT OFFICE SUPPLIES 72.92 62130 WEST GROUP PAYMENT CTR LEGAL RESEARCH 856.88 62345 MARIO TRETO JR *REIMBURSEMENT: COURT FEES SPECIAL ASSESS 556.00 62509 SUSAN D BRUNNER HEARING OFFICER 1,890.00 62509 JEFFREY D. GREENSPAN HEARING OFFICER 1,710.00 62509 MITCHELL C. EX HEARING OFFICER 2,160.00 65010 WEST GROUP PAYMENT CTR LEGAL RESEARCH PUBLICATIONS 271.00 65095 OFFICE DEPOT OFFICE SUPPLIES 95.82 1705 LEGAL ADMINISTRATION Total 7,787.15 1915 HUMAN RESOURCE DIVI. - PAYROLL 65095 OFFICE DEPOT OFFICE SUPPLIES 79.95 1915 HUMAN RESOURCE DIVI. - PAYROLL Total 79.95 1929 HUMAN RESOURCE DIVISION 62160 ERGOMETRICS ERGO METRICS ANNUAL LICENSE 195.00 62160 ILLINOIS STATE POLICE BACKGROUND CHECKS-EMPLOYMENT TESTING 1,000.00 62160 TRANS UNION CORP TRANS UNION BASIC FEE-EMPLOYEE TESTING 101.06 62160 STANARD & ASSOCIATES TESTING-POLICE 395.00 62270 QUEST DIAGNOSTICS CLINICAL LABORATORIES QUEST DIAGNOSTICS EMPLOYEE TESTING 3,426.00 62270 HEALTH ENDEAVORS, S.C.PRE-EMPLOYMENT PHYSICALS-HEALTH ENDEAVORS 735.00 62509 ESPYR EAP MONTHLY INVOICE-CONSULTING SERVICES 657.00 62512 STANARD & ASSOCIATES FIRE PROMOTIONAL ASSESSMENT & ASSESSOR FEES 14,045.68 65095 OFFICE DEPOT OFFICE SUPPLIES 50.74 65125 TERRYBERRY COMPANY, L.L.C.TERRY BERRY-EMPLOYEE RECOGNITION 2017 623.56 1929 HUMAN RESOURCE DIVISION Total 21,229.04 1932 INFORMATION TECHNOLOGY DIVI. 61060 REQUEST TECHNOLOGY, LLC IT STAFFING 4,950.00 62175 IRON MOUNTAIN OSDP OFF SITE DATA STORAGE 766.15 62185 AGILE IT, INC.CERTIFICATE OF AUTHORITY-DOMAIN NAME 3,500.00 62250 CLIFFORD-WALD, A KIP COMPANY GIS PRINTER REPAIR 509.00 62250 CLIFFORD-WALD, A KIP COMPANY GIS PRINTER REPAIR AND PARTS 494.05 62340 ZENDESK, INC.ANNUAL HELP DESK SOFTWARE SUPPORT FEE 8,920.80 62340 CURRENT TECHNOLOGIES CORPORATION *269 MILESTONE CAMERA LICENSE RENEWALS FOR TWO YEARS 7,998.84 62380 XEROX CORPORATION COPIER CHARGES 581.92 62380 XEROX CORPORATION COPIER CHARGES 92.72 62380 CHICAGO OFFICE TECHNOLOGY GROUP COPIER CHARGES 5,782.96 64505 AT & T COMMUNICATION CHARGES 43.55 130 of 677 CITY OF EVANSTON BILLS LIST PERIOD ENDING 06.13.2017 64505 AT & T COMMUNICATION CHARGES 317.07 64505 CALL ONE COMMUNICATION CHARGES 8,768.76 64540 VERIZON WIRELESS COMMUNICATION CHARGES 42.12 64545 ANDREWS TECHNOLOGY HMS, INC.NOVATIME SOFTWARE 5,691.30 64545 EVERBRIDGE, INC.MASS NOTIFICATION SOFTWARE 15,000.00 65615 COMMUNICATIONS REVOLVING FUND COMMUNICATION CHARGES 450.00 1932 INFORMATION TECHNOLOGY DIVI. Total 63,909.24 1941 PARKING ENFORCEMENT & TICKETS 52505 ALBA ESPINOZA PAID CITATION 700814311 TWICE 50.00 52505 TIME DC OVERPAID CITATION 700825966 40.00 52505 MAURA KELLY OVERPAID CITATION 700810806 75.00 52505 OLEG YURCHENKO REFUND: PAID WHEEL TAX TWICE 60.00 52505 BRIHAT SHARMA REFUND: PAID WHEEL TAX TWICE 40.00 52505 LISA WRIGHT OVERPAID CITATION 700799875 15.00 52505 LETA ADAMS PAID TICKET AFTER IT HAD BEEN VOIDED 60.00 52505 LETA GOLD OVERPAID CITATIONS 700835112 AND 700835113 60.00 62451 NORTH SHORE TOWING IMMOBILIZATION PROGRAM MAY 2017 1,650.00 62451 YUXIANG WANG TOW REFUND 195.00 65095 OFFICE DEPOT OFFICE SUPPLIES 405.53 1941 PARKING ENFORCEMENT & TICKETS Total 2,650.53 1950 FACILITIES 62225 COMCAST CABLE CABLE CHARGES 109.78 62225 COLLEY ELEVATOR CO.FIRE TESTING WITH ALARM COMPANY 189.00 62225 SERVICE BUILDING MAINTENANCE INC CIVIC CENTER WINDOW WASHING 3,850.00 62225 JASCO ELECTRIC CORPORATION REPAIR TO DAMAGED CONDUIT BECK PARK 1,410.00 62225 DUSTCATCHERS, INC.MAY 2017 CARPET SERVICE 205.35 62225 LIONHEART CRITICAL POWER SPECIALISTS, INC REPAIR AND REPLACEMENT EMERGENCY POWER GENERATOR SERVICE CENTER 10,708.00 62245 NATIONAL LIFT TRUCK, INC.*REPAIRS TO EXISTING TRAILER MOUNTED GENIE 6,359.42 62245 DWG INC.HEAT PUMPS FOR CIVIC CENTER 18,805.00 62440 RAYNOR DOOR COMPANY FIRE 1 DOOR REPAIR 274.72 62440 RAYNOR DOOR COMPANY FIRE 5 DOOR REPAIR 167.40 62509 H-O-H WATER TECHNOLOGY CHEMICAL WATER TREATMENT FOR HVAC EQUIPMENT VARIOUS FACILITIES 1,104.00 62509 ECO-CLEAN MAINTENANCE PROFESSIONAL CLEANING SERVICES MULTIPLE CITY FACILITIES 6,133.00 65050 CENTRAL RUG & CARPET CO.MATERIALS FOR FLEETWOOD JOURDAIN STAIRS REPAIR 3,550.00 65050 MARK VEND COMPANY COFFEE AND FOOD FOR CIVIC CENTER 213.69 65050 MARK VEND COMPANY COFFEE FOR CIVIC CENTER 244.29 65090 NORTH SHORE ENH OMEGA PULMONARY SURVEILLANCE 58.00 1950 FACILITIES Total 53,381.65 2126 BUILDING INSPECTION SERVICES 52080 RENEWAL BY ANDERSON REFUND PERMIT 17WNDR-0050 88.00 52155 ALL AMERICAN SIGN COMPANY REFUND PERMIT 17SGNA-0018 175.00 62425 ELEVATOR INSPECTION SERVICE ELEVATOR INSPECTION 50.00 62425 ELEVATOR INSPECTION SERVICE ELEVATOR INSPECTION 200.00 65020 CAMPUS GEAR EMBROIDERY FOR BUILDING INSPECTORS SHIRTS 150.00 2126 BUILDING INSPECTION SERVICES Total 663.00 2128 EMERGENCY SOLUTIONS GRANT 67110 CONNECTIONS FOR THE HOMELESS 4TH ESG DISBURSEMENT FOR MARCH SERVICES 7,665.68 67110 CONNECTIONS FOR THE HOMELESS ESG DISBURSEMENT 8,627.95 2128 EMERGENCY SOLUTIONS GRANT Total 16,293.63 2205 POLICE ADMINISTRATION 62272 NORTHERN ILLINOIS POLICE ALARM SYSTEM LANGUAGE LINE 70.00 65095 ILLINOIS PAPER DBA IMPACT NETWORKING LLC PAPER SUPPLIES 1,404.00 65125 EDDINGTON, RICHARD UC TRUCK TOP REIMBURSEMENT 670.00 2205 POLICE ADMINISTRATION Total 2,144.00 2210 PATROL OPERATIONS 62240 EVANSTON CAR WASH & DETAIL CENTER CAR WASHES 188.00 62490 EVANSTON FUNERAL & CREMATION BODY REMOVAL 1,037.00 65020 J. G. UNIFORMS, INC UNIFORM 89.95 65020 J. G. UNIFORMS, INC UNIFORM - VEST 959.00 65020 JULIE TRIGGS-REDMOND ACADEMY UNIFORM REIMBURSEMENT 130.00 65020 KIESLER POLICE SUPPLY, INC.UNIFORM - VEST 1,205.82 65085 SAFARILAND, LLC TRANSPORT HOODS 99.03 65125 SAFARILAND, LLC TRANSPORT HOODS 72.62 2210 PATROL OPERATIONS Total 3,781.42 2240 POLICE RECORDS 65095 OFFICE DEPOT OFFICE SUPPLIES 270.01 2240 POLICE RECORDS Total 270.01 2251 311 CENTER 64505 AT & T *COMMUNICATION CHARGES 400.92 2251 311 CENTER Total 400.92 2260 OFFICE OF ADMINISTRATION 62295 SHANAS, RICHARD L.TRAINING/MEALS ADAMAX 2017 150.00 62295 SHANAS, RICHARD L.TRAVEL - NASHVILLE 100.00 62295 OSTAP, ANNA TRAVEL - NEWCASTLE IN 115.28 62295 SYED, SOPHIA TRAINING/MEALS - 40 HR INSTRUCTOR DEVELOPMENT 75.00 62295 KLOPACK, STEVEN TRAINING - BASIC CQB/SWAT 310.77 62295 TANYA JENKINS TRAINING/MEALS - 40 HR INSTRUCTOR DEVELOPMENT 75.00 62295 TANYA JENKINS TRAINING/TRAVEL NATIONAL CPAA 263.49 62295 NORTH EAST MULTI-REGIONAL TRAINING INC TRAINING - JUVENILE SPECIALIST 75.00 231 of 677 CITY OF EVANSTON BILLS LIST PERIOD ENDING 06.13.2017 62295 NORTH EAST MULTI-REGIONAL TRAINING INC TRAINING - TACTICAL TRAUMA MGMT 125.00 62295 NORTHWEST POLICE ACADEMY TRAINING - ORGANIZATIONAL ACCOUNTABILITY 180.00 62295 O'BRIEN, SEAN TRAINING/TRAVEL ADAMAX 2017 163.00 62295 HOLLIMAN, BENJAMIN TRAINING/TRAVEL ADAMAX 2017 188.00 62295 WIDEMAN, KYLE TRAINING/MEALS ADAMAX 2017 150.00 62295 MICHAEL TRICHE TRAINING/MEALS ADVANCED MOTOR OFFICER 75.00 62295 JEREMY NIEMAN TRAINING/MEALS ADVANCED MOTOR OFFICER 75.00 62295 VANDERMEIR, MARK TRAINING/MEALS ADVANCED MOTOR OFFICER 75.00 62295 TRACY WILLIAMS TRAINING/MEALS ADVANCED MOTOR OFFICER 75.00 62295 STANLEY SAMSON TRAINING/MEALS ADVANCED MOTOR OFFICER 75.00 62295 DAVID CEPIEL TRAINING/MEALS - 40 HR INSTRUCTOR DEVELOPMENT 75.00 62295 MIZELL, MARK TRAINING/TRAVEL BASIC DATA RECOVERY 349.41 62295 FORCE SCIENCE INSTITUTE, LTD TRAINING - FORCE SCIENCE CERTIFICATION CLASS 1,500.00 62295 MANUEL VASQUEZ TRAINING/MEALS BASIC TRAFFIC INVESTIG.75.00 62295 SEAN SERVISS TRAINING/MEALS CRISIS INTERVENTION 75.00 62295 ADAM NAWOTKA TRAINING/MEALS JOHN REID INTERVIEW ADVANCED 60.00 62295 MARTIN NEAL TRAINING/MEALS ADVANCED MOTOR OFFICER 75.00 65085 IDENTISYS POLICE AND FIRE PHOTO ID MACHINE 6,304.87 2260 OFFICE OF ADMINISTRATION Total 10,859.82 2270 TRAFFIC BUREAU 62490 NORTH SHORE TOWING TOW & HOOK 10.00 65120 LASER HOLSTER LLC LASER HOLSTERS 1,495.00 65125 ILLINOIS DEPARTMENT OF AGRICULTURE SCALE CERTIFICATION 400.00 2270 TRAFFIC BUREAU Total 1,905.00 2280 ANIMAL CONTROL 62509 EVANSTON ANIMAL SHELTER ASSOCIATION OPERATIONAL REIMBURSEMENT 32,500.00 2280 ANIMAL CONTROL Total 32,500.00 2295 BUILDING MANAGEMENT 62225 COLLEY ELEVATOR CO.ELEVATOR INSPECTION 188.00 62225 ECO-CLEAN MAINTENANCE PROFESSIONAL CLEANING SERVICES MULTIPLE CITY FACILITIES 3,345.00 65125 DUSTCATCHERS, INC.FLOOR MATS 93.50 2295 BUILDING MANAGEMENT Total 3,626.50 2305 FIRE MGT & SUPPORT 62315 FEDERAL EXPRESS CORP.SHIPPING 175.57 65020 AIR ONE EQUIPMENT UNIFORMS 808.00 65020 TODAY'S UNIFORMS INC.UNIFORMS 2,635.87 65095 OFFICE DEPOT OFFICE SUPPLIES -104.69 2305 FIRE MGT & SUPPORT Total 3,514.75 2310 FIRE PREVENTION 62210 PROMOS 911, INC.PUBLIC EDUCATION MATERIAL 277.31 62250 CHICAGO COMMUNICATIONS, LLC.RADIO REPAIR 1,030.00 62360 FIRE INVESTIGATORS STRIKE FORCE MEMBERSHIP 75.00 2310 FIRE PREVENTION Total 1,382.31 2315 FIRE SUPPRESSION 53675 ANDRES MEDICAL BILLING AMBULANCE SERVICES - APRIL 2017 8,017.25 62295 NORTHEASTERN ILLINOIS PUBLIC SAFETY FIREFIGHTER TRAINING 825.00 62295 VANEK INC.TRAINING PROP 600.00 62430 ECO-CLEAN MAINTENANCE PROFESSIONAL CLEANING SERVICES MULTIPLE CITY FACILITIES 570.00 62521 HYDRA RAM TOOL REPAIR 393.32 62522 AIR ONE EQUIPMENT BREATHING AIR TEST 145.00 62522 AIR ONE EQUIPMENT COMPRESSOR SERVICE 400.50 65015 PRAXAIR DISTIBUTION INC MEDICAL OXYGEN 1,028.82 65040 SUPERIOR INDUSTRIAL SUPPLY JANITORIAL SUPPLIES 92.13 65050 HASTINGS AIR-ENERGY CONTROL EXHAUST REPAIR 594.23 65075 PHYSIO-CONTROL, INC.EMS SUPPLIES 491.50 65075 PHYSIO-CONTROL, INC.MEDICAL SUPPLIES 265.10 65090 FIRST SIGNS OF FIRE REFLECTIVE MARKERS 226.50 65625 IDENTISYS POLICE AND FIRE PHOTO ID MACHINE 3,702.87 2315 FIRE SUPPRESSION Total 17,352.22 2407 HEALTH SERVICES ADMIN 62295 HUMAN IMPACT PARTNERS *REGISTRATION HEALTH EQUITY AWAKENED 500.00 62360 NACCHO MEMBERSHIP RENEWAL 450.00 65095 OFFICE DEPOT OFFICE SUPPLIES 55.10 2407 HEALTH SERVICES ADMIN Total 1,005.10 2435 FOOD AND ENVIRONMENTAL HEALTH 55146 ADAPCO, INC.WEST NILE VIRUS PROGRAM SUPPLIES 3,875.00 55251 IDEXX DISTRIBUTION, INC.SUMMER BEACH PROGRAM SUPPLIES 3,565.75 62477 VERIZON WIRELESS COMMUNICATION CHARGES -87.99 62494 ILLINOIS STATE POLICE HOME DAYCARE PROVIDERS FINGERPRINTING 30.00 64540 VERIZON WIRELESS COMMUNICATION CHARGES -88.00 65095 OFFICE DEPOT OFFICE SUPPLIES 222.12 2435 FOOD AND ENVIRONMENTAL HEALTH Total 7,516.88 2440 VITAL RECORDS 62210 MSF GRAPHICS, INC.BIRTH CERTIFICATES PAPER 988.00 2440 VITAL RECORDS Total 988.00 2455 COMMUNITY HEALTH 65095 OFFICE DEPOT OFFICE SUPPLIES 34.36 2455 COMMUNITY HEALTH Total 34.36 3010 REC. BUSINESS & FISCAL MGMT 65095 OFFICE DEPOT OFFICE SUPPLIES 285.22 3010 REC. BUSINESS & FISCAL MGMT Total 285.22 332 of 677 CITY OF EVANSTON BILLS LIST PERIOD ENDING 06.13.2017 3020 REC GENERAL SUPPORT 62490 LAKE BREEZE ORGANICS FARMERS MARKET 108.00 62490 HENRY'S FARM FARMERS MARKET 32.00 62490 HEARTLAND MEATS FARMERS MARKET 61.00 62490 ELKO'S PRODUCE AND GREENHOUSE FARMERS MARKET 34.00 62490 NICHOLS FARM & ORCHARD FARMERS MARKET 58.00 62490 K.V. STOVER AND SON FARMERS MARKET 39.00 62490 GREAT HARVEST BREAD CO.FARMERS MARKET 30.00 62490 MARILYN'S BAKERY FARMERS MARKET 42.00 62490 RIVER VALLEY RANCH FARMERS MARKET 86.00 3020 REC GENERAL SUPPORT Total 490.00 3030 CROWN COMMUNITY CENTER 62490 LAUNDRY WORLD LAUNDRY 86.25 62505 GARY KANTOR MAGIC INSTRUCTOR 224.00 62505 SOPHIA LAWRENCE MONITOR SERVICES 300.00 62505 FONSECA MARTIAL ARTS MARTIAL ARTS INSTRUCTION 3,805.20 62505 MICHELLE A. VAN DER KARR DANCE TEACHER 380.00 65020 EXPRESS PRESS CAMP T-SHIRTS 537.60 65025 GOURMET GORILLA, INC.CATER FOOD 2,812.95 65040 UNIFIRST CORPORATION CUSTODIAL SUPPLY 18.72 65110 EXPRESS PRESS CAMP T-SHIRTS 1,242.64 3030 CROWN COMMUNITY CENTER Total 9,407.36 3035 CHANDLER COMMUNITY CENTER 62495 ANDERSON PEST CONTROL MONTHLY PEST CONTROL 31.20 65095 OFFICE DEPOT OFFICE SUPPLIES 258.09 3035 CHANDLER COMMUNITY CENTER Total 289.29 3040 FLEETWOOD JOURDAIN COM CT 62225 FOX VALLEY FIRE & SAFETY FIRE ALARM SYSTEM SERVICE 1,130.00 62225 GILLESPIE, WILL MONTHLY CLEANING FISH TANK IN MAIN LOBBY.75.00 62511 COREY BLESS PRODUCTION, LLC PROVIDE MUSIC FOR CHILDREN'S DAY 150.00 62511 JESUS SAVES SECURITY & INVESTIGATIONS AGENCY, LLC SECURITY FOR PRIVATE RENTAL 315.00 62525 PAYNE, CHUBBY ARCHITECT LANDSCAPE 325.00 65020 EVANSTON IMPRINTABLES T-SHIRTS FOR THE SUMMER 521.78 65025 MARK VEND COMPANY 10 OZ GRN JAVA CUPS (1000)332.28 65025 SMIGO MANAGEMENT GROUP DBA HOFFMAN HOUSE CATERING WEDNESDAY CATERING FOR SENIORS 663.60 65095 OFFICE DEPOT OFFICE SUPPLIES 3.99 65110 COMCAST CABLE CABLE CHARGES 99.99 3040 FLEETWOOD JOURDAIN COM CT Total 3,616.64 3045 FLEETWOOD/JOURDAIN THEATR 62505 TWILLIE, CHRISTIE CHILES MUSIC DIRECTOR COMPOSER AND PIANIST 825.00 62505 LEVANDER, KELLY SOCIAL MEDIA, POSTERS, NEWSLETTER CREATION 480.00 62505 THOMAS, GILLILAND CHADWICK STAGE MANAGER 2017 SEASON 640.00 62505 PHILLIP MORGAN DJ FOR MOTOWN PARTY 200.00 62511 RAWLS, MICHAEL STIPEND YELLOW MAN 200.00 62511 SHADANA PATTERSON STIPEND YELLOW MAN 200.00 62511 EXTREME REACH, INC.PERFORMER SERVICES FLEETWOOD JOURDAIN COMMUNITY THEATRE 1,564.65 3045 FLEETWOOD/JOURDAIN THEATR Total 4,109.65 3050 RECREATION OUTREACH PROGRAM 62495 ANDERSON PEST CONTROL MONTHLY PEST CONTROL 47.68 3050 RECREATION OUTREACH PROGRAM Total 47.68 3055 LEVY CENTER SENIOR SERVICES 61062 JESUS SAVES SECURITY & INVESTIGATIONS AGENCY, LLC SECURITY OR LIQUOR RENTAL 270.00 62295 SADLER, CALLIE TRAVEL REIMBURSEMENT 511.06 62495 ANDERSON PEST CONTROL MONTHLY PEST CONTROL 48.09 65025 SMIGO MANAGEMENT GROUP DBA HOFFMAN HOUSE CATERING FOOD PREPARATION SERVICES-LEVY CONGREGATE MEAL PROGRAM 2,535.00 65095 ILLINOIS PAPER DBA IMPACT NETWORKING LLC PAPER FOR OFFICE 225.60 3055 LEVY CENTER SENIOR SERVICES Total 3,589.75 3080 BEACHES 62495 ANDERSON PEST CONTROL MONTHLY PEST CONTROL 47.67 65020 PARADISE INDUSTRIES OF BRAVARD INC DBA JOBBEEDH RASH GUARDS FOR LAKEFRONT STAFF 2,121.25 65095 OFFICE DEPOT OFFICE SUPPLIES 247.22 65125 SERVICE SANITATION INC SUPPLIES 106.29 3080 BEACHES Total 2,522.43 3095 CROWN ICE RINK 62245 JORSON & CARLSON BLADE MAINTENANCE 37.67 62245 ARENASERV, LLC MACHINE MAINTENANCE 1,000.00 62505 RC TRAINING & FITNESS PROFESSIONAL TRAINING 750.00 62508 CHAVANNES, SEBASTIEN BROOMBALL REFEREE 770.00 62508 FIERER-BLEVINS, SAMUEL SCOREKEEPER 285.00 62508 SHAWN PFEIFFER BROOMBALL REFEREE 630.00 62508 MATTHEW LEVI REFEREE 105.00 65040 UNIFIRST CORPORATION CUSTODIAL SUPPLY 56.18 65050 BOTANY BAY CHEMICAL COMPANY COOLING TOWER MAINTENANCE 1,424.80 65095 OFFICE DEPOT OFFICE SUPPLIES 496.63 65110 ILLINOIS PAPER DBA IMPACT NETWORKING LLC COPY PAPER 295.80 3095 CROWN ICE RINK Total 5,851.08 3100 SPORTS LEAGUES 62495 ANDERSON PEST CONTROL MONTHLY PEST CONTROL 92.00 65110 MARTENSON TURF PRODUCTS, INC.LINE MARKING 427.20 3100 SPORTS LEAGUES Total 519.20 3150 PARK SERVICE UNIT 65020 EVANSTON IMPRINTABLES JACKETS FOR STAFF 317.52 3150 PARK SERVICE UNIT Total 317.52 433 of 677 CITY OF EVANSTON BILLS LIST PERIOD ENDING 06.13.2017 3225 GIBBS-MORRISON CULTURAL CENTER 62495 ANDERSON PEST CONTROL MONTHLY PEST CONTROL 55.00 62509 SETH WATSON STUDIO ENGINEER 260.00 3225 GIBBS-MORRISON CULTURAL CENTER Total 315.00 3605 ECOLOGY CENTER 65050 UNITED RENTALS EQUIPMENT RENTAL FOR CHURCH ST BOAT RAMP DREDGING 6,760.00 3605 ECOLOGY CENTER Total 6,760.00 3610 ECO-QUEST DAY CAMP 62507 CHICAGO BOTANIC GARDEN ECOEXPLORER FIELD TRIP 160.00 3610 ECO-QUEST DAY CAMP Total 160.00 3710 NOYES CULTURAL ARTS CENTER 62495 ANDERSON PEST CONTROL MONTHLY PEST CONTROL 41.88 3710 NOYES CULTURAL ARTS CENTER Total 41.88 3720 CULTURAL ARTS PROGRAMS 62210 ALLEGRA PRINT & IMAGING PRINT AND FOLD POCKET CALENDAR 1,695.00 62509 FRAN JOY JUROR 2017 WORD MUSIC AND ARTS FEST 75.00 62509 NADINE ROYSTER CRAFT ACTIVITIES FOR WORLD ARTS AND MUSIC FEST 350.00 62509 PHILIP BATTAGLIA CRAFT ACTIVITIES FOR WORLD ARTS AND MUSIC FEST 400.00 62511 LYNNE R. JORDAN ENTERTAINMENT FOR JULY 25 STARLIGHT CONCERT 1,200.00 62511 QUINN, JOHN J ENTERTAINMENT FOR JULY 11 STARLIGHT CONCERT 1,200.00 62511 A TOUCH OF CLASS ENSEMBLES ENTERTAINMENT FOR WORLD ARTS AND MUSIC FEST 500.00 62511 LAWRENCE PETERS ENTERTAINMENT FOR JUNE 27 STARLIGHT CONCERT 1,000.00 62511 ASIAN IMPROV ARTS MIDWEST ENTERTAINMENT FOR WORLD ARTS & MUSIC FESTIVAL 2,000.00 65095 OFFICE DEPOT OFFICE SUPPLIES 285.25 3720 CULTURAL ARTS PROGRAMS Total 8,705.25 4105 PUBLIC WORKS AGENCY ADMIN 65503 FORWARD SPACE LLC D/B/A OFFICE OFFICE FURNITURE SUPPLY CONTRACT RFP 16-65 400.38 4105 PUBLIC WORKS AGENCY ADMIN Total 400.38 4320 FORESTRY 62496 RAINBOW TREECARE ARBOTECT FOR 2017 ELM TREE INJECTION PROGRAM 37,378.72 4320 FORESTRY Total 37,378.72 4330 GREENWAYS 62195 LANDSCAPE CONCEPTS MANAGEMENT, INC.2017 GREEN BAY ROAD LANDSCAPE MAINTENANCE CONTRACT 2,620.86 62199 NATIONAL AWARDS & FINE GIFTS ENGRAVED PLATE 15.00 62199 RUSSO POWER EQUIPMENT MOWER PARTS 536.99 65005 CLESEN WHOLESALE PLANTS FOR ALEXANDER 188.00 65005 CLESEN WHOLESALE PLANTS FOR CIVIC CENTER 254.50 65005 CLESEN WHOLESALE PLANTS FOR FLEETWOOD 143.90 65005 CLESEN WHOLESALE PLANTS FOR HOWARD/CHICAGO 387.00 65005 CLESEN WHOLESALE PLANTS FOR LOVELACE 59.40 65005 CLESEN WHOLESALE PLANTS FOR POTS 481.75 65005 CLESEN WHOLESALE PLANTS FOR ST PAUL 765.10 65005 CLESEN WHOLESALE PLANTS FOR TWIGGS 626.75 65005 LURVEY LANDSCAPE SUPPLY PLANTS FOR GREENWOOD AND DARROW 218.00 65005 LURVEY LANDSCAPE SUPPLY PLANTS FOR PHILBRICK & RICHMOND DOBSON 138.00 65005 LURVEY LANDSCAPE SUPPLY PLANTS FOR TRAHAN 74.50 65005 LURVEY LANDSCAPE SUPPLY POTTING SOIL 57.40 65005 RUSSO POWER EQUIPMENT ORNAMEC AND SPRAYER EQUIPMENT 59.99 65005 MIDWEST GROUNDCOVERS PLANTS FOR TRAFFIC CIRCLES 1,311.37 65005 MIDWEST GROUNDCOVERS PLANTS FOR FIREHOUSE 77.00 65005 MIDWEST GROUNDCOVERS PLANTS FOR TRAFFIC CIRCLES 1,354.58 65005 CONTINENTAL RESEARCH CORP.ALL CLEAR 158.45 65070 RUSSO POWER EQUIPMENT ORNAMEC AND SPRAYER EQUIPMENT 78.49 65085 RUSSO POWER EQUIPMENT RATCHET HELMET SYSTEM 107.98 65085 RUSSO POWER EQUIPMENT ROSE PRUNER 55.99 4330 GREENWAYS Total 9,771.00 4400 CAPITAL PLANNING & ENGINEERING 65095 OFFICE DEPOT OFFICE SUPPLIES 103.75 4400 CAPITAL PLANNING & ENGINEERING Total 103.75 5300 ECON. DEVELOPMENT 62295 CINDY PLANTE REIMBURSEMENT: ENGAGING LOCAL GOV 605.59 62660 COSTAR GROUP, INC.ANNUAL SUBSCRIPTION 13,973.93 65522 ROBERT AMADO *STOREFRONT MODERNIZATION 6,000.00 5300 ECON. DEVELOPMENT Total 20,579.52 100 GENERAL FUND Total 417,561.95 175 GENERAL ASSISTANCE FUND 4605 GENERAL ASSISTANCE ADMIN 65095 OFFICE DEPOT OFFICE SUPPLIES 59.43 4605 GENERAL ASSISTANCE ADMIN Total 59.43 175 GENERAL ASSISTANCE FUND Total 59.43 215 CDBG FUND 5220 CDBG ADMINISTRATION 62490 ZOOMGRANTS ANNUAL RENEWAL GRANTS MANAGEMENT SYSTEM 7.1.17-6.30.18 5,485.00 5220 CDBG ADMINISTRATION Total 5,485.00 215 CDBG FUND Total 5,485.00 534 of 677 CITY OF EVANSTON BILLS LIST PERIOD ENDING 06.13.2017 330 HOWARD-RIDGE TIF FUND 5860 HOWARD RIDGE TIF 56010 TMQ GROUP LLC MONTHLY RENT FOR POLICE OUTPOST AT 745 HOWARD - JULY 2017 1,000.00 5860 HOWARD RIDGE TIF Total 1,000.00 330 HOWARD-RIDGE TIF FUND Total 1,000.00 415 CAPITAL IMPROVEMENTS FUND 4116 2016 BOND PROJECTS 516002 62145 SMITHGROUPJJR, INC.RFP 16-13, CHURCH STREET HARBOR RENOVATIONS - PHASE 2 12,461.00 416513 62145 STANLEY CONSULTANTS INC.CENTRAL ST BRIDGE ENGINEERING SRVCS RFQ 16-08 28,641.83 616019 62145 CONTINENTAL ELECTRICAL CONSTRUCTION COMPANY, LLC SOLAR PANEL INSTALLATION AT ECOLOGY CENTER 18,275.00 616020 62145 TESKA ASSOCIATES, INC.RFP 16-04 GIBBS MORRISON SITE IMPROVEMENTS 4,391.90 416450 65515 ESI CONSULTANTS, LTD EMERSON/RIDGE/GREENBAY PHASE III ENGINEERING SERVICES RFQ 13-12 15,375.61 516013 65515 JASCO ELECTRIC CORPORATION REPLACEMENT OF VOLLEYBALL LIGHT POLE 4,600.00 4116 2016 BOND PROJECTS Total 83,745.34 4117 2017 GO BOND ISSUANCE 517002 62145 MOSHE CALAMARO & ASSOC JAMES PARK - STRUCTURAL ENGINEERING 3,536.00 416535 62145 STANLEY CONSULTANTS INC.MAIN ST CORRIDOR IMPROVEMENT PROJECT RFP 16-47 11,960.76 65515 COMMUNITY COUNSELLING SERVICE ROBERT CROWN CAMPAIGN MANAGEMENT - REIMBURSABLE EXPENSES 275.56 65515 COMMUNITY COUNSELLING SERVICE ROBERT CROWN FUNDRAISING CONSULTING SERVICES - MAY 2017 32,000.00 517004 65515 RPM GARAGE DOOR AND GATE SERVICE, INC.CHURCH ST HARBOR GATE REPAIR 2,395.00 415450 65515 CHRISTOPHER B. BURKE ENGINEERING, LTD.SHERIDAN RD-CHICAGO AVE. PHASE III ENG SRVCS 35,387.20 4117 2017 GO BOND ISSUANCE Total 85,554.52 4217 2017 CIP OTHER FUNDING SOURCES 516004 62145 CHRISTOPHER B. BURKE ENGINEERING, LTD.RFP 15-68, FOUNTAIN SQUARE RENOVATIONS 63,392.34 4217 2017 CIP OTHER FUNDING SOURCES Total 63,392.34 415 CAPITAL IMPROVEMENTS FUND Total 232,692.20 505 PARKING SYSTEM FUND 7005 PARKING SYSTEM MGT 53390 WALTER HENEBRY LOT 1 REFUND - DOESN'T LIKE LOT 1 76.00 53445 MARTN RASMUSSEN LOT 32 REFUND - MOVING OUT OF STATE 57.00 417025 65515 CHRISTOPHER B. BURKE ENGINEERING, LTD.TRAFFIC SIGNAL DESIGN - JAMES PARK NORTH PARKING LOT 6,303.27 616014 65515 CTL GROUP ESP. 16-07 '16 CHURCH AND MAPLE GARAGE REPAIRS 7,130.00 7005 PARKING SYSTEM MGT Total 13,566.27 7015 PARKING LOTS & METERS 62245 TOTAL PARKING SOLUTIONS, INC.1 YR SUPPORT AND MAINTENANCE CALE PARKING METERS LOT 10 3,360.00 62375 MCGAW YMCA 1ST QTR. PARKING METER COLLECTIONS 5,342.43 65070 PASSPORT PARKING, INC`$.35 TRANSACTION PROCESSING FEE BY CELL OPTION FOR PARKING METER 5,944.40 7015 PARKING LOTS & METERS Total 14,646.83 7025 CHURCH STREET GARAGE 62400 SP PLUS PARKING PARKING LOT MANAGEMENT-3 DOWNTOWN PARKING GARAGES 23,617.75 64505 CALL ONE COMMUNICATION CHARGES 413.79 7025 CHURCH STREET GARAGE Total 24,031.54 7036 SHERMAN GARAGE 62400 SP PLUS PARKING PARKING LOT MANAGEMENT-3 DOWNTOWN PARKING GARAGES 53,424.00 62509 SIMPLEX GRINNELL FIRE ALARM SYSTEMS INSPECTION, TESTING, SERVICE SHERMAN GARAGE 9,525.00 62660 MB EVANSTON SHERMAN, L.L.C.SHARED MAINT COSTS SHERMAN PLAZA GARAGE, RETAIL AND CONDO 7,016.41 64505 AT & T COMMUNICATIONS CHARGES 182.09 64505 CALL ONE COMMUNICATION CHARGES 504.31 7036 SHERMAN GARAGE Total 70,651.81 7037 MAPLE GARAGE 62400 SP PLUS PARKING PARKING LOT MANAGEMENT-3 DOWNTOWN PARKING GARAGES 45,552.00 62509 AUTOMATED PARKING TECHNOLOGIES REMOTE REPAIR FOR SERVICE MAPLE GARAGE 119.00 62509 AUTOMATED PARKING TECHNOLOGIES REPLACEMENT SHEAR BOLTS FOR GATES 120.00 64505 CALL ONE COMMUNICATION CHARGES 980.83 7037 MAPLE GARAGE Total 46,771.83 505 PARKING SYSTEM FUND Total 169,668.28 510 WATER FUND 4200 WATER PRODUCTION 56140 ILLINOIS DEPT OF REVENUE *SALES TAX 583.00 64505 CALL ONE COMMUNICATION CHARGES 260.09 65095 OFFICE DEPOT OFFICE SUPPLIES 259.28 4200 WATER PRODUCTION Total 1,102.37 4208 WATER BILLING 62245 M.E. SIMPSON COMPANY INC LARGE WATER METER TESTING 4,100.00 64540 VERIZON WIRELESS COMMUNICATION CHARGES 118.13 4208 WATER BILLING Total 4,218.13 4210 PUMPING 65090 NORTH SHORE ENH OMEGA EMPLOYEE RESPIRATORY REVIEW 116.00 4210 PUMPING Total 116.00 4220 FILTRATION 62465 EUROFINS EATON ANALYTICAL DRINKING WATER LABORATORY TESTING SERVICES 1,645.00 65015 JCI JONES CHEMICALS, INC.LIQUID CHLORINE 2,384.00 65090 NORTH SHORE ENH OMEGA EMPLOYEE RESPIRATORY QUESTIONNAIRE REVIEW 58.00 65090 NORTH SHORE ENH OMEGA EMPLOYEE RESPIRATORY REVIEW 145.00 4220 FILTRATION Total 4,232.00 635 of 677 CITY OF EVANSTON BILLS LIST PERIOD ENDING 06.13.2017 4225 WATER OTHER OPERATIONS 62315 SEBIS DIRECT UTILITY BILL PRINT & MAIL 2,500.00 62455 SEBIS DIRECT UTILITY BILL PRINT & MAIL 100.00 4225 WATER OTHER OPERATIONS Total 2,600.00 4540 DISTRIBUTION MAINTENANCE 65055 G & L CONTRACTORS, INC 2017 GRANULAR MATERIALS 2,770.20 4540 DISTRIBUTION MAINTENANCE Total 2,770.20 510 WATER FUND Total 15,038.70 515 SEWER FUND 4530 SEWER MAINTENANCE 62315 SEBIS DIRECT UTILITY BILL PRINT & MAIL 2,500.00 62455 SEBIS DIRECT UTILITY BILL PRINT & MAIL 97.64 4530 SEWER MAINTENANCE Total 2,597.64 4535 SEWER IMPROVEMENTS 62461 TESKA ASSOCIATES, INC.RFP 16-04 GIBBS MORRISON SITE IMPROVEMENTS 4,391.90 4535 SEWER IMPROVEMENTS Total 4,391.90 515 SEWER FUND Total 6,989.54 520 SOLID WASTE FUND 4310 RECYCLING AND ENVIRONMENTAL MAIN 56155 ILLINOIS DEPT OF REVENUE *SALES TAX 36.00 62405 SOLID WASTE AGENCY NORTHERN COOK DISPOSAL FEES FOR FY 2017 61,176.48 62415 GROOT RECYCLING & WASTE SERVICES 2017 SOLID WASTE RESIDENTIAL REMOVAL 135,880.38 62415 GROOT RECYCLING & WASTE SERVICES 2017 YARD WASTE REMOVAL 73,851.48 4310 RECYCLING AND ENVIRONMENTAL MAIN Total 270,944.34 520 SOLID WASTE FUND Total 270,944.34 600 FLEET SERVICES FUND 7705 GENERAL SUPPORT 64505 CALL ONE COMMUNICATION CHARGES 737.96 65095 OFFICE DEPOT OFFICE SUPPLIES 184.49 7705 GENERAL SUPPORT Total 922.45 7710 MAJOR MAINTENANCE 62355 CINTAS #22 WEEKLY UNIFORM SERVICE 160.29 62355 CINTAS #22 WEEKLY UNIFORM SERVICE 160.29 62355 CINTAS #22 WEEKLY UNIFORM SERVICE 160.29 62355 CINTAS CORPORATION #769 WEEKLY MAT SERVICE 826.94 65035 WARREN'S SHELL SERVICE GAS FOR PARKS & FORESTRY EQUIPMENT 264.88 65035 INTERSTATE POWER SYSTEMS, INC.55 GALLON DRUM TRANSYND TRANSMISSION OIL 1,983.00 65035 GAS DEPOT INC.7,000 GALLONS DIESEL FUEL 12,583.48 65035 GAS DEPOT INC.8,000 GALLONS B-20 FUEL 12,860.61 65050 CHICAGO CRANE & HOIST CO ANNUAL CRANE INSPECTION 1,863.00 65060 R.A. ADAMS ENTERPRISES INC,TRUCK #926 SANDBLASTING AND REPAINTING 4,203.45 65060 ALLTECH AUTO INC.#67 BODY REPAIRS 909.20 65060 BUCK BROTHERS, INC.#555 OIL LINES 171.46 65060 BUCK BROTHERS, INC.HYDRAULIC FITTINGS #555 214.64 65060 CITY WELDING SALES & SERVICE INC.WELDING GASES 91.69 65060 CUMBERLAND SERVICENTER CABIN FILTER 267.82 65060 DOUGLAS TRUCK PARTS FUEL FILTERS 226.92 65060 DUXLER TIRE & CAR CENTER #425 ALIGNMENT 69.00 65060 GROVER WELDING COMPANY #428 WELDING REPAIRS 850.00 65060 GROVER WELDING COMPANY #766 STEP REPAIR 132.20 65060 HAVEY COMMUNICATIONS INC.#18 LIGHTING REPAIR 94.60 65060 INTERSTATE BATTERY OF NORTHERN CHICAGO #265 BATTERY 98.47 65060 INTERSTATE BATTERY OF NORTHERN CHICAGO BATTERIES 585.51 65060 KELLER HEARTT CO, INC.CREDIT FOR DRUMS -188.10 65060 KELLER HEARTT CO, INC.DIESEL EXHAUST FLUID 368.50 65060 LAKE/COOK C.V. JOINTS INC #953 AXLE JOINTS REPAIRED 608.00 65060 LEACH ENTERPRISES, INC.#150 PINION SEAL 58.91 65060 LEACH ENTERPRISES, INC.CAM SPACER WASHERS 15.20 65060 LEACH ENTERPRISES, INC.CAM SPACERS 6.60 65060 LEACH ENTERPRISES, INC.CREDIT -6.60 65060 LEACH ENTERPRISES, INC.DESICCANT FILTERS 128.79 65060 LEACH ENTERPRISES, INC.GREEN HUBCAP PLUGS 12.06 65060 MIDAS AUTO SERVICE EXPERTS #764 MUFFLER 117.00 65060 REGIONAL TRUCK EQUIPMENT COMPANY, INC.#260 INVERTER INSTALLED 1,242.00 65060 SPRING ALIGN #323 REAR AIR BAGS REPLACED 300.00 65060 SPRING ALIGN #638 ALIGNMENT 99.95 65060 STANDARD EQUIPMENT COMPANY #661 BROOM WIRE REPAIR 1,209.60 65060 STANDARD EQUIPMENT COMPANY #668 BLOWER MOTOR 475.03 65060 STANDARD EQUIPMENT COMPANY #956 SWIVEL KIT 250.26 65060 STANDARD EQUIPMENT COMPANY CAMERA KIT 955.77 65060 STANDARD EQUIPMENT COMPANY CREDIT FOR OVERPAYMENT -1,154.56 65060 UNITED PARCEL SERVICE SHIPPING 17.41 65060 VERMEER MIDWEST #567 CHIPPER FLYWHEEL...1,787.41 65060 VERMEER MIDWEST CREDIT FOR RETURNED FLYWHEEL -1,767.41 65060 SKF LUBRICATION SYSTEMS USA AUTO LUBE HARNESS 95.42 65060 WHOLESALE DIRECT INC IN LINE AMBER CORNER LED STROBE 400.68 65060 GENERAL TRUCK PARTS & EQT #623 PTO 1,303.62 65060 WANCO INC.#156 SWITCHES AND CABLES 1,316.60 65060 TEREX UTILITIES, INC.TRUCK #163 HYDRAULIC PUMP REPLACED...2,890.52 65060 INTERSTATE POWER SYSTEMS, INC.#323 EGR REPAIRS 916.34 65060 HERITAGE CRYSTAL CLEAN ANTI-FREEZE 824.60 65060 FUTURE ENVIRONMENTAL, INC.USED OIL PICK UP 40.00 736 of 677 CITY OF EVANSTON BILLS LIST PERIOD ENDING 06.13.2017 65060 GLOBAL EMERGENCY PRODUCTS, INC.7" ROUND LIGHTS 208.17 65060 GLOBAL EMERGENCY PRODUCTS, INC.HEATER VALVE SHUTOFF 126.05 65060 FOSTER COACH SALES, INC.AIR FILTERS AMBULANCES 672.59 65060 NEW RIDE INC.#2006 TIRE REPAIR 178.05 65060 NEW RIDE INC.#2014 A/C REPAIR 88.60 65060 NEW RIDE INC.#2019 WIRING 145.00 65060 NEW RIDE INC.#2020 PMA 419.85 65060 NEW RIDE INC.#2020 WIPER REPAIR 108.50 65060 BRUCE MUNICIPAL EQUIPMENT #668 SWEEPER INSPECTION AND REPAIRS...9,003.08 65060 MOBILITYWORKS #451 LIFT REPAIRS 420.00 65060 REINDERS, INC.#531 ALTERNATOR & STARTER 1,236.42 65060 CARQUEST EVANSTON BULBS 37.66 65060 CARQUEST EVANSTON CREDIT -168.74 65060 CARQUEST EVANSTON MULTIPLES COLORS OF 14 GA WIRE 210.74 65060 CARQUEST EVANSTON WIPER BLADES 21.58 65060 GOLF MILL FORD #108 BRAKE PEDAL 26.72 65060 GOLF MILL FORD #191 BLOWER SWITCH 19.11 65060 GOLF MILL FORD #262 TRANS-COOLER LINES 647.52 65060 GOLF MILL FORD #350 WATER PUMP 450.13 65060 GOLF MILL FORD #425 BRAKE JOB 918.14 65060 GOLF MILL FORD #502 OIL LEAK REPAIRS 7,828.66 65060 GOLF MILL FORD #551 EGR REPLACEMENT 509.77 65060 GOLF MILL FORD #56 TURN SIGNAL SOCKET 22.13 65060 GOLF MILL FORD #618 EGR COOLER REPLACED 873.21 65060 GOLF MILL FORD #619 STEERING LINKAGE 87.01 65060 GOLF MILL FORD #638 TIE ROD ENDS 211.11 65060 GOLF MILL FORD #769 REAR WINDOW PANEL 16.06 65060 GOLF MILL FORD CREDIT -100.00 65060 SUBURBAN ACCENTS, INC.100 BEST FLEET DECALS 208.75 65060 CHICAGO PARTS & SOUND, LLC TIRE PRESSURE MONITORING SENSORS 112.53 65060 CHICAGO PARTS & SOUND, LLC TPMS 37.51 65060 RAY-TECH INFRARED CORP.#685 IGNITION CONTROL BOX 258.10 65060 CATCHING FLUIDPOWER INC.QUICK COUPLERS 616.45 65060 APC STORES, INC., DBA BUMPER TO BUMPER #164 RR PADS & CALIPER 158.68 65060 APC STORES, INC., DBA BUMPER TO BUMPER #191 BLOWER MOTOR 67.99 65060 APC STORES, INC., DBA BUMPER TO BUMPER #529 STARTER 152.24 65060 APC STORES, INC., DBA BUMPER TO BUMPER #562 FILTERS 75.39 65060 APC STORES, INC., DBA BUMPER TO BUMPER #568 AIR FILTER 39.91 65060 APC STORES, INC., DBA BUMPER TO BUMPER #568 FILTERS 155.48 65060 APC STORES, INC., DBA BUMPER TO BUMPER #718 SEAL 91.98 65060 APC STORES, INC., DBA BUMPER TO BUMPER 4 PAILS MINERAL SPIRITS 172.76 65060 APC STORES, INC., DBA BUMPER TO BUMPER AIR FILTER 32.20 65060 APC STORES, INC., DBA BUMPER TO BUMPER AIR FILTERS 298.67 65060 APC STORES, INC., DBA BUMPER TO BUMPER BASE MOUNT KIT 35.78 65060 APC STORES, INC., DBA BUMPER TO BUMPER CABIN AIR FILTERS 41.56 65060 APC STORES, INC., DBA BUMPER TO BUMPER CREDIT -97.68 65060 APC STORES, INC., DBA BUMPER TO BUMPER FILTERS 540.80 65060 APC STORES, INC., DBA BUMPER TO BUMPER FUEL FILTER 106.50 65060 APC STORES, INC., DBA BUMPER TO BUMPER HEADLAMPS 45.16 65060 APC STORES, INC., DBA BUMPER TO BUMPER HYDRAULIC FITTING 358.88 65060 APC STORES, INC., DBA BUMPER TO BUMPER HYDRAULIC FITTINGS 208.75 65060 APC STORES, INC., DBA BUMPER TO BUMPER HYDRAULIC O-RINGS 10.80 65060 APC STORES, INC., DBA BUMPER TO BUMPER MARKER LIGHTS 54.39 65060 APC STORES, INC., DBA BUMPER TO BUMPER MINI LAMPS 29.77 65060 APC STORES, INC., DBA BUMPER TO BUMPER MULTIPLE FILTERS 304.59 65060 APC STORES, INC., DBA BUMPER TO BUMPER OIL FILTER 143.48 65060 APC STORES, INC., DBA BUMPER TO BUMPER O-RINGS 19.80 65060 APC STORES, INC., DBA BUMPER TO BUMPER SUPER GLUE 10.14 65060 APC STORES, INC., DBA BUMPER TO BUMPER TENSIONER 34.29 65060 APC STORES, INC., DBA BUMPER TO BUMPER TRANS FILTER 25.00 65060 APC STORES, INC., DBA BUMPER TO BUMPER V-BELT 46.79 65060 RUSH TRUCK CENTERS OF ILLINOIS, INC #623 BOLTS 20.86 65060 RUSH TRUCK CENTERS OF ILLINOIS, INC FILTER BREATHERS 460.86 65065 WENTWORTH TIRE SERVICE #683 NEW TIRES 2,003.32 65065 WENTWORTH TIRE SERVICE #721 & #620 TIRE REPAIR & M/D 865.38 65065 WENTWORTH TIRE SERVICE 9 NEW TIRES 1,510.26 65065 WENTWORTH TIRE SERVICE NEW TIRE 278.50 65065 WENTWORTH TIRE SERVICE TIRE REPAIR 485.00 65085 HASTINGS AIR-ENERGY CONTROL FLEET GARAGE EXHAUST SYSTEM REPAIRS 1,755.54 65085 APC STORES, INC., DBA BUMPER TO BUMPER CREEPER 76.49 65090 CINTAS FIRST AID & SUPPLY FIRST AID SUPPLIES 45.28 7710 MAJOR MAINTENANCE Total 87,217.39 600 FLEET SERVICES FUND Total 88,139.84 601 EQUIPMENT REPLACEMENT FUND 7780 VEHICLE REPLACEMENTS 62402 NISSAN MOTOR ACCEPTANCE CORP MAY LEASE PAYMENT 927.44 7780 VEHICLE REPLACEMENTS Total 927.44 601 EQUIPMENT REPLACEMENT FUND Total 927.44 Grand Total 1,208,506.72 837 of 677 CITY OF EVANSTON BILLS LIST PERIOD ENDING 06.13.2017 ACCOUNT NUMBER SUPPLIER NAME DESCRIPTION AMOUNT SUPPLEMENTAL BILLS LIST ATTACHMENT INSURANCE VARIOUS IPBC MONTHLY CORPORATIVE CONTRIBUTION 1,196,528.92 VARIOUS VARIOUS CASUALTY LOSS 111,169.40 VARIOUS VARIOUS WORKERS COMP 12,113.69 VARIOUS VARIOUS CASUALTY LOSS 59.12 VARIOUS VARIOUS WORKERS COMP 15,911.79 VARIOUS VARIOUS CASUALTY LOSS 134.95 VARIOUS VARIOUS WORKERS COMP 19,104.31 VARIOUS VARIOUS WORKERS COMP 75,929.52 1,430,951.70 SEWER 7610.68308 IEPA LOAN DISBURSEMENT SEWER FUND 90,535.08 90,535.08 VARIOUS VARIOUS WELLS FARGO DEBT SERVICE INTEREST PAYMENTS 2,583,015.95 7135.68305 IEPA LOAN DISBURSEMENT WATER FUND 31,089.09 2,614,105.04 4,135,591.82 Grand Total 5,344,098.54 PREPARED BY DATE REVIEWED BY DATE APPROVED BY DATE 938 of 677 For City Council meeting of June 12, 2017 Item A3.1 Business of the City by Motion: Citywide Generator Evaluation (RFP 17-30) For Action To: Honorable Mayor and Members of the City Council Administration and Public Works Committee From: David Stoneback, Public Works Agency Director Lara Biggs, Bureau Chief – Capital Planning / City Engineer Stefanie Levine, Senior Project Manager Anil Khatkhate, Project Manager Subject: Citywide Generator Evaluation (RFP 17-30) Date: June 12, 2017 Action: Staff recommends City Council authorize the City Manager to execute a contract for a Citywide Generator Evaluation (RFP 17-30) with CCJM Engineers, Ltd. (303 East Wacker Drive, Suite 303, Chicago, IL) in the amount of $54,339.99. Funding Source: Funding will be provided from Capital Improvements Fund 2017 GO Bonds (Account 415.40.4117.65515 – 617017). This project was budgeted at $70,000 in FY 2017. Livability Benefits: Health & Safety: Improve emergency prevention and response; Enhance resiliency to natural & human hazards Background: The City of Evanston operates 14 emergency generators at various facilities providing back up power to support critical services. Generators are currently installed in the following locations: •Service Center – Fleet/Emergency Operation Center •Service Center – Data Center •Fire Station No. 1 •Fire Station No. 2 •Fire Station No. 3 •Fire Station No. 4 •Fire Station No. 5 •Police Headquarters Memorandum 39 of 677 • Sherman Plaza Garage • Maple Avenue Self-Park • Church Street Self-Park • Levy Center • Water Production Facility (2 total) The existing emergency generators were installed based on the power requirement needed at the time of installation. However, over the years requirements have changed and it is now necessary to evaluate the generators versus the power requirement to determine if the generators are sized properly. The consultant will evaluate and test the existing generators to determine if any upgrades are needed, as well as to determine their life expectancy and replacement cost. Summary: On March 30, 2017 staff issued a Request for Proposal to solicit proposals to evaluate generators at various City’s facilities. This project was advertised in the Chicago Tribune and on Demandstar. On May 9, 2017 the City received three proposals as follows: Firm Address Cost CCJM Engineers, Ltd. 303 East Wacker Drive, Suite 303, Chicago, IL. 60601 $54,339.99 Clark Dietz 118 S. Clinton Street, Suite 700 Chicago, IL. 60661 $62,300.00 BTR Engineering 801 W. Lynnwood Ave., Arlington Heights, IL. 60004 Non-responsive Proposals were reviewed by the following staff: • Lara Biggs, Bureau Chief – Engineering and Capital Planning • Shane Cary, Project Manager • Sean Ciolek, Facilities Manager – Administrative Services • Jay Henderson, Division Chief – Pumping • Anil Khatkhate, Project Manager • Linda Thomas, Purchasing Specialist 40 of 677 The scoring of the proposals was as follows: Selection Criteria Max Pts CCJM Clark Dietz BTR* Engineers Qualifications and Experience 25 23 19 Project Approach 20 20 15 Cost 25 22 18 Willingness to Execute Agreement 10 10 10 Organization and Completeness of Proposal 10 9 9 M/W/EBE Participation 10 10 10 Totals 100 94 81 Non- responsive *BTR Engineers submitted a Request for Proposal that did not include significant portions of the required scope of work; therefore, they were deemed non-responsive. CCJM’s team had the best experience, and their description of project issues was thorough. CCJM has previously completed projects for the City and their work has been satisfactory. Staff recommends that the contract for Citywide Generator Evaluation project be awarded to CCJM for a total amount of $54,339.99. CCJM is compliant with the City’s M/W/EBE goal (see attached memo for more information). A breakdown of funding for this project is as follows: Account Summary Project Funding (detailed above) $70,000.00 * Encumbrances / expenditures to date -$2,036.00 Recommended bid award $54,339.99 Balance Remaining $13,624.01 * Encumbrances / expenditures to date include advertisement for bid. Attachments: M/W/EBE Memo 41 of 677 RFP 17-30, Citywide Generator Evaluation, M/W/EBE Memo 06.12.2017 To: David Stoneback, Public Works Agency Director Lara Biggs, Bureau Chief – Capital Planning / City Engineer Anil Khatkhate, Project Manager From: Tammi Nunez, Purchasing Manager Subject: Citywide Generator Evaluation, RFP 17-30 Date: June 12, 2017 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’s goal is to have general contractors utilize M/W/EBEs to perform no less than 25% of the awarded contract. With regard to the recommendation for the Citywide Generator Evaluation, RFP 17-30, CCJM Engineer’s total base bid is $54,339.99, and they will receive 38% credit for compliance towards the initial M/W/EBE goal. Name of M/W/EBE Scope of Work Contract Amount % MBE WBE EBE CCJM Engineers, Ltd 303 East Wacker Drive, #303 Chicago, IL 60601 Electrical Engineering Design $20,839.99 38% X Total M/W/EBE $20,839.99 38% CC: Martin Lyons, Assistant City Manager/CFO Memorandum 42 of 677 For City Council meeting of June 12, 2017 Item A3.2 Business of the City by Motion: Fleetwood-Jourdain Center Washroom Renovations (Bid 17-32) For Action To: Honorable Mayor and Members of the City Council Administration and Public Works Committee From: David Stoneback, Public Works Agency Director Lara Biggs, P.E., Bureau Chief – Capital Planning / City Engineer Anil Khatkhate, Project Manager Subject: Approval of Contract for Fleetwood-Jourdain Center Washroom Renovations (Bid No. 17-32) Date: June 12, 2017 Recommended Action: Staff recommends City Council authorize the City Manager to execute a contract for the Fleetwood-Jourdain Washroom Renovations (Bid No. 17-32) with Construction Consulting and Disbursement Services, Inc. (5836 Lincoln Ave., Suite 200, Morton Grove, IL. 60053) in the amount of $182,900.00. Funding Source: Funding will be provided from the Capital Improvements Fund 2017 GO bonds (Account 415.40.4117.65515 – 617006) with a budget of $150,000. The additional $32,900 will be funded from realized savings from the generator study (415.40.4117.65515-617017) and James Park North Field Renovation project (415.40.4117.65515 – 517002). Livability Benefits: Built Environment: Enhance public spaces Background Information: Constructed in 1957, the Fleetwood-Jourdain Community Center serves as a major recreation center for Evanston. The existing 23,000 square foot facility includes a regulated gymnasium, multipurpose activity rooms, fitness center, dance studio, commercial kitchen, craft rooms, and offices. Washrooms located in the southern section of the building were last renovated in 1990. At this time, washroom conditions have deteriorated significantly due to heavy use and are now in need of renovation. Analysis: Working with the Department of Parks, Recreation and Community Services, Public Works Agency staff prepared design and construction documents for bidding in the spring of 2017. The project was advertised for bid on April 27, 2017 using Demandstar Memorandum 43 of 677 and in the Chicago Tribune. In addition the bid invitation was sent to five (5) contractors, including two Evanston firms. Only three bidders attended the project’s mandatory pre- bid meeting. Bids for the project were received and publicly read on May 30, 2017. One contractor submitted bid for this project as follows: Contractor Address Total Bid Price Construction Consulting and Disbursement Services, Inc. (CCDS) 5836 Lincoln Ave., Suite 200, Morton Grove, IL. 60053 $ 182,900.00 Staff reached out to the two contractors who attended the pre-bid meeting but did not submit a bid. One contractor indicated they could not provide a bid due to a family emergency. The second contractor cited heavy workload as a reason for not submitting their bid. Staff believes the short window for construction which is a result of the need to complete work in advance of FAAM’s 50-year anniversary activities may also have contributed to the limited bid response. The submitted bid cannot be withdrawn or canceled for a period of sixty (60) calendar days following the bid opening. The bids were reviewed by Anil Khatkhate, Project Manager. CCDS has completed various projects for the City, and staff has found their work to be satisfactory. Therefore, staff recommends that the contract be awarded to CCDS for a total amount of $182,900.00. Work on this project is scheduled to be substantially complete by September 15, 2017. The bid proposal indicated intent to meet the City’s M/W/EBE program goal. A memo reviewing compliance with the City’s M/W/EBE program goals is attached. Attachments: Memo on M/W/EBE Compliance, dated 06/12/2017 44 of 677 Bid 17-32, Fleetwood-Jourdain Center Washroom Renovations, M/W/EBE Memo 06.12.2017 To: David Stoneback, Public Works Agency Director Lara Biggs, Bureau Chief – Capital Planning / City Engineer Anil Khatkhate, Project Manager From: Tammi Nunez, Purchasing Manager Subject: Fleetwood-Jourdain Center Washroom Renovations, Bid 17-32 Date: June 12, 2017 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’s goal is to have general contractors utilize M/W/EBEs to perform no less than 25% of the awarded contract. With regard to the recommendation for the Fleetwood-Jourdain Center Washroom Renovations, Bid 17-32, Construction Consulting and Disbursement Services, Inc. total base bid is $182,900.00, and they will receive 32.5% credit for compliance towards the initial M/W/EBE goal. Name of M/W/EBE Scope of Work Contract Amount % MBE WBE EBE D.E.S Painting Inc. 6466 W. North Avenue Chicago, IL 60607 Painting $2,200.00 1% X Flader Plumbing & Heating 3004 Central Street Evanston, IL 60201 Plumbing $31,889.47 17% X Central Rug & Flooring 3006 Central Street Evanston, IL 60201 Flooring $26,530.00 14.5% X Total M/W/EBE $60,619.47 32.5% CC: Martin Lyons, Assistant City Manager/CFO Memorandum 45 of 677 For City Council meeting of June 12, 2017 Item A3.3 Business of the City by Motion: James Park North Field Renovations For Action To: Honorable Mayor and Members of the City Council Administration and Public Works Committee From: David Stoneback, Public Works Agency Director Lara Biggs, Bureau Chief – Capital Planning / City Engineer Stefanie Levine, Senior Project Manager Subject: James Park North Field Renovations (Bid No. 17-34) Recommendation for Construction Bid Award Date: June 12, 2017 Recommended Action: Staff recommends City Council authorize the City Manager to execute a contract for the James Park North Field Renovation Project with Elanar Construction Co. (6620 W . Belmont Avenue, Chicago, Illinois) in the amount of $930,062.30. Funding Source: Funding will be provided from Capital Improvements Fund 2017 GO Bonds (Account 415.40.4117.65515 – 517002). This project was budgeted at $1,000,000 in FY 2017. Livability Benefits: Built Environment: Enhance public spaces, manage water resources responsibly Education, Arts & Community: Preserve and reuse historic structures and sites Health and Safety: Promote healthy, active lifestyles Background Information: Many of the existing athletic fields at James Park are in a deteriorated state and in need of renovation. Lack of drainage, poor soils and improper grading significantly impact field use after inclement weather. Lack of irrigation in many areas also contributes to poor field conditions during warm and dry summer months. Additionally, the park’s existing configuration results in suboptimal field layouts and general underutilization of the site. As a result of these deficiencies the City prepared design and construction documents to perform a first phase of improvements to the James Park fields beginning with the relocation of an existing baseball field and construction of a new soccer field at the north end of the park (between the former Recycling Center and existing tennis courts). The Memorandum 46 of 677 new baseball and soccer field will include irrigation, drainage, replacement of the existing pathway adjacent to the new fields with a new asphalt path, site furnishings and landscaping. In addition to the base scope of work, replacement of the existing path east of the project site (adjacent to the tennis courts) has been included as Alternate 1 to the base bid in order to address chronic severe flooding issues that affect the pathway’s usability. This work is scheduled to occur July – November of 2017. Because of time needed to establish the grass, the new fields will be unusable until Fall 2018. Analysis: On April 27, 2017 the City issued bid documents for the project and on May 23, 2017 the City received and publicly read three bids. Bid results were as follows: Bidder Name Address Base Bid Alternate 1 Bid Elanar Construction Co. 6620 W. Belmont Ave, Chicago, IL 60634 $834,835.35 $95,226.95 Continental Construction Co. Inc. 1919 Greenwood Ave, Evanston, IL 60201 Non-responsive/ Non-responsible Copenhaver Construction 75 Koppie Dr, Gilberts, IL 60136 Non-responsive Bid documents included one alternate item to remove and replace the existing deteriorated path located north of the tennis courts. This item is recommended for award due to the poor condition of this section of pathway. Continental Construction’s bid has been determined to be non-responsive and non- responsible for the following reasons: 1. Continental Construction has an established history of poor performance and unsuccessful projects with the City of Evanston. Examples include: a. Harley Clarke Coach House Renovations (2009). Work included tuckpointing, roofing repairs, gutters, and sidewalk. Continental Construction failed to pay their subcontractors in a timely manner resulting in the need for the City to issue joint checks to guarantee payments. Additionally, most likely as a result of Continental Construction failing to pay subcontractors, the City never received project closeout documents or final lien waivers. b. Water Plant Masonry Repairs (2009). Work included tuckpointing for several buildings. Continental Construction damaged windows and doors at the high lift pumping station as a result of performing non-compliant acid washing of the brick exterior of this building. Continental declined to remedy the situation, so payment was withheld from their contract. Following this damage, the windows and one door at this facility had to be replaced under separate contracts, and the withheld funds were applied to the replacement costs for these items. 47 of 677 c. Maple Avenue Parking Garage Repairs (2010). Work included façade repairs and removal of a portion of building’s fire suppression system. Due to Continental Construction’s lack of proper supervision, construction crews removed and discarded critical piping scheduled to remain resulting in the need to replace and reinstall this material on an emergency basis. Following the emergency reinstallation, Continental Construction failed to pay the fire protection company hired to replace the piping resulting in a lien against the property which required extensive work on the part of the City to resolve. 2. Continental Construction’s pricing is exceedingly low for this project based on staff’s engineering estimate. Staff considers it extremely unlikely that the project can be performed at Continental’s stated price. One specific example is Continental’s pricing for special waste disposal (James Park is constructed over a landfill) where Continental’s pricing is less than 50% of the engineer’s estimate and at or less than 50% of all other bidder pricing. Considering the known subsurface conditions at this facility, proper disposal of excavated soils is paramount. 3. Continental Construction has not demonstrated appropriate qualifications with regard to construction of athletic fields as required by the construction documents. Bidders are required to demonstrate significant experience with regard to similar projects in order to meet minimum qualifications for this project. Continental Construction’s submitted projects do not meet these minimum standards. Copenhaver Construction’s bid has been determined to be non-responsive as they failed to acknowledge receipt of bid addendum #2. Copenhaver Construction also failed to submit any projects demonstrating experience in athletic field construction. As a result, staff recommends award of this project to Elanar Construction. A breakdown of the recommended bid award is: Item Elanar Construction Base Bid $834,835.35 Alternate 1 – Replacement of walking path adjacent to tennis courts $95,266.95 Total $930,062.30 Elanar Construction is compliant with the City’s M/W/EBE goals and intends to comply with the City’s LEP requirements (see attached memo for more information). Staff contacted Elanar Construction’s references which indicate they have performed similar athletic field renovation projects with satisfactory results. Staff has also worked with Elanar Construction on other park renovation projects with satisfactory results. Staff therefore recommends that the base bid plus alternate item 1 be awarded to Elanar Construction for a total amount of $930,062.30. 48 of 677 Legislative History: None Attachments: Unit Price Bid Tabulation M/W/EBE Compliance Review Memo 49 of 677 Bid Tabulation Bid #17-34, James Park North Field Renovations Pay Item Number Item Unit Quantity Unit Cost Total Cost Unit Cost Total Cost Base Bid 1 General Conditions LSUM 1 80,000.00$ 80,000.00$ 119,500.00$ 119,500.00$ 2 Construction Layout LSUM 1 8,000.00$ 8,000.00$ 8,500.00$ 8,500.00$ 3 Construction Sign EACH 1 1,500.00$ 1,500.00$ 1,250.00$ 1,250.00$ 4 Remove Concrete Pavement SQ FT 1902 2.00$ 3,804.00$ 2.00$ 3,804.00$ 5 Remove Asphalt Pavement SQ FT 5188 2.00$ 10,376.00$ 1.50$ 7,782.00$ 6 Remove Crushed Stone Pavement SQ FT 2438 2.00$ 4,876.00$ 2.00$ 4,876.00$ 7 Remove Drainage Structure EACH 1 500.00$ 500.00$ 557.25$ 557.25$ 8 Tree Protection Fence EACH 14 50.00$ 700.00$ 150.00$ 2,100.00$ 9 Disconnect and Cap Sewer Line EACH 1 500.00$ 500.00$ 600.00$ 600.00$ 10 Disconnect Water Service EACH 1 1,000.00$ 1,000.00$ 1,250.00$ 1,250.00$ 11 Salvage RPZ and Enclosure EACH 2 500.00$ 1,000.00$ 475.00$ 950.00$ 12 Remove Drinking Fountain EACH 1 500.00$ 500.00$ 300.00$ 300.00$ 13 Earth Excavation CU YD 1057 50.00$ 52,850.00$ 35.00$ 36,995.00$ 14 Special Waste Disposal CU YD 1392 90.00$ 125,280.00$ 95.00$ 132,240.00$ 15 Soil Disposal Analysis LSUM 1 6,000.00$ 6,000.00$ 2,500.00$ 2,500.00$ 16 Baseball Backstop EACH 1 40,000.00$ 40,000.00$ 29,950.00$ 29,950.00$ 17 10' High Chain Link Fence FOOT 144 80.00$ 11,520.00$ 84.00$ 12,096.00$ 18 6' High Chain Link Fence FOOT 100 65.00$ 6,500.00$ 44.50$ 4,450.00$ 19 Player's Bench EACH 2 3,000.00$ 6,000.00$ 1,500.00$ 3,000.00$ 20 Trash / Recycling Receptacle EACH 4 2,000.00$ 8,000.00$ 2,500.00$ 10,000.00$ 21 Bike Rack EACH 8 250.00$ 2,000.00$ 405.00$ 3,240.00$ 22 Bleachers EACH 2 5,000.00$ 10,000.00$ 5,080.00$ 10,160.00$ 23 Shade Structure EACH 2 14,263.38$ 28,526.75$ 16,375.00$ 32,750.00$ 24 Portland Cement Concrete Sidewalk, 5"SQ FT 2828 8.00$ 22,624.00$ 7.50$ 21,210.00$ 25 Aggregate base course, Type B, 4"SQ YD 314 8.00$ 2,512.00$ 19.00$ 5,966.00$ 26 Aggregate base course, Type B, 8"SQ YD 818 14.00$ 11,452.00$ 27.75$ 22,699.50$ 27 Geotechnical fabric for ground stabilization SQ YD 818 3.00$ 2,454.00$ 2.00$ 1,636.00$ 28 Hot Mix Asphalt Binder IL-19.0, N50 TON 103 90.00$ 9,270.00$ 116.00$ 11,948.00$ 29 Hot Mix Asphalt Surface, Mix D, N50 TON 69 100.00$ 6,900.00$ 122.00$ 8,418.00$ 30 Pavement Marking FOOT 156 5.00$ 780.00$ 3.00$ 468.00$ 31 Infield Mix Furnish and Place, 6"SQ YD 1908 12.00$ 22,896.00$ 16.50$ 31,482.00$ 32 Rain Garden Aggregate Storage Bed SQ YD 45 17.00$ 765.00$ 60.00$ 2,700.00$ 33 Rain Garden Soil Media CU YD 22 100.00$ 2,200.00$ 65.00$ 1,430.00$ 34 Home Plate, Batter's Boxes, Catcher's Box, and Pitcher's Mound LSUM 1 5,000.00$ 5,000.00$ 14,500.00$ 14,500.00$ 35 Topsoil CU YD 1487 100.00$ 148,700.00$ 60.00$ 89,220.00$ 36 Athletic Seeding SQ YD 13313 2.50$ 33,282.50$ 1.40$ 18,638.20$ 37 RPZ, Enclosure and Meter (Drinking Fountain)LSUM 1 5,000.00$ 5,000.00$ 6,550.00$ 6,550.00$ 38 RPZ, Enclosure and Meter (Yard Hydrants)LSUM 1 8,000.00$ 8,000.00$ 3,850.00$ 3,850.00$ 39 Drinking Fountain LSUM 1 5,000.00$ 5,000.00$ 5,000.00$ 5,000.00$ 40 Water Tap and B-Box EACH 2 5,000.00$ 10,000.00$ 2,250.00$ 4,500.00$ 41 Type K Copper (2")FOOT 130 75.00$ 9,750.00$ 85.00$ 11,050.00$ 42 Type K Copper (1")FOOT 50 50.00$ 2,500.00$ 45.00$ 2,250.00$ 43 Irrigation System Expansion LSUM 1 45,000.00$ 45,000.00$ 34,900.00$ 34,900.00$ 44 Deciduous Tree EACH 9 1,000.00$ 9,000.00$ 625.00$ 5,625.00$ 45 Temp Fence FOOT 1865 4.00$ 7,460.00$ 6.00$ 11,190.00$ 46 Athletic Field Establishment and Maintenance CAL MO 3 5,000.00$ 15,000.00$ 2,500.00$ 7,500.00$ 47 Rain Garden Seeding SQ FT 1972 1.00$ 1,972.00$ 0.95$ 1,873.40$ 48 Rain Garden Establishment and Maintenance CAL MO 14 500.00$ 7,000.00$ 750.00$ 10,500.00$ 49 Environmental Engineering LSUM 1 25,000.00$ 25,000.00$ 2,500.00$ 2,500.00$ 50 Filter Fabric SQ YD 85 2.00$ 170.00$ 5.00$ 425.00$ 51 Combination Curb and Gutter Removal FOOT 6 10.00$ 60.00$ 10.00$ 60.00$ 52 Pavement Patching, Type III, 11 inch SQ YD 16 85.00$ 1,360.00$ 73.50$ 1,176.00$ 53 Aluminum End Sections, 15"EACH 1 2,000.00$ 2,000.00$ 525.00$ 525.00$ 54 Storm Sewers, Class B, Type 1, 15"FOOT 437 65.00$ 28,405.00$ 75.00$ 32,775.00$ 55 Pipe Underdrains, 6" (Special)FOOT 4,299 20.00$ 85,980.00$ 5.00$ 21,495.00$ 56 Inlets, Type A EACH 2 2,000.00$ 4,000.00$ 1,100.00$ 2,200.00$ 57 Combination Concrete Curb and Gutter, Type B-6.12 FOOT 6 30.00$ 180.00$ 30.00$ 180.00$ 58 Traffic Control and Protection, Standard 701501 LSUM 1 3,000.00$ 3,000.00$ 2,000.00$ 2,000.00$ 59 Connect Storm Sewer to Existing Manhole EACH 1 1,000.00$ 1,000.00$ 950.00$ 950.00$ 60 Erosion and Sediment Control Measures LSUM 1 10,000.00$ 10,000.00$ 3,275.00$ 3,275.00$ 61 Message Board EACH 1 1,500.00$ 1,500.00$ 1,570.00$ 1,570.00$ 62 Rain Garden Sign EACH 1 1,500.00$ 1,500.00$ 1,750.00$ 1,750.00$ Base Bid Construction Total 968,105.25$ 834,835.35$ Alternate 1 - Path Reconstruction North of Tennis Courts A1-1 Remove Concrete Pavement sf 256 2.00$ 512.00$ 2.00$ 512.00$ A1-2 Remove Asphalt Pavement sf 3073 2.00$ 6,146.00$ 2.00$ 6,146.00$ A1-3 Remove Crushed Stone Pavement sf 1472 2.00$ 2,944.00$ 3.00$ 4,416.00$ A1-4 Tree Protection Fence ea 16 50.00$ 800.00$ 150.00$ 2,400.00$ A1-5 Earth Excavation cy 297 55.00$ 16,335.00$ 35.00$ 10,395.00$ A1-6 Special Waste Disposal cy 297 95.00$ 28,215.00$ 95.00$ 28,215.00$ A1-7 Portland Cement Concrete Sidewalk, 5"sf 228 8.00$ 1,824.00$ 6.50$ 1,482.00$ A1-8 Aggregate base course, Type B, 4"sy 25 8.00$ 200.00$ 19.00$ 475.00$ A1-9 Aggregate base course, Type B, 8"sy 513 14.00$ 7,182.00$ 27.75$ 14,235.75$ A1-10 Geotechnical fabric for ground stabilization sy 513 3.00$ 1,539.00$ 2.00$ 1,026.00$ A1-11 Hot mix asphalt binder IL-19.0, N50 ton 65 90.00$ 5,850.00$ 93.00$ 6,045.00$ A1-12 Hot mix asphalt surface, Mix D, N50 ton 43 100.00$ 4,300.00$ 101.00$ 4,343.00$ A1-13 Pavement marking lf 99 5.00$ 495.00$ 1.00$ 99.00$ A1-14 Topsoil cy 225 100.00$ 22,500.00$ 60.00$ 13,500.00$ A1-15 Athletic Seeding sy 848 3.00$ 2,544.00$ 1.40$ 1,187.20$ A1-16 Athletic Field Establishment and Maintenance CAL MO 3 500.00$ 1,500.00$ 250.00$ 750.00$ Alternate 1 Construction Total 102,886.00$ 95,226.95$ Base Bid plus Alternate 1 Bid 1,070,991.25$ 930,062.30$ Bid correction Engineer's Estimate Elanar Construction You created this PDF from an application that is not licensed to print to novaPDF printer (http://www.novapdf.com) 50 of 677 James Park North Field Renovations, Bid 17-34, M/W/EBE Memo 06.12.2017 To: David Stoneback, Public Works Agency Director Lara Biggs, P.E. Bureau Chief – Capital Planning / City Engineer Stefanie Levine, Senior Project Manager From: Tammi Nunez, Purchasing Manager Subject: James Park North Field Renovations, Bid 17-34 Date: June 12, 2017 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’s goal is to have general contractors utilize M/W/EBEs to perform no less than 25% of the awarded contract. With regard to the James Park North Field Renovations, Bid 17-34, Elanar Construction Company’s total base bid (which includes the Alternate 1 bid amount of $95,226.95) is $930,062.30 and they will receive 24.23% credit for compliance towards the initial M/W/EBE goal. Name of M/W/EBE Scope of Work Contract Amount % MBE WBE EBE Evanston Organics 2533 Oakton Avenue Evanston, IL 60201 Design $50,000.00 5.3% X JLL Construction 566 West Lake Street, #226 Chicago, IL 60661 Demolition $148,079.00 16% X Paul Herrera Construction 24520 Harmony Road Marengo, IL 60152 Construction $23,000.00 2.5% X Ozinga Ready Mix 2525 Oakton Ave Evanston, IL 60201 Concrete $4,000.00 .43% X Total M/W/EBE $225,079.00 24.23% CC: Martin Lyons, Assistant City Manager/CFO Memorandum 51 of 677 1 For City Council meeting of June 12, 2017 Item A3.4 Business of the City by Motion: Community Choice Electricity Aggregation For Action To: Honorable Mayor and Members of the City Council Administration and Public Works Committee From: David Stoneback, Public Works Agency Director Subject: Approval of Community Choice Electricity Aggregation Date: June 2, 2017 Recommended Action: Staff recommends that City Council authorize the City Manager to execute a Master Agreement to Provide Services to an Aggregated Group with the pre-qualified Alternate Retail Electric Supplier (ARES) that provides the most favorable price per kilowatt hour (Cents / kWh) for the length of term and renewable energy mix that the City Council determines to be the most advantageous. At the City Council meeting on June 12, 2017, staff will present a recommendation to the City Council authorizing the City Manager to negotiate and execute an agreement with the prequalified ARES that submits the most favorable pricing based on the recommendations provided in this memo. Livability Benefits: Climate & Energy: Green energy supply Background: A referendum to allow a community aggregation opt-out program in Evanston was approved by 73% of the Evanston voters in March 2012. Evanston has participated in community aggregation since April 2012. Below is a summary of the program to date. Year Supplier Total Rate (including renewable energy) (cents/kWh) Renewable Energy Cost (cents/kWh) Annual Cost Savings or (Loss) vs ComEd Price* 2012 Constellation 4.797 0.107 $264 2013 Verde 5.192 0.080 $45 2014 Homefield 7.644 0.098 ($12) 2015 7.644 0.098 ($64) 2016 6.923 0.098 ($50) Memorandum 52 of 677 2 *Based on a typical single family home which uses 9,000 kWh annually. A typical single family home that uses 9,000 kWh on an annual basis and has been in the program all five years has realized savings of $182 in comparison to purchasing power from ComEd. Staff released a request for indicative pricing and company qualifications (RFP 17-33) for Municipal Aggregation of Electric Supply for Residential and Small Commercial Retail Customers on May 1, 2017. Indicative Pricing and Qualification Results: Two responses to the request for indicative pricing and company qualifications were received on May 30, 2017 in response to RFP 17-33 as listed below: Supplier Address Homefield Energy 1500 Eastport Plaza Dr., Collinsville, IL MC Squared Energy Services Two North Riverside, Chicago, IL Both of the proposed suppliers were deemed qualified, pending their acceptance of the City’s Master Agreement. Each supplier proposed modifications to the master agreement and these proposed changes were reviewed by the Legal Department. While some of the changes were acceptable, others were not. The suppliers were advised as to what changes were deemed acceptable and staff is waiting for a response from the suppliers to determine if they will execute the agreement as modified. Only the suppliers that accept the modified master agreement will be requested to submit actionable pricing on June 12, 2016. Cost Analysis: The City requested indicative pricing to supply energy for three different terms (12, 24, and 36 months) and two different fixed prices: one where the renewable energy component would be 10 percent (10%) in accordance with Illinois Renewable Energy Portfolio Standard (IRPS) Illinois Public Act 095-1027, and the other where the renewable energy component being one hundred percent (100%). Due to the volatile pricing of electricity, which changes hour by hour, suppliers will not hold purchase prices for more than 24 hours without a considerable risk factor markup. The pricing provided in these responses are only an indication of what to expect when actionable pricing is requested and therefore they should be evaluated to understand the variety of term and energy mix options only. A summary of the average prices is provided in Tables 1, 2 and 3. Average prices are presented across all contract terms and energy mix options. In addition, staff has calculated the average price differential between the contract terms and the energy mix options. 53 of 677 3 Table 1 – Summary of Average Prices Energy Mix Contract Term 12 Month 24 Month 36 Month Average Price (Cents per kWh) IL RPS Compliant (10%) 6.902 7.115 7.162 100% Renewable Energy 7.048 7.266 7.362 Note: ComEd sets the price to compare every six months. The current ComEd price to compare is 6.318 cents per kWh. In June, the ComEd price to compare will be 6.892 cents per kWh. In October, the ComEd price to compare will raise to 7.15 cents per kWh. Table 2 – Summary of Average Price Differential: Price Terms Contact Term Option % Difference 12 to 24 month 3.09% 12 to 36 month 3.77% Table 3 – Summary of Average Price Differential: Energy Mix Renewable Energy Option Average cost increase per kWh above IL RPS Compliant (8%) 100% $0.0015 Staff will provide Council with a memorandum at the June 12, 2016 meeting based on the actionable pricing received that morning. 54 of 677 For City Council meeting of June 12, 2017 Item A3.5 Business of the City by Motion: Parking Lot Engr Services Change Order No. 2 For Action To: Honorable Mayor and Members of the City Council Administration and Public Works Committee From: David Stoneback, Public Works Agency Director Lara Biggs, P.E., Bureau Chief – Capital Planning / City Engineer Dan Manis, P.E., Senior Project Manager Subject: Various Parking Lot Improvement Engineering Services (RFP No. 16-22) Change Order No. 2 Date: June 12, 2016 Recommended Action: Staff recommends that City Council authorize the City Manager to execute Change Order No. 2 to the contract for Various Parking Lot Improvement Engineering Services with Gewalt-Hamilton Associates, Inc. (625 Forest Edge Drive, Vernon Hills, IL 60061) This Change Order was requested by Alderman Rainey to expand the scope of work to include an analysis/design of on-street parking on Callan in Ward Eight of the City and will cost $17,750. This will increase the contract amount from $170,650 to $188,400 and extend the contract completion date to July 28, 2017. Funding Source: Funding will be provided from Capital Improvement Program (CIP) General Obligation Bonds (Account 415.40.4117.65515) for General Phase I Engineering which has a FY 2017 budget of $80,000. Livability Benefits: Built Environment: Enhance public spaces Background Information: Alderman Rainey requested that Callan Avenue be widened and resurfaced later this year to increase parking in this neighborhood. Callan Avenue is currently 23 feet wide with parking only on the west side. Widening the street to 24 feet will allow parking on both sides of the street, increasing the available parking by approximately 22 spaces. Memorandum 55 of 677 With the construction season underway, City staff is not available to complete the necessary survey and design work for this project. However, the needed engineering services are equivalent to the services provided as part of the Various Parking Lot Engineering Services contract awarded to Gewalt-Hamilton Associates, Inc. by City Council on April 11, 2016. Change Order No. 2 includes land survey and engineering services necessary to design and permit street widening and resurfacing work on Callan Avenue from Howard Street to Brummel Street. This work will allow City staff to seek pricing to rehabilitate and widen the existing pavement later this year at an estimated cost of $130,000 which is not budgeted. The Council will need to approve a reallocation of funding or the use of savings from other projects once cost estimates are provided and the project is ready for bid. Change Order No. 2 is proposed to add the Callan Avenue engineering design services to this contract. This change order will increase the contract value by $17,750 and completion date by 100 days. Change Order No. 1 increased the contract value by $26,000 for engineering services related to the rehabilitation of the Levy Center parking lot scheduled to begin this August. Legislative History: On April 11, 2016, City Council awarded engineering services contract On October 10, 2016, City Council awarded Change Order No. 1 Attachments: Change Order No. 2 Consultant Proposal 56 of 677 57 of 677 May 25, 2017 Daniel Manis, P.E. Senior Project Manager Public Works Agency – Capital Planning & Engineering Bureau City of Evanston 2100 Ridge Avenue Evanston, Illinois 60201 Re: RFP # 16-22 Additional Services for Callan Avenue Resurfacing GHA Project Number 5150.001 GHA Proposal No. 2016.M014B – Callan Avenue Dear Mr. Manis: Pursuant to your request, we have prepared this proposal for a change order to our existing contract, GHA Project Number 5150.001. Our understanding of the project and scope of services anticipated are outlined below. I. Project Understanding The City is interested in adding a 600-foot-long section of Callan Avenue, between Howard Street and Brummel Street, to the 2017 Street Improvement Program. The proposed work includes widening the roadway section to 24’ wide, base patching as needed, roadway resurfacing, utility repairs and adjustments as identified by City staff, extensive tree protection measures, pavement markings, restoration, and other items associated with the improvement of the roadway. Due to the accelerated timeline for the project, a JULIE design stage locate will not be conducted. Accordingly, existing underground utility information will not be included in the plan sheets. Gewalt Hamilton Associates, Inc. (GHA) is not liable for utility conflicts discovered during construction. We assume the City will award this project as a change order to an existing contract. As such, a bid manual and typical special provisions/specifications will not be required and is not included in our scope o f services. Based on our review, this area of Howard Street is under local jurisdiction. Therefore, permitting through the Cook County Highway Department or Illinois Department of Transportation is not required. Due to the proposed timeline of the project and the anticipated scope of services, GHA will not meet the M/W/EBE goals outlined in our original proposal for this change order. GHA staff will perform 100% of the outlined scope of services. II. Scope of Services A. Topographic Survey GHA will perform a topographic survey in conformance with the scope identified under our original contract. In addition, the following will be included: 58 of 677 May 25, 2017 GHA Proposal No. 2016.M014B Page 2 of 3 1. Collect detailed topographic information around proposed ADA improvements. 2. Estimate the location of the existing right-of-way based on monuments found during the survey and available tax maps/records. B. Preliminary Engineering 1. Evaluate the feasibility of widening the roadway and any impacts on adjacent trees, drainage and other improvements that currently exist within the right of way. 2. Attend one (1) meeting with the City of Evanston to discuss our findings and the proposed design. C. Final Engineering & Permitting 1. Preparation of a plan set that includes the following: a. Title sheet; b. Existing Conditions & Demolition Plan; c. Geometric Improvements; d. Grading Improvements; e. ADA Improvements; f. Cross Sections; g. General Notes & Details and h. Project specific specifications. 2. Preparation of quantities based on line items already bid for the current roadway project. GHA will attempt to limit the number of additional items necessary for this project. 3. Preparation and submittal of a MWRD Notification and Request for Inspection (NRI) permit application. 4. Attend one (1) meeting with the City of Evanston to discuss the final design and any possible final changes requested prior to the City releasing the project to Contractors. III. Project Schedule The anticipated schedule is as follows: Date Task June 12, 2017 City Council approval of change order June 16, 2017 Notice to proceed June 30, 2017 Preliminary design review meeting held July 17, 2017 Final design review submittal & meeting with the City July 24, 2017 Final submittal to City 59 of 677 May 25, 2017 GHA Proposal No. 2016.M014B Page 3 of 3 IV. Consultant Fees We propose the following lump sum costs for this change order: Task Fee Topographic Survey and Base Drawing Preparation $3,500 Preliminary Engineering $3,100 Final Engineering & Permitting $10,650 Total Lump Sum Cost Change Order $17,250 Estimated Reimbursable Expenses $500 Lump Sum Change Order + Reimbursables $17,750 V. Authorization Thank you for considering GHA to provide th e additional design services for this project. Upon City Council Approval we are prepared to begin work immediately to meet the proposed schedule. Sincerely, Gewalt Hamilton Associates, Inc. Patrick J Glenn, P.E., CFM Director of Municipal Services pglenn@gha-engineers.com 60 of 677 For City Council meeting of June 12, 2017 Item A3.6 Business of the City by Motion: Call One Contract Renewals For Action To: Honorable Mayor and Members of the City Council Administration and Public Works Committee From: Erika Storlie, Deputy City Manager and Director of Administrative Services Luke Stowe, Chief Information Officer Subject: Sole Source Renewal of Call One Contract Agreement Date: June 1, 2017 Recommended Action: Staff recommends that City Council authorize the City Manager to execute a one year contract renewal for telecommunications service with Call One (225 W. Wacker, Chicago, IL 60606) in the estimated amount of $129,000 for the twelve month period beginning June 13, 2017. This contract agreement utilizes the Suburban Purchasing Cooperative (SPC) program under the auspices of the Northwest Municipal Conference. Funding Source: The projected annual cost is a 14% reduction from FY2016, an estimate based on our previous year’s billing. Actual charges vary depending on usage and service changes. Funding is provided by various business units as follows: Sherman Garage 505.19.7036.64505 Maple Garage 505.19.7037.64505 Church Garage 505.19.7025.64505 Water Dept. 510.40.4200.64505 Fleet Services 600.19.7705.64505 Evanston Public Library 185.48.4840.64505 General Fund/IT Division 100.19.1932.64505 The total FY2016 expense for CallOne telephone and data service was $151,000. City staff have been monitoring the need for all existing Call One circuits over the past 6 months. A number of circuits have been discontinued recently, resulting in a cost savings of just under $2,000 per month. Staff estimates a savings of $22,000 overall for FY2017. Staff will continue to evaluate usage on all circuits in an effort to reduce costs even more. Memorandum 61 of 677 Livability Benefits: Innovation & Process: Support local government best practices and processes Summary: Call One provides the following voice and data communication services: • Local Service - Plain Old Telephone Service (POTS) services for city buildings. • Long Distance - Long Distance service for calls outside the Local Service. • Analog Lines - These are for burglar, gas and fire alarm circuits, also tie lines between buildings. • DSL – These circuits provide connectivity for garage office staff. • Support Services - Adding, changing, deleting, billing and managing telecommunication services • Primary Rate Interface (PRI) – Provides two (2) T1 dedicated lines at 1454 Elmwood (Police) and 2020 Asbury (Service Center) (The renewal for these 2 circuits is attached separately.) As a member of the Northwest Municipal Conference, the City is entitled to participate in the Suburban Purchasing Cooperative (SPC) joint purchasing program. SPC follows a competitive procurement process that includes developing specifications with local governments’ interests in mind. At this time, due to the uncertain atmosphere of telephone service providers in Illinois, Call One is offering only a one year contract renewal option under the SPC program. A copy of the SPC contract renewal authorization is attached. Alternatives The City has participated in the SPC/Call One agreement since 2009. At this time there is no other practical alternative other than renewal of the Call One agreement. City staff will evaluate options with alternative vendors prior to renewal on this agreement in 2018. Attachments: Call One Customer Service Renewal Agreements (2) NWMC/SPC Contract Renewal 2017-2018 NWMC/SPC Pricing Schedule 62 of 677 Call One Inc. 225 W Wacker Drive 8th Floor - Chicago, IL 60606 - Telephone 312-681-8300 - Fax 312-681-8301 31377Authorized customer signature Date CallOne authorized signature Print name Title Print name Date Renewal Customer Service Agreement This Customer Service Agreement ("Agreement") authorizes Call One® Inc., with a principal place of business at 225 West Wacker, Floor 8, Chicago, IL 60606 ("Call One") to provide telecommunication services ("Services") to the customer identified immediately below ("Customer"). The Services provided hereby are subject to the Terms and Conditions set forth in this Agreement. Customer City of Evanston Address 2100 Ridge Ave City Evanston ST IL ZIP 60201 Please check box to determine term and discount [X] 1 Year [ ] 2 Year [ ] 3 Year Additional Charges: Member of SPC. All rates and discounts contained in this agreement are subject to the rates and discounts contained in the SPC underlying agreement. Carrier Access - WAIVED. Service/Additional Terms: Renewal of existing services. Billing Telephone Numbers (BTN) associated with this account: Physical Location City, State BTN 1454 ELMWOOD; Flr 1 EVNSTN, IL 708-Z27-0113 2100 RIDGE RD; Flr 4 Rm COMPTR EVNSTN, IL 708-Z27-5230 702 MADISON EVNSTN, IL 708-Z27-9705 1454 ELMWOOD AV; Flr 1 EVNSTN, IL 773-274-1333 2100 RIDGE AV; Flr 1 EVNSTN, IL 847-328-0023 525 CHURCH; Flr 1 EVNSTN, IL 847-328-0040 1454 ELMWOOD AV; Flr 1 EVNSTN, IL 847-328-1866 2100 RIDGE AV EVNSTN, IL 847-328-4080 Page 1 of 463 of 677 Call One Inc. 225 W Wacker Drive 8th Floor - Chicago, IL 60606 - Telephone 312-681-8300 - Fax 312-681-8301 31377Call One Inc. 225 W Wacker Drive 8th Floor - Chicago, IL 60606 - Telephone 312-681-8300 - Fax 312-681-8301 31377Customer initials ____________________ Call One initials ____________________ Billing Telephone Numbers (BTN) (continued): 525 CHURCH EVNSTN, IL 847-328-4198 2020 ASBURY AV; Flr 1 EVNSTN, IL 847-328-4773 525 CHURCH; Flr 1 EVNSTN, IL 847-328-5152 2100 RIDGE AV; Flr 1 EVNSTN, IL 847-328-5608 1811 SHERIDAN RD EVNSTN, IL 847-328-5704 2010 DEWEY AV; Rm 107 EVNSTN, IL 847-328-6515 1701 MAIN; Flr 1 EVNSTN, IL 847-424-1258 1655 FOSTER; Flr 1 EVNSTN, IL 847-424-1262 927 NOYES; Flr 1 EVNSTN, IL 847-424-1274 2742 GROSS POINT RD; Flr 1 EVNSTN, IL 847-448-8804 2128 CLEVELAND; Flr 1; des pump sta EVNSTN, IL 847-475-2804 2526 GROSS POINT RD; Flr 1; des pump sta EVNSTN, IL 847-475-2805 555 LINCOLN; Flr 1 EVNSTN, IL 847-475-6880 525 CHURCH; Flr 1 EVNSTN, IL 847-475-7560 1335 DODGE AV; Flr 1 EVNSTN, IL 847-491-1924 821 DAVIS; Flr 1 EVNSTN, IL 847-491-9087 300 DODGE AV; Flr 1 EVNSTN, IL 847-492-1605 1703 ORRINGTON AV EVNSTN, IL 847-492-1757 821 DAVIS; Bldg GRG EVNSTN, IL 847-570-0028 525 SHERIDAN RD; Flr 1 EVNSTN, IL 847-570-6520 702 MADISON EVNSTN, IL 847-864-3448 2024 MC CORMICK BL; Flr 1 EVNSTN, IL 847-864-5181 2601 SHERIDAN RD; Flr REAR EVNSTN, IL 847-864-5199 1454 ELMWOOD AV; Flr 1 EVNSTN, IL 847-864-6090 2222 OAKTON; Flr 1 EVNSTN, IL 847-864-9703 2026 CENTRAL; Flr 1 EVNSTN, IL 847-866-0330 1703 ORRINGTON AV; Flr 1 EVNSTN, IL 847-866-0928 1454 ELMWOOD AV EVNSTN, IL 847-866-0968 1811 SHERIDAN RD; Flr 1 EVNSTN, IL 847-866-4164 1401 SHERIDAN RD; Flr 1 EVNSTN, IL 847-866-4165 1111 LAKE SHORE BL; Flr 1 EVNSTN, IL 847-866-4166 1701 MAIN EVNSTN, IL 847-866-5406 1454 ELMWOOD AV; Flr 1 EVNSTN, IL 847-866-5904 1332 EMERSON; Flr 1 EVNSTN, IL 847-866-6755 1826 CENTRAL; Flr 1 EVNSTN, IL 847-866-7413 1454 ELMWOOD AV; Flr 1 EVNSTN, IL 847-866-8729 1800 MAPLE AV; Flr 1 EVNSTN, IL 847-866-9240 1105 CENTRAL; Flr 1 EVNSTN, IL 847-869-1937 Page 2 of 464 of 677 Call One Inc. 225 W Wacker Drive 8th Floor - Chicago, IL 60606 - Telephone 312-681-8300 - Fax 312-681-8301 31377Call One Inc. 225 W Wacker Drive 8th Floor - Chicago, IL 60606 - Telephone 312-681-8300 - Fax 312-681-8301 31377Customer initials ____________________ Call One initials ____________________ Billing Telephone Numbers (BTN) (continued): 820 CHURCH EVNSTN, IL 847-869-5299 1105 CENTRAL; Flr 1 EVNSTN, IL 847-869-5420 913 NOYES; Flr 1 EVNSTN, IL 847-869-5422 2048 MAPLE AV EVNSTN, IL 847-869-5532 2034 SHERMAN AV; Lot 1 EVNSTN, IL 847-869-5803 300 DODGE AV; Flr 1 EVNSTN, IL 847-869-6183 1251 LAKE SHORE BL; Flr 1 EVNSTN, IL 847-869-6572 1454 ELMWOOD AV EVNSTN, IL 847-R16-0009 2100 RIDGE AV; Flr 1 EVNSTN, IL 847-R16-1648 1454 ELMWOOD AVE EVNSTN, IL 877-448-8163 Page 3 of 465 of 677 Call One Inc. 225 W Wacker Drive 8th Floor - Chicago, IL 60606 - Telephone 312-681-8300 - Fax 312-681-8301 31377Customer initials ____________________ Call One initials ____________________ Terms and Conditions 1. Term. Customer hereby orders the Local Exchange, Interexchange and miscellaneous services incident thereto as described herein (collectively, the "Services") for the term selected by Customer on Page 1 of this Agreement (the "Term"), effective as of the date the Services are installed or first provided (the "Effective Date"). Upon expiration of the Term, the usage rates and monthly recurring charges applicable to a Term other than Month-to-Month will revert to Call One's prevailing month-to-month rates unless Customer has (1) entered into a successor agreement or (2) canceled the Service, in each case effective as of the expiration of the Term. Call One is not responsible for notifying customer of the expiration of any Term. 2. Rates. (a) Unless otherwise specified on Page 1 of this Agreement, Call One's prevailing month-to-month rates for lines, features, other monthly recurring charges and non-recurring charges (e.g., installation, service establishment and/or other non-recurring charges) will apply to the Services. By executing this Agreement, Customer acknowledges that it has received notice of and is aware of the rates and other charges that apply to the Services that are not specifically identified on Page 1 of this Agreement. If there is any change to Call One's prevailing rates or charges that apply to the Services, Customer will be notified in its monthly invoice or in the applicable state tariff, effective as stated therein. If Customer has elected a Term other than Month-to-Month, the usage rates and monthly recurring charges (each expressed as a rate or as a discount off Call One's prevailing month-to-month rates) identified on Page 1 of this Agreement will apply to the Services during the Term. (b) Call One shall also bill Customer as a separate line item all applicable federal, state and other governmental fees, surcharges and taxes. (c) Call One may, at its sole discretion, increase the rates for Band C, 1+ long distance or inbound 800/888 toll-free Services, if and to the extent the charge from the local exchange carrier to terminate the outbound calls or to originate the inbound calls exceeds twenty-five percent of the rate for that Service, and that Service will be provided on a month-to-month term. 3. Authorization. Customer authorizes Call One to act as its agent for purposes of obtaining information on Customer's existing telecommunications and related service(s) and to submit orders to reflect the Services ordered under this Agreement for the specific Billing Telephone Numbers (BTN) and/or physical locations listed below and included in any supplement to this Agreement. This grant of agency shall remain in effect until revoked by Customer. 4. Existing Commitments. (a) If Customer has an existing term commitment contract with another service provider (a "Third Party Commitment"), Customer acknowledges that, in addition to the Terms and Conditions of this Customer Service Agreement, Customer shall remain obligated under the terms of such Third Party Commitment and shall be solely responsible for any penalties, fees or charges by virtue of that Third Party Commitment. (b) If, as part of Call One's provision of Services, Customer terminates a Third Party Commitment(s), Customer agrees that it is solely responsible for the fees associated with such termination. Further, no discount is provided for the related services unless and until Customer has agreed to terminate the Third Party Commitment(s) as provided above or the Third Party Commitment(s) has expired and Customer has entered a new agreement directly with Call One. 5. Early Termination/Cancellation. Customer shall be required to provide Call One a minimum of 30 days notice in writing of any termination/cancellation of Service(s). (a) If Customer terminates the Service in whole or in part prior to the expiration of the Term, Customer will be liable for an early termination charge equal to the Term Savings Recovery. As used herein, "Term Savings Recovery" is the total usage and monthly recurring charge discount received by the Customer calculated as follows: (A) the difference between the total usage charges billed to Customer at the discounted rates Customer received for the Term selected in this Agreement and the total usage charges that would have been billed to Customer at the Call One tariff month-to-month usage rates in effect as of the Effective Date; and (B) the difference between the discounted monthly recurring charges Customer received for the Term selected in this Agreement and the Call One tariff non-discounted monthly recurring charges in effect as of the Effective Date times the number of months Service was provided. In addition, Customer shall also be liable for any installation and/or other non-recurring charges that were waived. (b) If Call One terminates Service(s) in whole or in part due to Customer's non-payment or default, customer will be deemed to terminate the Service(s) and liable for all early termination charges. (c) If Customer cancels Service before the Service is established, Customer shall be liable to Call One for all reasonable expenses incurred by Call One to process the order for Service. 6. Inside Wiring. The applicable rates for inside wiring provided directly by Call One to Customer are specified on the technician-charges page of the Call One website at www.callone.com. Inside wiring provided by a third party vendor will be billed at their applicable rates and charges. In addition, any installation charges identified on Page 1 of this Agreement applies to the initial Service installation and does not include inside materials and wiring. 7. Liability. The entire liability of Call One, if any, for damages to Customer or to any third party whether in negligence, tort, contract or otherwise, which may arise from Call One's performance or non-performance of the Services is limited to an amount equal to a prorated adjustment of applicable monthly recurring charges for the Services affected or any portion thereof. The foregoing limitation of liability includes any mistakes, omissions, interruptions, delays, errors or defects in transmission occurring in the course of installing and/or furnishing the Service. 8. Applicability of Tariffs. This Agreement orders Services at rates provided herein and subject to the terms and conditions set forth in Call One's then-applicable state tariff, which tariff is incorporated by reference. State tariffs are available through the regulatory page of the Call One web site currently at www.callone.com. Customer acknowledges all services purchased pursuant to this agreement are for business purposes. 9. Assignment. Customer may not assign this Agreement (by operation of law or otherwise) without the prior written consent of Call One, which consent will not be unreasonably withheld or delayed. Any prohibited assignment shall be void ab initio. 10. Entire Agreement. Signed facsimile or scanned copies of this Agreement will legally bind the parties to the same extent as originally executed documents. The terms contained in this Agreement and any documents attached and referenced herein constitute the entire agreement between the parties with respect to the subject matter hereof. 11. Jurisdiction / Collection Costs. Any action or proceeding arising out of or related to this Agreement, the Tariffs or Services may be commenced in any state or Federal court of competent jurisdiction in the State of Illinois. The Parties submit and expressly consent to the jurisdiction of such court and expressly waive any right to a trial by jury. Call One shall be entitled to recover from Customer all reasonable collection costs, including attorneys fees. Page 4 of 466 of 677 Call One Inc. 225 W Wacker Drive 8th Floor - Chicago, IL 60606 - Telephone 312-681-8300 - Fax 312-681-8301 32871ALT PRIAuthorized customer signature Date CallOne authorized signature Print name Title Print name Date ISDN-PRI Renewal Customer Service Agreement This Customer Service Agreement ("Agreement") authorizes Call One® Inc., with a principal place of business at 225 West Wacker, Floor 8, Chicago, IL 60606 ("Call One") to provide telecommunication services ("Services") to the customer identified immediately below ("Customer"). The Services provided hereby are subject to the Terms and Conditions set forth in this Agreement. Customer City of Evanston Address 2100 Ridge Avenue City Evanston ST IL ZIP 60201 Please check box to determine term and discount [X] 1 Year [ ] 2 Year [ ] 3 Year Additional Charges: Member of SPC. All rates and discounts are subject to the rates and discounts contained in the SPC underlying agreement. Waive carrier access fees. Prices subject to change. Each ISDN PRI Circuit is inclusive of 20,000 Band A, B and C minutes per month, Caller ID with Name and Failsafe Routing. DID Porting/Installation Charge $1.00 per DID Number Ported/Installed. DID MRC at $2.00 per block of ten (10). 30% Discount on applicable features. Service/Additional Terms: Renewal of existing ISDN PRI Circuits. Telephone Numbers associated with this account: Physical Location City, State BTN 1454 Elmwood Evanston, IL 847-424-5400 Circuit ID NRC MRC Term HCGS.634147 N/A (Renewal) $475.00 12 Months Page 1 of 367 of 677 Call One Inc. 225 W Wacker Drive 8th Floor - Chicago, IL 60606 - Telephone 312-681-8300 - Fax 312-681-8301 32871ALT PRICall One Inc. 225 W Wacker Drive 8th Floor - Chicago, IL 60606 - Telephone 312-681-8300 - Fax 312-681-8301 32871ALT PRICustomer initials ____________________ Call One initials ____________________ Billing Telephone Numbers (BTN) (continued): Physical Location City, State BTN 2020 Asbury Evanston, IL 847-448-4898 Circuit ID NRC MRC Term HCGS.634067 N/A (Renewal) $475.00 12 Months Page 2 of 368 of 677 Call One Inc. 225 W Wacker Drive 8th Floor - Chicago, IL 60606 - Telephone 312-681-8300 - Fax 312-681-8301 32871ALT PRICustomer initials ____________________ Call One initials ____________________ Terms and Conditions 1. Term. Customer hereby orders the Services as identified on Page 1 of this Agreement and miscellaneous services incident thereto for the term selected by Customer on Page 1 of this Agreement (the "Term"). Upon expiration of the Term, the monthly recurring charges applicable to a Term other than Month-to-Month will revert to Call One's prevailing month-to-month rates unless Customer has (1) entered into a successor agreement or (2) canceled the Service, in each case effective as of the expiration of the Term. Call One is not responsible for notifying customer of the expiration of any Term. The Term shall begin on the later of (i) the date Call One signs the first page of this Agreement and (ii) the date any installation necessary to begin the Service is completed. 2. Rates. (a) The Monthly Charge and usage rates identified on Page 1 of this Agreement will apply to the Services during the Term. Upon expiration of the Term, the Monthly Charge and usage rates will revert to Call One's prevailing month-to-month rates for the Service unless Customer has (1) entered into a successor agreement or (2) canceled the Service, in each case effective as of the expiration of the Term. (b) Installation, service establishment and/or other non-recurring charges ("Non-Recurring Charges") incident to the Services will apply as identified on Page 1 of this Agreement. (c) Call One shall also bill Customer as a separate line item all applicable federal, state and other governmental fees, surcharges and taxes. 3. Authorization. Customer authorizes Call One to act as its agent for purposes of obtaining information on Customer's existing telecommunications and related service(s) and to submit orders to reflect the Services ordered under this Agreement for the specific Billing Telephone Numbers (BTN) and/or physical location listed on Page 1 and included in any supplement to this Agreement. This grant of agency shall remain in effect until revoked by Customer. 4. Existing Commitments. (a) If Customer has an existing term commitment contract with another service provider (a "Third Party Commitment") that is not specifically identified as being terminated pursuant to Section 4(b), Customer acknowledges that, in addition to the Terms and Conditions of this Customer Service Agreement, Customer shall remain obligated under the terms of such Third Party Commitment and shall be solely responsible for any penalties, fees or charges by virtue of that Third Party Commitment. (b) If as part of Call One's provision of Services Customer has agreed to terminate a Third Party Commitment(s) identified on Page 1 of this Agreement, Customer agrees that it is solely responsible for the fees associated with such termination. 5. Early Termination/Cancellation. Customer shall be required to provide Call One a minimum of 30 days notice in writing of any termination/cancellation of Service(s). (a) If Customer terminates the Service in whole or in part prior to the expiration of the Term, Customer will be liable for an early termination charge, as liquidated damages and not as a penalty, equal to (1) the Monthly Charge payments remaining for the Term of this Agreement, (2) any special construction charges required to make the Service available and (3) any previously waived installation and/or other non-recurring charges and (4) the difference between the total usage charges billed to Customer at the usage rates Customer received for the Term in this Agreement and the total usage charges that would have been billed to Customer at the Call One tariff month-to-month usage rates in effect as of the Effective Date. (b) If Customer cancels Service before the Service is established, Customer shall be liable to Call One for all reasonable expenses incurred by Call One to process the order for Service, including any special construction charges. Termination/cancellation charges are due within fifteen (15) days of the effective date of termination/expiration. 6. Inside Wiring. The applicable rates for inside wiring provided directly by Call One to Customer are specified on the technician-charges page of the Call One website at www.callone.com. Inside wiring provided by a third party vendor will be billed at their applicable rates and charges. In addition, any installation charges identified on Page 1 of this Agreement applies to the initial Service installation and does not include inside materials and wiring. 7. Liability. The entire liability of Call One, if any, for damages to Customer or to any third party whether in negligence, tort, contract or otherwise, which may arise from Call One's performance or non-performance of the Services is limited to an amount equal to a prorated adjustment of applicable monthly recurring charges for the Services affected or any portion thereof. 8. Applicability of Tariffs. This Agreement orders Services at rates provided herein and subject to the terms and conditions set forth in Call One's then-applicable state tariff, which tariff is incorporated by reference. State tariffs are available through the regulatory page of the Call One website currently at www.callone.com. Customer acknowledges all services purchased pursuant to this agreement are for business purposes. 9. Assignment. Customer may not assign this Agreement (by operation of law or otherwise) without the prior written consent of Call One, which consent will not be unreasonably withheld or delayed. Any prohibited assignment shall be void ab initio. 10. Entire Agreement. Signed facsimile or scanned copies of this Agreement will legally bind the parties to the same extent as originally executed documents. The terms contained in this Agreement and any documents attached hereto and referenced herein or therein constitute the entire agreement between the parties with respect to the subject matter hereof, superseding all prior and contemporaneous understandings, proposals and other communications, oral or written. 11. Jurisdiction / Collection Costs. Any action or proceeding arising out of or related to this Agreement, the Tariffs or Services may be commenced in any state or Federal court of competent jurisdiction in the State of Illinois. The Parties submit and expressly consent to the jurisdiction of such court and expressly waive any right to a trial by jury. Call One shall be entitled to recover from Customer all reasonable collection costs, including attorneys fees. Page 3 of 369 of 677 70 of 677 SCHEDULE A SUBURBAN PURCHASING COOPERATIVE Association Pricing Pricing is based on 3-year agreement unless otherwise noted SERVICES vPRI (Dependent on CO) 15% Discount Includes: Local Usage Bundle, Caller ID/number only, FlexPath/voice only Router and Failsafe Routing Alt Carrier PRI Includes: Local Usage Bundle, Caller ID name & number and Failsafe Routing Dynamic IP 1.5M – PRI/POTS/SIP Handoff (Dependent on CO, Optional Speeds Available) Includes: Local Usage Bundle, Caller ID/number only, Router and Failsafe Routing VPOTS Includes: Local Usage Bundle includes 500 minutes, up to 24 call paths, Caller ID/number only, FlexPath/voice only, Router and Failsafe Routing POTS Line – Access Area A, B or C (12-month term)/per line Phone Numbers/DID Number(s) each SIP Sessions – Client Transport • $7.00/per session for 60 months • $8.00/per session for 36 months Price Available Upon Request $350.00 15% Discount $23.00 $0.20 • $9.00/per session for 24 months • $10.00/per session for 12 months Includes: Local Usage Bundle includes 500 minutes, up to 24 call paths, Call One Transport, FlexPath, Router and Failsafe Routing POTS Line – Access Area A, B or C (12-month term)/per line $23.00 EUCL – per Circuit/Line vProducts/SIP $0.87 vProduct Presubscription Alt Carrier PRI $0.33 $31.40 POTS $5.95 71 of 677 USAGE per minute rate Band-A $0.015 Band-B $0.032 Band-C $0.018 Intrastate $0.029 Interstate $0.029 800 Service $0.029 (Rates subject to change based on type of service) MISCELLANEOUS (12-month term) Features 30% Discount Low Baud/Alarm Circuits (based on Call One Tariff rate) Caller ID without Name Display (POTS) per line Caller ID with Name Display (POTS) per line Voice Mail per mailbox Remote Call Forwarding per path (RCF-Limit 5) Centrex Charge per line (Trunking Equivalency) 30% Discount $5.00 $7.00 $8.00 $5.50 $9.00 *All Prices Subject to change 72 of 677 For City Council meeting of June 12, 2017 Item A3.7 Business of the City by Motion: Accela Renewal For Action To: Honorable Mayor and Members of the City Council Administration and Public Works Committee From: Erika Storlie, Director of Administrative Services Luke Stowe, Chief Information Officer Maleka Sumar, Civic Technology Analyst Subject: Sole Source Contract Renewal of Accela (PAL) Maintenance and Support Agreement Date: May 11, 2017 Recommended Action: Staff recommends the City Council authorize the City Manager to execute the renewal of a software licensing agreement with Accela Inc. (2633 Camino Ramon, San Ramon, CA) for a period of two years at a cost of $89,945.28 per year. This software provides support for City licensing and permitting activities in Community Development, Health, Fire and Public Works Agency. This renewal agreement represents a 43% reduction from last year’s cost and will cover the period of March 1, 2017 through February 28, 2019. Funding Source: Funding is provided from the Information Technology Division’s Computer Licensing and Support Fund (Account: 100.19.1932.62340) with a FY17 Budget of $500,000 and a YTD balance of $351,036.76. Livability Benefits: Innovation & Process: Support local government best practices and processes Summary: Accela Inc. provides city-wide support services for the City’s permitting and licensing software across multiple departments. Staff is able to obtain or access a comprehensive view of activity related to a specific property and can flag properties or generate alerts based on outstanding violations and stop-work. Building and Health Inspectors conduct field inspections using a mobile application and device to record results in real-time. Residents have the ability to obtain Building permit status real-time via the Citizen Portal available online 24 hours a day, 7 days a week. Memorandum 73 of 677 This is a sole source request because the only option for continual comprehensive maintenance and support of the PAL application is Accela Inc. Accela is the developer and distributor of the software. There are no other independent third-party businesses that maintain Accela software. Total estimated savings to the City is valued at $56,919.31 annually and $113,838.62 for the term of the contract. In FY2016, the annual cost for the Accela agreement was $128,362.82 and the initial proposed 2017 annual cost was $136,064.59. Staff has negotiated a better customer support model (Standard to Gold) at no additional cost with the vendor. This will provide live technical support M-F (24 hours/day) and 48 customer success hours (annually) for technical configuration valued at approximately $225/hr. The overall value of this added benefit is estimated to be $10,800 annually and $21,600 for the term of the contract. In addition, staff has negotiated an alternative licensing structure (from Enterprise-Wide to User-Based) with the vendor which will result in an annual savings of $46,119.31 and $92,238.62 for the term of the contract. Legislative History: Last year the City completed the final year of the ten year agreement with Accela to provide licensing, maintenance and support of this software. As this software is heavily utilized on daily-basis across multiple departments for thousands of permitting and licensing needs, the City has no other immediate alternative but to extend the renewal of the agreement with the vendor. ------------------------------------------------------------------------------------- Attachments: Accela Agreement and Amendment 74 of 677 Existing Customer - Gold Customer Support and Maintenance Agreement 1. Parties ACCELA CUSTOMER Accela, Inc. City of Evanston, an Illinois Municipal Corporation 2633 Camino Ramon, Suite 500 2100 Ridge Avenue Bishop Ranch 3 San Ramon, California 94583 Evanston, Illinois Attention: Contracts Administration Attention: Wally Bobkiewicz T: 925.659.3200 T: 847-866-2936 e-Mail: contractsadmin@accela.com e-Mail: wbobkiewicz@cityofevanston.org This Gold Customer Support and Maintenance Agreement (“GCSA”) is intended for the exclusive benefit of the Parties; nothing herein will be construed to create any benefits, rights, or responsibilities in any other parties. 2. Term and Termination 2.1 Term Provided that Customer signs and returns this GCSA to Accela no later than ___________________, 201__, this GCSA is effective as of March 1, 2017 and will continue for a period of two (2) years. At the end of Customer’s Term, this Agreement will renew for an additional annul term. The per-unit pricing during said additional term will not increase by more than five percent (5%) from the prior year’s fees. Should Customer fail to renew its Gold Support by paying the applicable fees, Accela reserves the right to withhold support and maintenance. If Customer resumes support and maintenance coverage after one or more periods without such coverage, Customer will pay an amount equivalent to one hundred ten percent (110%) of all support fees attributable to the period(s) without coverage, as such fees are calculated based upon pricing in effect at the time of resumption of support and maintenance coverage. 2.2 Termination Either party may terminate if the other party materially breaches this GCSA and, after receiving a written notice describing the circumstances of the default, fails to correct the breach within thirty (30) calendar days. Upon any termination or expiration of this GCSA, all rights granted to Customer are cancelled and revert to Accela. 3. Compensation 3.1. Fees In exchange for the Services described herein, Customer will pay to Accela the amounts indicated in Exhibit A. 3.2 Payment Terms Amounts are quoted in United States dollars and do not include applicable taxes, if any. Customer will be responsible for payment of all federal, state or provincial, and local taxes and duties, except those based on Accela’s income. If Customer is exempt from certain taxes, Customer will provide Accela with an appropriate certificate of exemption. Customer will be invoiced for all amounts upon occurrence of the billing events described in Exhibit A. The payment terms of all invoices are net thirty (30) calendar days from the dates of the invoices. Accela may, at its sole discretion, suspend its obligations hereunder without penalty until payments for all past-due billings have been paid in full by Customer. 4. Gold Support 4.1 All other terms and conditions of Customer’s current maintenance/support agreement continue unless expressly modified herein. 75 of 677 4.2 This Gold Customer Support and Maintenance Agreement enhances Customer’s current maintenance and support as provided herein and is available for Customer’s who self-host the Accela Core Products listed in Section III below. I. Assigned Resources: Accela will provide an assigned Account Manager to Customer and direct access to Tier 2 Support Resource(s). A. The Account Manager: will have responsibility for the Customer relationship including overall Customer satisfaction. Authorized Contacts: Customer may designate up to four named individuals who are authorized to directly contact Accela Support. II. Customer Success: Customer may request Customer Success Support through a Customer Support web ticket. Accela will provide up to twenty-four (24) hours (“Success Hours”) of this support during each six (6) month period, commencing on the effective date of this Agreement. The Success Hours are required to be utilized during each six (6) month period and any hours not consumed at the required six (6) month minimum utilization will be forfeited. Customer Success Hours requests must be made by Customer within forty-five (45) days of the commencement of each six (6) month period for all hours allocated for that period. Accela will work with Customer to provide Success Hours according to the requirements set forth by the Customer. The Success Hours are provided remotely and include the following items: - Accela Community Training - Customer Project Go-Live Support - New Release Review - Reporting - Business Rule Creation (Scripting & Expressions) - Strategic Planning and Governance - Upgrade Support and Planning - Configuration Customer may purchase up to forty-eight (48) additional Success Hours during each annual term, at a minimum of eight (8) hour blocks, at a fifteen percent discount from list price. III. Supported Products: Accela Land Management Accela Asset Management Accela License and Case Management Accela GIS Accela Mobile Accela Citizen Access Accela Service Request Accela will provide support for the current Version and the Version preceding the current Version of Accela Civic Platform. A “Version” is defined as a change in the first number to the left of the first decimal. Patches for critical issues will only be applied to the final release of a supported version. IV. Gold Level Incident Handling: attached hereto as Exhibit B. Signature Page Follows 76 of 677 ACCELA CUSTOMER By: ___________________________________ By: ____________________________________ (Signature) (Signature) ______________________________________ _______________________________________ (Print Name) (Print Name) Its ____________________________________ Its ____________________________________ (Title) (Title) Dated: ________________________________ Dated: _________________________________ (Month, Day, Year) (Month, Day, Year) 77 of 677 EXHIBIT A Deliverables Fees Accela Citizen Access Annual Maintenance and Supp - Gold USD 8,670.24 Accela Land Management Annual Maintenance and Supp - Gold USD 66,497.76 Accela Licensing and Case Management Annual Maintenance and Supp - Gold USD 3,694.32 Accela Mobile Annual Maintenance and Supp - Gold USD 11,082.96 Total of Fees USD 89,945.28 Fees are fixed-price deliverables for which full payment is due upon signing. 78 of 677 EXHIBIT B – Incident Handling The following incident handling and time frames and support are applicable for Gold Level Support only to a live- production environment. In the event of a conflict between the terms and conditions of the Maintenance Agreement and this Addendum, this Addendum shall govern. I. Accela will provide Customer the following Services, available 24 hours a day, five days a week, excluding Accela’s observed holidays. 1 Live Incident Handling - Accela will provide an incident handling mechanism for Customer maintenance requests. The incident handling process will include the following: · Ability to call, e-mail or use an Accela provided online tracking system. · All incidents will be recorded into the tracking system. · Customer will receive an e-mail with your case number. · Customer Priority and Severity will be determined by the problem based upon the definitions below. · Customer will designate contacts that will interface with the Customer Support Department. II. Accela will provide Customer the following Services, available 24 hours a day, seven days a week, excluding Accela’s observed holidays. 2 On Line Self Support - Accela will provide to Customer at no expense an online Knowledge Base and Online Self Support Site where Customer can research issues and questions, report maintenance incidents and download patches and other fixes. 3 Case Handling – Case Handling defines the priority assigned to a specific maintenance request which therefore sets the order, timing and level of effort in resolving a case: A. Critical Severity – Definition: System or application is non-functional or seriously affected and there is no reasonable workaround available, for example, business is halted. Critical Request Incident Response will be provided to Customer on a 24 hour x 7 days/week basis. Response Time: Accela will respond with confirmation of receipt of incident within 30 minutes and provide follow-up every 60 minutes when the Critical Incident is phoned into the Customer Resource Center, or upon another frequency as requested by Customer. Resolution Time: Upon confirmation of receipt and confirmation of an Accela Software failure or deficiency (Accela Software issue has been diagnosed and/or replicated). Accela begins continuous work on the problem on a 24 x 5 basis to put forth the effort to provide a fix or workaround. B. High Severity - Definition: System or application is affected and there is no workaround available or the workaround is impractical, for example, Customer cannot process payments or system response time is very slow. Response Time – Accela will respond with confirmation of receipt of incident within 2 business hours and provide follow-up every 24 hours. Resolution Time – Upon confirmation of receipt and confirmation of an Accela Software failure or deficiency (Accela Software issue has been diagnosed and/or replicated). Accela will put forth the best effort to provide a workaround or fix or estimated completion date within 7 business days after the problem has been diagnosed and/or replicated. C. Moderate Severity - Definition: System or application feature is non-functional and a convenient workaround exists, for example, non-critical feature is unavailable or requires additional user intervention. 79 of 677 Response Time: Accela will respond with confirmation of receipt of incident within 4 business hours and provide follow-up every 7 days. Resolution Time: Upon confirmation of receipt and confirmation of an Accela Software failure or deficiency (Accela Software issue has been diagnosed and/or replicated). Accela will put forth the best effort to provide a workaround or fix or estimated completion date within 14 business days after the problem has been diagnosed and/or replicated. D. Low Severity - Definition: System or application feature works, but there is a minor problem, for example, a field is mislabeled or a help file is missing. Response Time: Accela will respond with confirmation of receipt of incident within 8 business hours and provide follow-ups as needed via Accela Community. Resolution Time: Upon confirmation of receipt and confirmation of an Accela Software failure or deficiency (Accela Software issue has been diagnosed and/or replicated). Resolution for the issue may be released as a patch set or be incorporated into a future release of the product. Contact Customer Support by Phone or E-mail Hours: M - F (24 hours/day) Phone: 844-739-5500 (local: 925-659-3270) enter Pin #4653 E-mail: support@accela.com 80 of 677 Amendment Page 1 of 2 AMENDMENT 1. Parties ACCELA CUSTOMER Accela, Inc. City of Evanston, an Illinois Municipal Corporation 2633 Camino Ramon, Suite 500 2100 Ridge Avenue Bishop Ranch 3 San Ramon, California 94583 Evanston, Illinois Attention: Contracts Administration Attention: Wally Bobkiewicz T: 925.659.3200 T: 847-866-2936 F: 925.407.2722 F: 847-448-8020 e-Mail: contractsadmin@accela.com e-Mail: wbobkiewicz@cityofevanston.org 2. Effective Date Provided that Customer signs and returns this Amendment to the License Agreement Between Accela Inc., and the City of Evanston Dated March 1, 2007 (the “LA”) by no later than ____________________, this Amendment is effective as of March 1, 2017 (“Effective Date”). 3. Terms and Conditions 3.1 As of the Effective Date, Customer relinquishes its enterprise licenses to the following Accela products, which it licensed from Accela on or about March 1, 2007 as stated in the LA: Accela Automation Land Management Module; Accela Automation Licensing Module; Accela Citizen Access; Accela GIS; and Accela Wireless. 3.2 As of the Effective Date, Customer is hereby granted named user licenses, in the quantity of seat license specified, to the Accela products listed in Exhibit A to this Amendment. 3.3 The first sentence of Section 3.1.2 of the LA is hereby stricken, and replaced with the following sentence: “The Software may be installed on one or more computers and may be used as defined in Section 3.1.1 above.” 3.4 Unless specifically amended, modified, or supplemented by this document, all terms and conditions of prior written agreements between the parties shall remain unchanged and in full force and effect. The parties expressly disclaim any alternate terms and conditions accompanying drafts and/or purchase orders issued by Customer. 3.5 If any particular provision of this document is determined to be invalid or unenforceable, that determination shall not affect the other provisions which shall be construed in all respects as if the invalid or unenforceable provision were omitted. ACCELA CUSTOMER By: _______________________________________ By: _______________________________________ Signature Signature __________________________________________ __________________________________________ Print Name Print Name Its ________________________________________ Its _______________________________________ Title Title Dated: _____________________________________ Dated: ____________________________________ Month, Day, Year Month, Day, Year 81 of 677 Amendment Page 2 of 2 EXHIBIT A PRODUCT UNITS (NUMBER OF SEATS) PRICE Accela Citizen Access Population Fee 70,000 USD 0.00 Accela Citizen Access Module Fee 2 USD 0.00 Accela Land Management User License Packs (incl. 5 named users per pack) 18 USD 0.00 Accela Licensing and Case Management User License Packs (incl. 5 named users per pack) 1 USD 0.00 Accela Mobile User License Packs (incl. 5 named users per pack) 3 USD 0.00 Fees are fixed-price deliverables for which full payment is due upon signing. END OF DOCUMENT 82 of 677 For the City Council Meeting of May 10, 2010 For City Council Meeting of June 12, 2017 I tem A3.8Business of the City by Motion: Six (6) Replacement Vehicle Purchases For Action To: Honorable Mayor and Members of the City Council Administration and Public Works Committee From: Erika Storlie, Deputy City Manager/Director of Administrative Services Dave Stoneback, Director of the Public Works Agency Rickey A. Voss, Parking/Fleet Manager Subject: Approval of Six Replacement Vehicle Purchases Date: May 23, 2017 Recommended Action: Staff recommends City Council authorize the purchase of (6) replacement vehicles/units for the Public Works Agency from: Currie Motors, 9423 W. Lincoln Hwy, Frankfort, IL 60423, in the amount of $126,479; JX Peterbilt, 42400 Hwy 41, Wadsworth, IL 60083, in the amount of $546,487.50; and Standard Equipment, 2033 West Walnut Street, Chicago, IL 60612 in the amount of $330,493.65. Funding Source: Funding of $614,756.50 is provided by FY2017 Automotive Replacement Fund, account 601.19.7780.65550 with a budget of $1,455,422. Budget remaining in this account after this purchase is $180,009.92. Funding of $58,210.00 is provided by the FY2017 Water Fund, account 510.40.4230.65550, with a budget of $186,300. Budget remaining in this account after this purchase is $128,090. Funding of $330,493.65 is provided by FY2017 Sewer Fund, account 515.40.4530.65550 in the amount of $23,750. Additional funding is provided by savings from account 515.40.4535.65515, which has a budget of $2,626,000 and a remaining balance of $762,796. Livability Benefit: Innovation and Process: Support local government best practices and processes. Memorandum 83 of 677 2 Summary: The details of the vehicle/unit to be replaced are listed below: Dept./Division Unit # Description Model Year Condition Original Purchase Price L.T.D. Repair $$’s L.T.D. Mileage Public Works Agency; Bureau of Operations/ Maintenance 170 Ford F450 2005 Poor $53,644 $49,109 69,682 Public Works Agency; Bureau of Environmental Services 583 Ford LTS 8000 1995 Very Poor $108,141 $144,598 71,957 Public Works Agency; Bureau of Environmental Services 584 Ford LTS 8000 1995 Very Poor $78,530 $144,695 79,190 Public Works Agency; Bureau of Environmental Services 717 I.H. 4300 2003 Very Poor $82,106 $136,486 105,640 Public Works Agency; Bureau of Operations/ Maintenance 910 Ford E350 2004 Poor $95,800 $10,149 31,771 Public Works Agency; Bureau of Operations/ Maintenance 932 Ford F350 2006 Very Poor $38,348 $40,952 84,488 The recommended replacement unit purchases are as follows: Dept./Division Unit # Replacement Description Model Year Purchase Price Type of Bid Vendor Public Works Agency; Bureau of Operations/ Maintenance 170 Ford F550 w/stake body 2017 $68,269 NWMC SPC Contract #146 Currie Motors 84 of 677 3 Public Works Agency; Bureau of Environmental Services 583 Peterbilt Model 348 w/log lifter 2018 $214,220 NJPA Contract: 081716- PMC JX Peterbilt Public Works Agency; Bureau of Environmental Services 584 Peterbilt Model 348 w/hook lift 2018 $212,558 NJPA Contract: 081716- PMC JX Peterbilt Public Works Agency; Bureau of Environmental Services 717 Peterbilt Model 337 w/11 yard waste body 2018 $119,709.50 NJPA Contract: 081716- PMC JX Peterbilt Public Works Agency; Bureau of Operations/ Maintenance 910 Ford E450 w/cameras 2017 $330,493.65 NJPA Contract: 022014- EVS Standard Equipment Public Works Agency; Bureau of Operations/ Maintenance 932 Ford F250 w/air compressor 2017 $58,210 NWMC SPC Contract #146 Currie Motors The vehicles listed for replacement support daily operations of the Public Works Agency. The replacement of the six (6) vehicles/units is crucial for safe, reliable, and cost effective operations on a daily basis. The Peterbilts and Ford F550 units (# 170 583, 584 and 717) will be capable of operating on B-20 bio-diesel fuel and are equipped with “exhaust gas recirculation” (EGR) systems which emit only harmless water vapors with no particulate matter. This is the latest available vehicle emission technology in the market place at this point in time. Vehicles #910 and #932 will be V8 flex fuel gasoline engines. National Joint Powers Alliance® (NJPA) is a national public service agency committed to serving members nationally and locally through a variety of programs. As a public agency, they are committed to providing cooperative purchasing solutions that assist government and education entities as they strive for efficient public service. Staff proposes using NJPA pricing contracts for 4 vehicles. 85 of 677 4 The Northwest Municipal Conference (NWMC) Suburban Purchasing Cooperative Competitive Bid (SPC) winner, Currie Motors, will be utilized for the purchase of two (2) units. Currie Motors has been a responsive and responsible bid winner of the NWMC for many years and as such, have provided efficient turn-around to our ordering and timely delivery needs. Additional Equipment: •Vehicle #170 will be equipped with a MTE WH II stake body platform. •Vehicle #583 will be equipped with an Epsilon Q150L log lifter. •Vehicle #584 will be equipped with an Ampliroll Hooklift Model AL120S-14 stainless steel dump body. Modification of existing City owned salt spreader to fit new vehicle. •Vehicle #717 will be equipped with a Loadmaster Elite 11Cubic Yard Body. •Vehicle # 910 will be equipped with WinCan VX Pipeline Assessment Software and an Envirosight Rovver X Inspection System. •Vehicle #932 will be equipped with a VMAC VR-150 rotary screw under-hood air compressor, 150 cfm @ 175 PSI. There are no Evanston Based Businesses that can provide these types of vehicles. Attachments Specifications for six (6) replacement vehicle purchases List of FY2017 Vehicle Purchases Photos of Vehicle Types 86 of 677 87 of 677 88 of 677 89 of 677 90 of 677 91 of 677 92 of 677 93 of 677 94 of 677 95 of 677 96 of 677 97 of 677 98 of 677 99 of 677 100 of 677 101 of 677 102 of 677 103 of 677 104 of 677 105 of 677 106 of 677 107 of 677 108 of 677 109 of 677 110 of 677 111 of 677 112 of 677 113 of 677 114 of 677 115 of 677 116 of 677 117 of 677 118 of 677 119 of 677 120 of 677 121 of 677 122 of 677 123 of 677 124 of 677 125 of 677 126 of 677 127 of 677 CITY OF EVANSTON ADMINISTRATIVE SERVICES: FLEET DIVISION FY2017 VEHICLE PURCHASES DEPARTMENT UNIT # VEHICLE DESCRIPTION PURCHASE PRICE MODEL YEAR CITY COUNCIL APPROVAL DATE PWA: Environmental Services 712 Recycling Packer Truck $254,836.00 2017 January 11, 2016 PWA: Environmental Services 704 Recycling Packer Truck $254,836.00 2017 January 13, 2017 Fire 317 Repurposed Ambulance for Underwater Rescue $19,985.00 2005 February 13, 2017 Police Admin 2 Ford Interceptor SUV $27,693.00 2017 February 27, 2017 Police School Resource 36 Ford Interceptor SUV $27,654.00 2017 February 27, 2017 Police Patrol 40 Ford Interceptor SUV $27,654.00 2017 February 27, 2017 Police Patrol 44 Ford Interceptor SUV $27,654.00 2017 February 27, 2017 Police Patrol 63 Ford Interceptor SUV $27,654.00 2017 February 27, 2017 Police Traffic Management M1 Harley Davidson FLHP $15,468.00 2016 March 27, 2017 Police Traffic Management M2 Harley Davidson FLHP $15,468.00 2016 March 27, 2017 Police Traffic Management M3 Harley Davidson FLHP $15,468.00 2016 March 27, 2017 Police Traffic Management M4 Harley Davidson FLHP $15,468.00 2016 March 27, 2017 Police Traffic Management M5 Harley Davidson FLHP $15,468.00 2016 March 27, 2017 Police Traffic Management M6 Harley Davidson FLHP $15,468.00 2016 March 27, 2017 Police Traffic Management M7 Harley Davidson FLHP $15,468.00 2016 March 27, 2017 Parks, Recreation & Community Services 433 Brunswick 21' Zodiak Model 210GDA $95,404.00 2017 March 27, 2017 Parks, Recreation & Community Services 436 Brunswick 17' Whaler Model 170GDA $37,293.00 2017 March 27, 2017 PWA: Operations/ Maintenance 170 Ford F550 w/ stake body $68,269.00 2017 June 12, 2017 PWA: Environmental Services 583 Peterbuilt Model 348 w/ log lifter $214,220.00 2018 June 12, 2017 PWA: Environmental Services 584 Peterbuilt Model 348 w/ hook lift $212,558.00 2018 June 12, 2017 PWA: Environmental Services 717 Peterbuilt Model 337 w/ 11 yard waste body $119,709.50 2018 June 12, 2017 PWA: Operations/ Maintenance 910 Ford E450 w/ cameras $330,493.65 2017 June 12, 2017 Page 1128 of 677 PWA: Operations/ Maintenance 932 Ford F250 w/ air compressor $58,210.00 2017 June 12, 2017 FY2017 TOTAL EXPENTITURE to DATE $1,912,399.15 ANTICIPATED EXPENDITURES PWA: Operations/ Maintenance Not assigned Wacker/Neuson Wheeled Excavator $101,620.00 2017 6/26/2017 or later PWA: Operations/ Maintenance Not assigned Trackless Series MT7 Municipal Tracker $156,193.25 2017 6/26/2017 or later Police Patrol 59 Ford Interceptor SUV $27,654.00 2017 6/26/2017 or later Admin Services: Facilities Management 265 Ford SUV $27,654.00 2017 6/26/2017 or later TOTAL ANTICIPATED EXPENDITURE FY2017 $313,121.25 Page 2129 of 677 130 of 677 131 of 677 132 of 677 133 of 677 134 of 677 135 of 677 136 of 677 137 of 677 138 of 677 139 of 677 140 of 677 For City Council meeting of June 12, 2017 Item A3.9 Business of the City by Motion: Emergency Lighting & Sirens For Action To: Honorable Mayor and Members of the City Council Members of the Administration and Public Works Committee From: Erika Storlie, Deputy City Manager/Director of Administrative Services Rickey A. Voss, Fleet Manager Subject: Award Contract for Emergency Lighting & Sirens (Bid #17-31) Date: May 24, 2017 Recommended Action: Staff recommends City Council approval of a one (1) year contract with three (3) one (1) year renewals for the purchase of emergency lighting, sirens and after-market products and services in the amount of $80,960.00 to Havey Communications Inc. (28835 Herky Drive # 117, Lake Bluff, Illinois 60044). Funding Source: Funding will be as follows: $40,480.00 from the Equipment Replacement Fund (Account 601.19.7780.65550), with a FY 2017 budget of $1,455,422.00 and a YTD balance of $794,766.42, and $40,480.00 from the Fleet Maintenance Fund (Account 600.19.7710.65060), with a FY 2017 budget of $1,050,000.00 and a YTD balance of $409,360.62. Livability Benefit: Innovation & Process: Support Local Government Best Practices Summary: In April, 2017, staff solicited bids for the purchase of emergency lighting, sirens and after-market products for Police, Fire and various other departments. The proposed contract is for a one (1) year period, with the right to extend the contract for up to three (3), one (1) year periods. Havey Communications Inc. was the successful bidder with the lowest bid price. Memorandum 141 of 677 Bids were advertised with a due date of April 25, 2017. Bids were received as follows: Company Name City/State Description Bid Amount Havey Communications Lake Bluff, Illinois Parts & Services $80,960.00 Ultra Strobe Communications Crystal Lake, Illinois Parts & Services $81,510.20 Auto Truck Group Bartlett, Illinois Parts & Services No Bid Lund Industries Northbrook, Illinois Parts & Services No Bid MPC Northbrook, Illinois Parts & Services No Bid Radco Communications Glendale Hts., Illinois Parts & Services No Bid Based on Bid # 17-31 results, staff recommends approval of the award to Havey Communications Inc. as the lowest responsive and responsible bidder to provide lights, sirens & after-market products to the City. They have been a responsive and responsible vendor for four (4) years. There is no Evanston based business that can provide these products & services. Attachments: Bid Tab Sheet 142 of 677 Bid Number: 17-31 Bid Opening: 2:00 p.m., Tuesday, April 18, 2017, Room 2404, Lorraine H. Morton Civic Center, 2100 Ridge Ave., Evanston, IL 60201 Company Name City/State Total Base Bid Price Ultra Strobe Communications, Inc.Crystal Lake, IL $81,510.20 Havey Communications Inc.Lake Bluff, IL $80,960.00 City of Evanston Emergency Lighting & Sirens 143 of 677 For City Council Meeting of June 12, 2017 Item: A3.10 Business of the City by Motion, Yeero Revolution - Sidewalk Café For Action To: Honorable Mayor and Members of the City Council Administration and Public Works Committee (A&PW) From: Johanna Leonard, Director of Community Development Gary Gerdes, Building & Inspection Services Division Manager Subject: Yeero Revolution – Sidewalk Cafe Date: June 1, 2017 Recommended Action Staff recommends City Council approval of first-time application for a sidewalk café permit for Yeero Revolution, a Type 2 restaurant located at 1009 Davis Street. Background Yeero Revolution offers Greek street food at its best with healthy eating in mind. The sidewalk café will consist of three tables with two seats each for a seating capacity of six. The café will operate daily from 11:00 a.m.-9:00 p.m. Summary The Community Development Department, along with Health, Public Works and Law, has reviewed the application and site layout and recommend approval of the sidewalk café permit. Attachments Sidewalk Café Application and Site Plan Memorandum 144 of 677 145 of 677 146 of 677 147 of 677 148 of 677 149 of 677 150 of 677 151 of 677 152 of 677 153 of 677 154 of 677 155 of 677 156 of 677 For City Council meeting of June 12, 2017 Item A3.11 Business of the City by Motion: Applications for Great Merchants Grant Program For Action To: Honorable Mayor and Members of the City Council Administration & Public Works Committee From: Martin Lyons, Assistant City Manager & CFO Paul Zalmezak, Economic Development Division Manager Paulina Martínez, Economic Development Specialist Subject: Applications for the Evanston Great Merchants Grant Program Date: June 2, 2017 Recommended Action: Staff recommends approval for financial assistance of landscaping services through the Great Merchants Grant Program, totaling $33,550.00, to five Evanston business district areas: •Evanston West End Business Association - $8,640.00 •Central Street Business Association - $5,760.00 •Dr. Hill Arts Business District - $10,000.00 •Howard Street Business Association - $1,850.00 •West Village Business Association - $7,300.00 Funding Source: Funding will be from the Economic Development Business District Improvement Program (Account 100.15.5300.65522). The approved 2017 Fiscal Year Budget allocated $350,000 to this account. However, as of May 2017, $8,416.50 have been spent to complete façade projects and to fund Entrepreneurship Support Program requests, leaving the account with $341,583.50. Livability Benefits: Economy & Jobs: Retain and expand local businesses Summary: Staff has received five applications requesting landscaping services through the Evanston Great Merchants Grant Program requesting a total of $33,550.00. The applications and the requests received include a wide range of services to improve the business districts. The information below provides a summary of the landscape service requests only. Memorandum 157 of 677 Due to the recently approved changes to the Great Merchants Grant Program, staff began seeking bids later in the season. Staff was unable to present to the Economic Development Committee in May as landscape businesses have delayed responding to bids as this is their busy season. Instead of waiting until the next scheduled Economic Development Committee meeting on June 28, 2017, staff is seeking Administration and Public Works Committee approval of this request. This will allow the business districts to have a summer rotation of planters in June instead of mid-July. Discussion: Evanston’s Great Merchants Grant Program is designed to provide small grants, ranging up to $10,000 to Evanston’s small business/merchant associations to pursue projects that address at least one of three core areas: Business Support and Retention, Enhancement of Physical Environment and Neighborhood Promotion. Under the new guidelines and in an effort to streamline services to the business districts, staff is now responsible for procuring bids and working closely with the business associations to fulfill their requests. Whereas before, the individual business districts were responsible for procuring bids, paying the vendors, and submitting all receipts to staff by December 30. This resulted in significant levels of paperwork and unintended aggravation for the volunteer business associations. This year, the guidelines were approved by the City Council in March, thus the application process was open until May 1, 2017. Given this year's timeline, the process to request seasonal planter rotations in a timely manner was pushed back. Staff experienced a difficult time acquiring bids that were comparable to last year’s prices because plantings are usually ordered by February. In total, staff received two quotes from qualified landscape companies, both Evanston-based companies: Nature’s Perspective and Plantings. Additionally, the West Village Business Association requested to allocate a portion of their funding to employ Curt’s Café’s students to water and maintain the district’s planters. Please note this funding request is for landscaping services only. The funding recommendations in this request vary by business district as each district has individual priorities. Staff will present the balance of funding requests for other services at the June 28, 2017 Economic Development Committee meeting. Business District Requests Five business districts are requesting funds totaling $33,550.00 for landscaping services. The following pages outline each application and specific recommendations for each application. The breakdown of the category and funding amounts for the landscaping improvements each group has requested is shown below: WestEnd Business Association WestEnd Business Association requested funds for the following projects: Activity Amount 2 Seasonal Rotations for 13 planters $6,240.00 2 New Planters $2,400.00 Total Request $8,640.00 158 of 677 These projects are considered business district staples and are eligible under the Enhancement of the Physical Environment Project Eligibility Criteria of the Great Merchant Grant. Following staff review, the West End Business Association was found to be in good standing under the guidelines of the Great Merchants Grant and is eligible to receive the requested services. Central Street Business Association Central Street Business Association requested funds for the following projects: Activity Amount 3 Seasonal Rotations for 8 planters $5,760.00 Total Request $5,760.00 This activity is considered under the Enhancement of the Physical Environment Project Eligibility Criteria of the Great Merchant Grant. Following staff review, the Central Street Business Association was found to be in good standing under the guidelines of the Great Merchants Grant and is eligible to receive the requested services. Dr. Hill Arts Business District The Dr. Hill Arts Business District requested funds for the following projects: Activity Amount Maintenance of Dr. Hill Memorial Garden $1,600.00 Reconstruction of Dr. Hill Memorial Garden – Phase I $4,600.00 2 Seasonal Rotations for 12 planters $3,800.00 Total Request $10,000.00 These activities are both considered business district staples and eligible under the Enhancement of the Physical Environment Project Eligibility Criteria of the Great Merchant Grant. Following staff review, the Dr. Hill Arts Business District was found to be in good standing under the guidelines of the Great Merchants Grant and is eligible to receive the requested services. Howard Street Business Association The Howard Street Business Association (HBSA) requested funds for the following projects: Activity Amount 2 Seasonal Rotations for 11 planters $1,850.00 Total Request $1,850.00 This activity is considered business district staples and eligible under the Enhancement of the Physical Environment Project Eligibility Criteria of the Great Merchant Grant. Following staff review, the Howard Street Business District was found to be in good standing under the guidelines of the Great Merchants Grant and is eligible to receive the requested services. 159 of 677 West Village The West Village Business Association requested funds for the following projects: Activity Amount 2 Seasonal Rotations for 14 planters $4,800.00 Planter Maintenance $2,500.00 Total Request $7,300.00 These activities are considered business district staples and eligible under the Enhancement of the Physical Environment Project Eligibility Criteria of the Great Merchant Grant. Following staff review, West Village Business District was found to be in good standing under the guidelines of the Great Merchants Grant and is eligible to receive the requested services. Attachments - Summary of Vendors - WestEnd Business Association Application - Central Street Business Association Application - Dr. Hill Arts District Application - Howard Street Business Association Application - West Village Business Association - Quotes from Nature’s Perspective - Quotes from Plantings - West Village’s Letter - Quote from Curt’s Café’s 160 of 677 CONTACTED VENDORS Vendor Name Address Quote Service Description Nature's Perspective 2000 Greenleaf St, Evanston, IL $ 66,312.00 Four rotations for 53 planters, for five districts; fertilization and watering of 53 planters; two new planters; Dr. Hill Arts Memorial Garden reconstruction (phase I) & weekly maintenance Diego & Gabby's Landscaping 1924 Grey Avenue, Evanston, IL No bid Greenwise 2401 Main Street, Evanston, IL No bid Plantings Evanston, IL $ 5,650.00 Two rotations for 23 planters, for two districts Moore Landscapes 850 W. Pershing, Chicago, IL No bid Montoya Landscapes 838 N. Noble, Chicago, IL No bid Questland Landscape, Inc. Chicago, IL No bid Curt's Café 1813 Dempster St, Evanston, IL $ 2,500.00 Planter maintenance 161 of 677 162 of 677 163 of 677 164 of 677 165 of 677 166 of 677 167 of 677 168 of 677 169 of 677 170 of 677 171 of 677 172 of 677 173 of 677 174 of 677 175 of 677 176 of 677 177 of 677 NATURE'S PERSPECTIVE LANDSCAPING, INC. 2000 Greenleaf Street, Evanston, Illinois 60202 (847) 475-7917 Fax (847) 475-7975 www.naturesperspective.com Proposal/Contract 17A60512No 4055 C#5/15/2017 Proposal Submitted To:Work to be Performed at: City of Evanston City of Evanston - 2017 Annuals 2100 Ridge Avenue 2100 Ridge Avenue Evanston, IL 60201 Accounts Payable Accounts Payable Evanston, IL 60201 847-866-2927 aschnur@cityofevanston.org NATURE'S PERSPECTIVE LANDSCAPING, INC., the "Contractor", hereby proposes to furnish all the materials and perform all the labor necessary for the completion of the following described work: Quantity Description Price Each Total NEW 30" DIAM COMMERCIAL PLANTERS New 36X30 Concrete PlantersEA2.00 $1,200.00 $2,400.00 (2) 30" diameter Concrete planters, installed & filled with soil 4 SEASONAL ROTATIONS >> 41 PLANTERS 4 Seasonal Rotations - 41 Planters TotalEA1.00 $35,072.00 $35,072.00 5 Planters - 30"diam @ $240ea = $1200 per rotation 4 Planters - 18"diam @ $144ea = $576 per rotation 8 Planters - 30"diam @ $240ea = $1920 per rotation 13 Planters - 30"diam @ $240ea = $3120 per rotation 4 Planters - 26"diam @ $208ea = $832 per rotation 7 Planters - 20"diam @ $160ea = $1120 per rotation Subtotal = $8768 x 4 rotations = Grand Total $35,072 SPRING Containers are planted with Ornamental Grasses, Hydrangea, Pansies, Snapdragons, English Ivy and other colorful Spring accents to create a premium seasonal display. SUMMER Containers are planted with Palms, Grasses, Begonias, Petunias, Lysemachia and other colorful Summer accents to create a premium seasonal display. FALL Containers are planted with Mums, Sedges, Ornamental Kale/Cabbages, Lysemachia, and other colorful Fall accents to create a premium seasonal display. WINTER Containers are planted with a variety of Evergreen Boughs, Red Dogwood Branches, Curly Willow, Winter Berries, Pine Cones, and other Winter accents to create a premium seasonal display. 2 SEASONAL ROTATIONS >> 12 PLANTERS 2 Seasonal Rotations - 12 Planters TotalEA1.00 $5,760.00 $5,760.00 12 Planters - 30"diam @ $240ea = $2880 Subtotal = $2880 x 2 rotations = Grand Total $5760 SUMMER Containers are planted with Palms, Grasses, Begonias, Petunias, Lysemachia and other colorful Summer accents to create a premium seasonal display. WINTER Containers are planted with a variety of Evergreen Boughs, Red Dogwood Branches, Curly Willow, Winter Berries, Pine Cones, and other Winter accents to create a premium seasonal display. GENERAL MAINTENANCE >> 53 PLANTERS General Maintenance - 53 PlantersEA1.00 $17,280.00 $17,280.00 Maintenance Includes: -Water 1x Weekly -Fertilize 1x per season $45 per mh x 16mh = $720 per week $720 x 24 weeks = $17,280 Grand Total178 of 677 NATURE'S PERSPECTIVE LANDSCAPING, INC. 2000 Greenleaf Street, Evanston, Illinois 60202 (847) 475-7917 Fax (847) 475-7975 www.naturesperspective.com Proposal/Contract 17A60512No 4055 C#5/15/2017 Proposal Submitted To:Work to be Performed at: City of Evanston City of Evanston - 2017 Annuals 2100 Ridge Avenue 2100 Ridge Avenue Evanston, IL 60201 Accounts Payable Accounts Payable Evanston, IL 60201 847-866-2927 aschnur@cityofevanston.org NATURE'S PERSPECTIVE LANDSCAPING, INC., the "Contractor", hereby proposes to furnish all the materials and perform all the labor necessary for the completion of the following described work: $60,512.00Total Comments: Above prices include all labor for installation, taxes and delivery unless otherwise noted. Any deletions, additions or other changes to your proposal and/or plan may affect pricing and will need to be re-quoted. A minimum re-stocking fee of 25% will be charged for all special order items, or for items brought to the job site and not used due to customer initiated changes. If items are custom made they will be charged at 100% Above prices are based on complete proposal. Specific time of day work requests must be made at least 48 hours in advance of work. All material is guaranteed to be as specified, and to be performed in accordance with the drawings submitted for above work and completed in a workmanlike manner for the sum of $60,512.00 with payments to be made as follows: 50 % on acceptance , remainder on completion , 30 days net . Any alteration or deviation from above involving extra costs will be executed upon verbal or written orders, and will become an extra charge over and above the quoted price. This proposal is contingent upon strikes, accidents or delays beyond our control. Contractor will carry and keep in force public liability and Workman's Compensation insurance in amounts desired by contractor. Owner will provide fire, tornado and all other insurance coverage necessary or desired by Owner, at Owner's expense. The General Conditions, as attached, are expressly incorporated into this agreement. For paving work , customers must select paver type , color , pattern and edge detail prior to scheduling and approve layout prior to commencing excavation . Walkway and patio base to be four inches of crushed compacted gravel with one inch torpedo sand leveling course. Edges retained with concealed edging. All brick paver work guaranteed by Nature's Perspective Landscaping Inc. for three years against settlement on undisturbed soil. Concrete pavers carry manufacturer's lifetime guarantee against breakage. Nature's Perspective will contact J.U.L.I.E. and assume responsibility for all J.U.L.I.E MARKED underground cable and lines. If we cut a marked line, we are responsible for its repair. Nature ' s Perspective is not responsible for cutting or damaging any UNMARKED buried lines , cable or satellite TV , modem , water , electrical , gas , sprinkler lines / heads or any buried object that is not identified , marked , and located . Respectfully Submitted: Nature's Perspective Landscaping, Inc.By: Tom Klitzkie Note: This proposal may be withdrawn by us if not accepted within 15 days. ACCEPTANCE OF PROPOSAL The above prices and conditions are satisfactory and are hereby accepted. I accept the General Conditions on the back of this contract or that have been attached in an email or fax. You are authorized to do the work as specified. My acceptance of the proposal constitutes this as a valid and binding Agreement. Dated:_________________________________Signature: Owner Signature: Owner I am fully aware that I may rescind this contract within 3 days. I am fully aware that failure to make payment of final notice within 30 days of receipt shall invalidate limited warranty.179 of 677 6/1/2017 CITY OF EVANSTON Mail - Dr. Hill Arts Garden Proposals https://mail.google.com/mail/u/0/?ui=2&ik=4c9a18cbc2&view=pt&q=mherman%40naturesperspective.com&qs=true&search=query&th=15c35abd60e606fd&sim…1/2 Paulina Martinez <pmartinez@cityofevanston.org> Dr. Hill Arts Garden Proposals 2 messages Marian Herman <MHerman@naturesperspective.com>Fri, May 19, 2017 at 2:52 PM To: "pmartinez@cityofevanston.org" <pmartinez@cityofevanston.org> Hi Paulina, Here is our maintenance proposal for Dr. Hill Arts Garden, as well as how to spend the $4600 on landscape improvements. Cost of Weekly Maintenance of Dr. Hill Arts Garden $200/per month or $1600 for the season o See attached contract for the 2017 season. $4600 for landscape improvements. o See attached plan. Will work with Jonathon Leinweber to phase in attached plan, as funds are available. Thank you for your patience, Marian Herman Special Projects Coordinator Nature's Perspective Landscaping, Inc. Office-847-475-7917 Ext.209 2000 Greenleaf Street, Evanston, IL 60202 Visit our website andLike us on Facebook 2 attachments NPL Maintenance Contract Hill Arts District 2017 AI.pdf 100K DR. HILL 1-8 SUPER B 4-19-17.pdf 404K Paulina Martínez <pmartinez@cityofevanston.org>Tue, May 23, 2017 at 9:17 AM To: Marian Herman <MHerman@naturesperspective.com> Thank you, the quote has been received.180 of 677 6/1/2017 CITY OF EVANSTON Mail - Dr. Hill Arts Garden Proposals https://mail.google.com/mail/u/0/?ui=2&ik=4c9a18cbc2&view=pt&q=mherman%40naturesperspective.com&qs=true&search=query&th=15c35abd60e606fd&sim…2/2 [Quoted text hidden] -- Paulina Martínez Economic Development Specialist City Manager’s Office Morton Civic Center City of Evanston 2100 Ridge Ave. | Evanston, IL 60201 | 847-859-7833 pmartinez@cityofevanston.org | cityofevanston.org | evanstonedge.com Please consider the environment before printing this e-mail. 181 of 677 NATURE’S PERSPECTIVE LANDSCAPING, INC. 2000 Greenleaf Street •••• Evanston, IL. 60202 • • • • 847-475-7917 • • • • Fax Fax Fax Fax 847-475-7975 • • • • naturesperspective.com 2017 PROPOSAL/CONTRACT 5/19/2017 Billing Name & Address: Hill Arts District c/o John Leineweber PO Box 6094 Evanston, IL 60204 Cust #8591 847-602-4282 john.leineweber@gmail.com Site Name & Address: Hill Arts District Triangle @ Greenbay/Ashland/Noyes Evanston, IL 60201 Page 1 of 2 NATURE'S PERSPECTIVE LANDSCAPING, INC., the "contractor," hereby proposes to furnish all of the materials and perform all of the labor necessary for the completion of the contracted maintenance, for the amounts proposed below, from March 20, 2017 to December 08, 2017 for a monthly sum payable within 30 days of invoice date. ALL-INCLUSIVE LANDSCAPE MAINTENANCE PACKAGE: Installment price of $200.00 per month. (8) Payments beginning April 2017, totaling $1,600.00 Includes all of the following below. No additional charges apply. Initial Clean-up: One visit to be performed on or after March 20, 2017 Clear all areas of debris and dispose Edge all beds and walks Cultivate all bed areas Power rake Seed all bare spots in lawn and cover with peat moss Fertilize lawn areas with Nitrogen- slow release fertilizer with micronutrients Fertilize beds with organic, non-burning fertilizer Maintenance: One visit per week after initial cleanup until October 27, 2017 A. Mow all turf areas at a height of 2-1/2” to 3-1/2” as dictated by weather, alternating the pattern wherever possible B. Maintain all turf and paved surfaces by cleaning up and removing all undesirable litter C. Maintain all roses and perennials by removing spent flowers and unsightly foliage, stake perennials as needed D. Edge all curb and sidewalk turf using a disc edger once per month, touch up edging every other week with a string edger and edge all tree, shrub and flower beds as needed for a clean appearance. E. Apply pre-emergent crabgrass control to lawn once (April) F. Apply snapshot weed preventer (As needed) G. Fertilize lawn with slow-release fertilizer with micronutrients (late spring and late summer) H. Apply broadleaf weed control to lawn (late spring and late summer) I. Cultivate and weed all beds once per month (May to September) J. Prune ornamental trees that are no more than 15’ tall, shrubs & groundcover up to 3 times (June, July, August) K. Dispose of landscape debris from pruning and clean-ups only L. Core aerate lawn (Late summer) M. Fertilize beds with organic, non-burning fertilizer (August) N. Seed bare spots in lawn and cover with peat moss (August) O. Apply grub control to lawn. 2 applications (late spring and late summer) P. Apply organic slug bait to beds as needed (June to August) Q. Apply rose spray every 7-14 days, up to 25 roses, as needed. R. Apply rabbit/deer repellent when first noticed, up to 25 plants, repeat as needed S. Install owner’s peony hoops after peonies emerge, if applicable. T. Apply iron and sulfur to plants to correct iron deficiency as needed Fall Clean-up: Up to 3 visits during the period of October 30 to December 8, 2017 Clear all areas of leaf debris & dispose (recycle if feasible) Cut back perennials (except those with winter interest) Store away peony hoops, if applicable Apply leaf compost to Roses and Blue Hydrangeas, if needed *Site specific notes and/or instructions on next page, if applicable. SELECT THIS 182 of 677 NATURE’S PERSPECTIVE LANDSCAPING, INC. 2000 Greenleaf Street •••• Evanston, IL. 60202 • • • • 847-475-7917 • • • • Fax Fax Fax Fax 847-475-7975 • • • • naturesperspective.com 2017 PROPOSAL/CONTRACT 5/19/2017 Billing Name & Address: Hill Arts District c/o John Leineweber PO Box 6094 Evanston, IL 60204 Cust #8591 847-602-4282 john.leineweber@gmail.com Site Name & Address: Hill Arts District Triangle @ Greenbay/Ashland/Noyes Evanston, IL 60201 Page 2 of 2 SITE-SPECIFIC SPECIAL INSTRUCTIONS & NOTES (Please edit as necessary) Landscape Maintenance -Can use hydrant west of Ashland when needed -(1) Spring Cleanup Visit in April, est (15) Bi-Weekly visits & (2) Fall Cleanups in November -To include $500.00 allowance for plant replacements over base contract. Landscape Mulches & Soil Amendments Installment price includes (2) cy of shredded bark each year Any alteration or deviation from above involving extra costs will be executed only upon written orders and will become an extra charge over and above quoted price. Maintenance visits will be suspended on accounts more than 30 days past due. Service will resume when account is paid in full. Cancellation of this contract requires a 30 day written notice. A cancellation fee equal to two month's contracted amount will be invoiced if this contract is cancelled. This proposal is contingent upon strikes, accidents or delays beyond our control. Owner to carry fire, tornado and other necessary insurance on above work. Workmen's Compensation and Public Liability Insurance on above work to be carried by Nature's Perspective Landscaping, Inc. The General conditions, as attached, are expressly incorporated into this agreement. NOTE: A fuel surcharge may be applied and added to your bill. Respectfully Submitted: ___________________________________________________ Nature's Perspective Landscaping, Inc. Note: This proposal may be withdrawn by us if not accepted within 15 days. _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ ACCEPTANCE OF PROPOSAL The above prices and conditions are satisfactory and are hereby accepted. You are authorized to do the work as specified. Payments will be made as outlined above. I accept the General Conditions on the back of this contract or that have been attached in an email or fax. My acceptance of the proposal constitutes this as a valid and binding agreement. DATED: _____________________ SIGNATURE (OWNER) _____________________________________________________ 183 of 677 184 of 677 5/31/2017 CITY OF EVANSTON Mail - Fwd: Dr Hill Arts District Pots 2017 Proposal https://mail.google.com/mail/u/0/?ui=2&ik=4c9a18cbc2&view=pt&q=fleur5683%40aol.com&qs=true&search=query&th=15c22a1a68727407&siml=15c22a1a687…1/2 Paulina Martinez <pmartinez@cityofevanston.org> Fwd: Dr Hill Arts District Pots 2017 Proposal 1 message Judy Ferguson <Fleur5683@aol.com>Fri, May 19, 2017 at 4:33 PM To: Paulina Martínez <pmartinez@cityofevanston.org> Sent from my iPhone Begin forwarded message: From: Judy Ferguson <fleur5683@aol.com> Date: April 23, 2017 at 3:53:59 PM CDT To: john.leineweber@gmail.com Subject: Fwd: Dr Hill Arts District Pots 2017 Proposal PLANTINGS PROPOSAL for 2017 for The Dr. Hill Arts District Spring/Summer and Fall/Winter Plantings 12 extra large pots: (@$150 each) : $3600.00 185 of 677 5/31/2017 CITY OF EVANSTON Mail - Fwd: Dr Hill Arts District Pots 2017 Proposal https://mail.google.com/mail/u/0/?ui=2&ik=4c9a18cbc2&view=pt&q=fleur5683%40aol.com&qs=true&search=query&th=15c22a1a68727407&siml=15c22a1a687…2/2 Cleanout and extra soil costs: $200.00 Total for Year :$3800.00 Thanks, Judy Ferguson Plantings 814 Michigan Av 1E Evanston, Il 60202 847-869-3845 312-550-6340 186 of 677 5/31/2017 CITY OF EVANSTON Mail - Howard St proposal https://mail.google.com/mail/u/0/?ui=2&ik=4c9a18cbc2&view=pt&q=fleur5683%40aol.com&qs=true&search=query&th=15c22a30e50461e0&siml=15c22a30e50…1/2 Paulina Martinez <pmartinez@cityofevanston.org> Howard St proposal 1 message Judy Ferguson <Fleur5683@aol.com>Fri, May 19, 2017 at 4:35 PM To: Paulina Martínez <pmartinez@cityofevanston.org> This would be doubled to include A Winter planting! Sent from my iPhone Begin forwarded message: From: Judy Ferguson <fleur5683@aol.com> Date: April 23, 2017 at 4:03:30 PM CDT To: corgi611@yahoo.com Subject: Plantings Proposal 2017 Spring/ Summer Plantings 814 Michigan Av. 1E Evanston, Il. 60202 847-869-3845 312-550-6340 Fleur5683@aol.com Howard Street Business Association 042217 Spring/Summer Plantings 7 Medium Pots @$75 each=$525.00 4 Large Pots: @$100 each=$400.00 Total Due: $925.00 We will Plant these the 2nd or 3rd week of May!187 of 677 5/31/2017 CITY OF EVANSTON Mail - Howard St proposal https://mail.google.com/mail/u/0/?ui=2&ik=4c9a18cbc2&view=pt&q=fleur5683%40aol.com&qs=true&search=query&th=15c22a30e50461e0&siml=15c22a30e50…2/2 CheersJudy Ferguson 188 of 677 The West Village Business Association proposes contracting with one of our local businesses-Curts Café South-at 1813 Dempster to provide the seasonal maintenance for the 14 planters located in our business district. This contract would include daily to weekly watering (as needed based on weather ); occasional fertilizing and removal of dead foliage as needed. We are excited to contract with the Café and the students of this social enterprise (Curts Café), as it benefits our business district as well as offering further options for learning and service to the students of the Café. We plan to host a workshop with a landscaper from Natures Perspectives for the students so they can learn everything they will need to know about caring for plants during the seasonal plantings. We are delighted to partner with this important program which is in the heart of our business district and to offer this additional skill to the young women in their training program. The proposed contract with Curts for the year will be $2500. 189 of 677 Curt’s Café South · 1813 Dempster Street, Evanston, IL 60201 · P: (847) 563-8883 www.curtscafe.org Bid Proposal TO: West Village Business Association FROM: Karli Butler & Amy Heppner RE: Watering and maintenance of 14 West Village planters for 24 weeks DATE: May 31, 2017 We would like to offer our services to assist in maintaining the business district planters located on Dempster Street. We are happy to water the planters weekly (and daily if needed) over the course of 24 weeks beginning June 19, 2017 and ending November 17th. Our business hours are Tuesday – Saturday from 8:30 am – 3 pm at which time watering would occur. We will rotate our students so that each is tasked with watering the plants and/or determining if the plants need water or extra care. We are also excited to host a workshop with a landscaper from Natures Perspectives so that our students will learn how to properly care for the plants. 14 planters Number of planters that will need watering and care 24 weeks Estimated cost per week: $104.16 120 days Estimated cost per day: $20.83 (for 2 students/5 days a week) Additional expenses: Cost of water (We will use water from the café, a utility that we pay.) Watering cans (4) Thank you for your consideration. We look forward to hearing from you. Karli Butler Amy Heppner Social Service Provider General Manager karli@curtscafe.org amy@curtscafe.org 190 of 677 7For the City Council Meeting of September 20, 2010 2nd Quarter Financial Report For City Council meeting of June 12, 2017 Item A3.12 Business of the City by Motion: First Quarter Financial Report for Fiscal Year 2017 For Action: Accept and Place on File To: Honorable Mayor and Members of the City Council Administration and Public Works Committee From: Martin Lyons, Assistant City Manager/Chief Financial Officer Ashley King, Budget & Finance Manager CC: Wally Bobkiewicz, City Manager Subject: First Quarter Financial Report for Fiscal Year 2017 Date: May 5, 2017 Recommended Action: Staff recommends City Council accept and place the First Quarter Financial Report for FY 2017 on file. Livability Benefit: Innovation & Process: Support local government best practices and processes. Summary: The City ended the first quarter of the 2017 fiscal year in stable financial condition. The City’s financial performance is the result of revenues remaining relatively consistent with budget targets and expenditures being below budgeted levels. The chart below shows the Fund and Cash balance differences between the first quarter of 2016 and this first quarter 2017 report. Balance Differences Cash 2016 Fund Balance 2016 Cash 2017 Fund Balance 2017 Cash Difference Fund Balance Difference General Fund 8,182,090 17,193,730 11,561,044 19,734,012 3,378,954 2,540,282 Capital Fund 8,345,879 7,974,415 12,005,150 11,156,611 3,659,271 3,182,196 Parking Fund 11,261,199 11,431,692 6,959,523 7,111,190 (4,301,676) (4,320,502) Water Fund 6,521,738 7,066,592 7,585,169 6,753,008 1,063,431 (313,584) Sewer Fund 2,457,374 4,407,356 3,443,076 6,194,629 985,702 1,787,273 Housing related funds 1,166,953 10,261,107 1,590,001 1,536,464 423,048 (8,724,643) All Other Funds 31,541,382 32,943,674 26,720,310 29,193,898 (4,821,072) (3,749,776) Total 69,476,615 91,278,566 69,864,273 81,679,812 387,658 (9,598,754) Memorandum 191 of 677 Of the $9.5 million difference, approximately $8.4 million of the decrease from 2016 to 2017 is attributable to housing programs being reclassified differently during the audit. This affects the CDBG, CDBG Loan, HOME, and Affordable Housing Funds. The Insurance Fund has a significant increase in fund balance due to the Advanced Disposal settlement (booked to the City’s General Ledger on December 31, 2016). The General Fund balance has an increase due to the combination of the Economic Development Fund into the General Fund, effective January 1, 2017. March represents the third month of the City of Evanston’s 2017 fiscal year. As a result, it is too early to draw any meaningful conclusions or projections relative to the City’s financial performance in FY 2017. One area that has been notable in 2017 is the winter weather. The lack of cold weather resulted in two outcomes: 1. Fewer overtime expenses for public works and snow crews 2. Fewer gas tax revenues from heating bills The net positive effect of this phenomenon is approximately $450,000 which can improve the City’s fund balance which is still anticipated to be below the policy level of 16.6% at year end. Staff will continue to monitor City revenues and expenditures throughout FY 2017 and will provide regular updates to the City Council. Attached are summaries of the City’s funds for the first quarter of FY 2017. 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 semi-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, including payroll, are reported at the time they are incurred during the year. At year-end, the City often receives invoices after the close of the year, for services used or items purchased during the year. These expenses are recorded into the previous year for which they were incurred. 192 of 677 • 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. General Fund Revenues: General Fund revenues through the March 31, 2017 were $33,797,810 or 28.5% of budget. The first quarter performance of major General Fund revenue sources is summarized below: • Through March 31, 2017 property tax revenue was $15,063,444 or 54.9% of budget. The March and April Financial reports have now been adjusted to include all Police and Firefighter Pension property taxes in the General Fund. These taxes are then transferred to the respective pension funds. This is the reason that expenses for Police and Fire Departments are over the 25% goal for the month—55% of property taxes have been transferred (expensed) out of those departments into the Police and Fire Pension Funds. • State income tax is $2,297,815 through March 31, 2017, achieving 29% of the budget target for this revenue item. State income tax is typically received in arrears by one or two months. • Sales tax revenue in the first quarter of FY 2017 was $3,605,108 or 20.5% of budget. This is in line with the past two years of sales tax receipts for this quarter; typically sales tax has the highest collections in the third quarter. • Real estate transfer tax through March 31, 2017 totaled $624,470 achieving 20.14% of the budget target for this item. During the first quarter of 2016, this revenue source was only at 15% of budget; traditionally colder months equate fewer home sales. • Through March 31, 2017, licenses, permits, and fees were approximately 14.6% of budget at $2,523,539. During the first quarter of 2016, licenses permits and fees were over 18% of budget. All of the above revenues are in line with those received in 2016 and 2015 with exceptions as noted. General Fund Expenditures: Through March 31, 2017, General Fund expenditures were $28.9 million or 24.3% of budget for FY 2017. It is important to note, for the General Fund, many expenditures / disbursements are not made evenly throughout the year. For example: • Seasonal employee wages in Parks, Recreation and Community Services are typically charged during the summer months. 193 of 677 • Police Department assigns additional patrol details during the summer months. • The first paycheck paid in January (January 13, 2017) has been partially charged back to 2016 (payroll ended January 8, 2017). This means that January only has 1 ½ payrolls booked. These expenses will “catch up” at year-end when December 2017 has 3 ½ payrolls. • As previously stated, the expenses for Police and Fire now include the transfer of property taxes to their respective pension funds. 55% of this expense has been charged to these departments, pushing both over the 25% expense goal. The Fire Department’s overtime budget has exceeded estimates; a detailed explanation is included as Attachment 3. Staff will continue to monitor expenditures throughout the year and will provide regular reports to the City Council. The City will also be monitoring the progress of the State of Illinois current and future budget for 2017/2018. Based on the decisions made by the State, the City may need to initiate expense reduction/containment measures in 2017and this will be discussed during the second quarter financial review in August. Overall, a comparison between the first quarter of 2016 and the first quarter of 2017 can be seen below. It is important to note that 2017 is the first year where Economic Development funds are included as revenues and expenses in the General Fund. Revenues Expenses First Quarter 2016 24,389,104 20,297,732 First Quarter 2017 33,797,810 28,860,790 Enterprise Funds: Revenues and expenses for the Parking, Water, Sewer and Solid Waste Funds were all below the 25% budget target. Similar to the General Fund, many enterprise fund revenues and expenses / disbursements do not occur evenly throughout the fiscal year. In the case of the Water and Sewer Funds, pumpage levels are lower, which reduces both expense and revenues in these funds for the first quarter. In the case of Water, Sewer, and Parking, capital expenses do not usually occur until the second and third quarters each year. Staff will continue to monitor and report on the performance of City enterprise fund revenues and expenditures throughout FY 2017. 194 of 677 A summary of Enterprise Revenue and Expenses is below: Revenues % of Budget Expenses % of Budget Net Q1 Parking Fund 1,058,532$ 9.50% 1,729,507$ 11.90% (670,975)$ Water Fund 3,931,560$ 16.10% 2,469,974$ 8.40% 1,461,586$ Sewer Fund 3,071,997$ 23.40% 2,571,289$ 17.60% 500,708$ Solid Waste Fund 1,256,398$ 24.20% 1,126,190$ 21.70% 130,208$ Attachments Attachment 1: Investment Report Attachment 2: March 31, 2017 Monthly Financial Report Attachment 3: Fire Department Over-time Report 195 of 677 Attachment 1: First Quarter Investment Report Memorandum To: Wally Bobkiewicz, City Manager From: Martin Lyons, Asst. City Manager/CFO Subject: 1st Quarter 2017 - Cash and Investment Report Date: May 5, 2017 `` Attached please find the Cash and Investment report as of March 31, 2017. A comparison between the 2017 first quarter and 2016 fourth quarter investment report indicates an increase in combined cash & investments of $9,460,891, from $60,403,382 to $69,864,273. Cash and investment changes from the previous period are summarized below: While individual cash balances vary as noted on the attached table, this stability in overall non-pension cash reserves will help the City respond to potential changes in the State Budget Crisis. As of March 31, 2017, ledger balances showing the highest percentage of total deposits was held by First Bank and Trust at $34.9M or 50.0% of the total, PMA Financial at approximately $25.1M, or 35.9%, followed by U.S. Bank at $8.3M or 11.8%. The net increase of $9.5M in cash and investments was primarily due to property tax collection. The allocation of Cash and Investments is in compliance with the City’s investment policy to ensure no financial institution should have greater than 50% of the city’s total deposits. 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 mlyons@cityofevanston.org. 3/31/2017 12/31/2016 Change Cash 34,930,970 26,985,840 7,945,130 Investments 34,933,303 33,417,542 1,515,761 TOTAL 69,864,273 60,403,382 9,460,891 196 of 677 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 A B C D E F G H City of Evanston Cash & Investments Bank Investment Investment Fiscal YTD Investment Description Type Bank Rate Est. Income Amount Fund #Fund IL Funds MMA US Bank 0.769 6,690 3,480,091 100 General IL Funds MMA US Bank 0.769 29 14,846 175 General Assistance IL Funds MMA US Bank 0.769 3,353 1,744,261 200 MFT IL Funds MMA US Bank 0.769 1,249 649,571 205 E911 IL Funds MMA US Bank 0.769 0 - 225 Economic Development IL Funds MMA US Bank 0.769 703 365,914 250 Affordable Housing IL Funds MMA US Bank 0.769 0 121 300 Washington National IL Funds MMA US Bank 0.769 630 327,929 310 HH TIF IL Funds MMA US Bank 0.769 0 41 330 Howard Ridge TIF IL Funds MMA US Bank 0.769 19 10,027 335 West Evanston TIF IL Funds MMA US Bank 0.769 2,335 1,214,776 415 Capital Improvements IL Funds MMA US Bank 0.769 422 219,388 420 Special Assessment IL Funds MMA US Bank 0.769 122 63,566 505 Parking IL Funds MMA US Bank 0.769 307 159,613 510 Water IL Funds MMA US Bank 0.769 10 5,012 515 Sewer US BANK Total 15,871 8,255,156 Money Market Fund MMA IMET 0.580 199 137,491 300 Washington National Money Market Fund MMA IMET 0.580 154 106,397 310 Howard Hartrey TIF Money Market Fund MMA IMET 0.580 37 25,778 320 Debt Service Money Market Fund MMA IMET 0.580 6 3,954 330 Howard Ridge TIF Money Market Fund MMA IMET 0.580 21 14,498 335 West Evanston TIF Money Market Fund MMA IMET 0.580 564 389,020 415 Capital Improvements Money Market Fund MMA IMET 0.580 1,047 721,878 420 Special Assessment Money Market Fund MMA IMET 0.580 9 6,303 505 Parking Money Market Fund MMA IMET 0.580 259 178,925 510 Water IMET Total 2,297.15 1,584,244 Money Market Fund MMA PMA 0.800 11,329 5,664,433 300 Washington National Money Market Fund MMA PMA 0.800 708 353,880 310 HH TIF Money Market Fund MMA PMA 0.800 3,038 1,519,076 320 Debt Service Money Market Fund MMA PMA 0.800 990 495,232 335 West Evanston TIF Money Market Fund MMA PMA 0.800 8,017 4,008,619 415 Capital Improvements Money Market Fund MMA PMA 0.800 14,074 7,036,872 505 Parking Money Market Fund MMA PMA 0.800 11,037 5,518,692 510 Water Money Market Fund MMA PMA 0.800 994 497,100 515 Sewer PMA Total 50,188 25,093,902 Grand Total 68,355 34,933,303 Cash Total 1st Bank Cash Cash 5,881,819 5,881,819 100 General Cash Cash 908,127 908,127 175 General Assistance Cash Cash 213,998 213,998 176 Health and Human Services Cash Cash 1,000,000 1,000,000 180 Good Neighbor Cash Cash 3,903,413 3,903,413 185 Library Cash Cash 369,692 369,692 186 Library Debt Service Cash Cash 137,353 137,353 195 Neighbrhd Stablztn Cash Cash 0 0 205 E911 Cash Cash 0 0 210 SSD 4 Cash Cash 218,199 218,199 215 CDBG Cash Cash 211,029 211,029 220 CD Loan Cash Cash 0 0 225 Economic Dev. Cash Cash 169,915 169,915 235 Neighbrhd Improvemt Cash Cash 0 0 240 Home Cash Cash 1,046,227 1,046,227 250 Affordable Housing Cash Cash 2,712,948 2,712,948 300 Washington National TIF Cash Cash 0 0 305 SSD5 Cash Cash 0 0 310 Howard Hartrey Cash Cash 5,224,632 5,224,632 320 Debt Cash Cash 242,584 242,584 330 Howard Ridge Cash Cash 0 0 335 West Evanston Cash Cash 0 0 340 Dempster-Dodge-TIF Cash Cash 94,986 94,986 345 Chicago-Main TIF Cash Cash 194,650 194,650 350 Special Service Area (SSA) #6 Cash Cash 5,916,214 5,916,214 415 Capital Improvements Cash Cash 2,908,379 2,908,379 420 Special Assess Cash Cash 485,304 485,304 505 Parking Cash Cash 3,617,120 3,617,120 510 Water Cash Cash 4,235,113 4,235,113 515 Sewer Cash Cash 0 0 520 Solid Waste Cash Cash 125,705 125,705 600 Fleet Cash Cash 1,467,406 1,467,406 601 Equipment Replacemt Cash Cash 0 0 605 Insurance 41,284,814 41,284,814 Total Cash 41,284,814 Interfunds & negative cash (6,353,844) Net Cash 34,930,970 Total Investments & Cash 69,864,273 CASH / INVESTMENT Investments Cash Total GENERAL LEDGER Amount %Amount %Amount % 1ST Bank 34,930,970 100.00%34,930,970 50.00% Chase - 0.00%- 0.00% PMA 25,093,902 71.83%25,093,902 35.92% IMET 1,584,244 4.54%1,584,244 2.27% US Bank 8,255,156 23.63%8,255,156 11.82% Total 34,933,303 100.00%34,930,970 100.00%69,864,273 100.00% March 31, 2017 197 of 677 City of Evanston Cash & Investment Summary by Type March 31, 2017 Investment Investment Fiscal YTD Investment Description Type Bank Rate Est. Income Amount Fund #Fund IL Funds MMA US Bank 0.769 6,690 3,480,091 100 General IL Funds MMA US Bank 0.769 29 14,846 175 General Assistance IL Funds MMA US Bank 0.769 3,353 1,744,261 200 MFT IL Funds MMA US Bank 0.769 1,249 649,571 205 E911 IL Funds MMA US Bank 0.769 0 - 225 Economic Development IL Funds MMA US Bank 0.769 703 365,914 250 Affordable Housing IL Funds MMA US Bank 0.769 0 121 300 Washington National IL Funds MMA US Bank 0.769 630 327,929 310 HH TIF IL Funds MMA US Bank 0.769 0 41 330 Howard Ridge TIF IL Funds MMA US Bank 0.769 19 10,027 335 West Evanston TIF IL Funds MMA US Bank 0.769 2,335 1,214,776 415 Capital Improvements IL Funds MMA US Bank 0.769 422 219,388 420 Special Assessment IL Funds MMA US Bank 0.769 122 63,566 505 Parking IL Funds MMA US Bank 0.769 307 159,613 510 Water IL Funds MMA US Bank 0.769 10 5,012 515 Sewer Money Market Fund MMA IMET 0.580 199 137,491 300 Washington National Money Market Fund MMA IMET 0.580 154 106,397 310 Howard Hartrey TIF Money Market Fund MMA IMET 0.580 37 25,778 320 Debt Service Money Market Fund MMA IMET 0.580 6 3,954 330 Howard Ridge TIF Money Market Fund MMA IMET 0.580 21 14,498 335 West Evanston TIF Money Market Fund MMA IMET 0.580 564 389,020 415 Capital Improvements Money Market Fund MMA IMET 0.580 1,047 721,878 505 Parking Money Market Fund MMA IMET 0.580 9 6,303 420 Special Assessment Money Market Fund MMA IMET 0.580 259 178,925 510 Water Money Market Fund MMA PMA 0.800 11,329 5,664,433 300 Washington National Money Market Fund MMA PMA 0.800 708 353,880 310 HH TIF Money Market Fund MMA PMA 0.800 3,038 1,519,076 320 Debt Service Money Market Fund MMA PMA 0.800 990 495,232 335 West Evanston TIF Money Market Fund MMA PMA 0.800 8,017 4,008,619 415 Capital Improvements Money Market Fund MMA PMA 0.800 14,074 7,036,872 505 Parking Money Market Fund MMA PMA 0.800 11,037 5,518,692 510 Water Money Market Fund MMA PMA 0.800 994 497,100 515 Sewer 68,355 34,933,303 198 of 677 To: Wally Bobkiewicz, City Manager Martin Lyons, Assistant City Manager/Chief Financial Officer From: Ashley King, Finance & Budget Manager Subject: March 2017 Monthly Financial Report Date: April 24, 2017 Please find attached the unaudited financial statements as of March 31, 2017. A summary by fund for revenues, expenditures, fund and cash balances is as follows: YTD Revenues YTD Expenses YTD Net Fund Balance Cash Balance 33,797,810 28,860,790 4,937,020 19,734,012 11,561,044 214,788 121 214,667 250,067 285,473 451,875 200,404 251,471 836,116 837,859 1,000,000 250,000 750,000 750,000 750,000 3,375,148 1,401,264 1,973,884 2,734,702 2,625,046 29 8,845 (8,816)(37,105) 123,594 507,284 214,498 292,786 1,706,464 1,529,763 234,250 187,666 46,584 58,888 (7,502) 157,151 - 157,151 (35,125) (35,125) - 106,562 (106,562)(42,456) (42,456) 19,287 1,270 18,017 175,678 228,938 - - - 169,915 169,915 6,973 30,371 (23,398)(21,021) (21,020) 43,416 20,076 23,340 1,424,263 1,424,529 - - - 16,803 16,803 2,417,651 87,500 2,330,151 8,954,827 8,033,746 930 - 930 473,994 705,674 297,241 39,476 257,765 257,681 259,950 3,680 10,070 (6,389)410,871 419,193 - - - (29,415) (29,415) - 40,091 (40,091)94,986 94,986 116,356 - 116,356 194,650 194,650 6,472,328 - 6,472,328 7,218,383 7,233,178 138,259 608,107 (469,847)11,156,611 12,005,150 173,755 65,857 107,898 407,114 3,103,577 1,058,532 1,729,507 (670,974)10,815,895 6,959,523 3,931,560 2,469,974 1,461,586 6,753,008 7,585,169 3,071,997 2,571,289 500,708 6,194,629 3,443,076 1,256,398 1,126,190 130,208 (796,290) (1,490,123) 857,371 667,929 189,442 962,681 242,030 426,207 17,379 408,829 1,692,550 1,294,161 4,247,254 4,411,711 (164,457)(803,562) 362,886 64,277,531 45,126,946 19,150,585 81,679,812 69,864,273 601 EQUIPMENT REPLACEMENT FUND 605 INSURANCE FUND 600 FLEET SERVICES FUND 515 SEWER FUND 520 SOLID WASTE FUND 510 WATER FUND 505 PARKING SYSTEM FUND 420 SPECIAL ASSESSMENT FUND 415 CAPITAL IMPROVEMENTS FUND 320 DEBT SERVICE FUND 345 CHICAGO-MAIN TIF 350 SPECIAL SERVICE AREA (SSA) #6 335 WEST EVANSTON TIF FUND 340 DEMPSTER-DODGE TIF FUND 330 HOWARD-RIDGE TIF FUND 310 HOWARD-HARTREY TIF 300 WASHINGTON NATIONAL TIF 186 LIBRARY DEBT SERVICE FUND 250 AFFORDABLE HOUSING FUND 235 NEIGHBORHOOD IMPROVEMENT 240 HOME FUND 215 CDBG FUND 220 CDBG LOAN 205 EMERGENCY TELEPHONE (E911) 210 SPECIAL SERVICE AREA (SSA) #4 195 NEIGHBORHOOD STABILIZATION 200 MOTOR FUEL TAX FUND 185 LIBRARY FUND 175 GENERAL ASSISTANCE FUND 180 GOOD NEIGHBOR FUND 176 HEALTH AND HUMAN SERVICES 100 GENERAL FUND Fund Fund Description Memorandum Attachment 2-- March Financial Report 199 of 677 Included above are the ending balances as of March 31, 2017 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. As of March 31, 2017, the General Fund is reporting a net surplus of $4,937,020. The General Fund balance is $19,734,012 with a cash balance of $11,561,044. This year shows the Economic Development Fund merged with the General Fund—increasing both Fund and Cash balances. The attached supplemental charts show the General Fund Revenues at 28.5% of budget and expenses lower at 24.3%. This revenue number reflects receipt of 50% of property taxes; permit revenue, however, is well- below estimates. Through March 31, 2017, the SSA #4 Fund is showing a negative fund and cash balance of $35,125. This is due to the timing of payments to the Downtown Evanston group. Through March 31, 2017, the Home Fund is showing a negative cash balance of $21,020. Through March 31, 2017, the CDBG Fund is showing a negative cash balance of $42,456. This will be reimbursed with draw-downs during March. Through March 31, 2017, the Capital Fund is showing a fund balance of $11,156,611 and a cash balance of $12,005,150. As the year-end close process for 2016 continues through May, expenses are anticipated to increase to reflect payables due to IDOT and other organizations which will be paid in 2017. This will reduce the fund balances Through March 31, 2017, the enterprise funds (Parking, Water, and Sewer) have balances above average due to the timing of capital projects for 2017. Through March 31, 2017, the Solid Waste Fund has a negative fund balance of $796,290 and a negative cash balance of $1,490,123. Through March 31, 2017, the Insurance Fund is showing a negative fund balance of $803,562 with a cash balance of $362,886. Advanced Disposal fees were all held in escrow in the Insurance Fund. After the settlement, these are these are treated as revenues in the General Fund. If there are any questions on the attached report, please contact me by phone at (847) 859-7884 or by email: aking@cityofevanston.org. Detailed fund summary reports can be found at: http://www.cityofevanston.org/city-budget/financial-reports/. Attachment 2-- March Financial Report 200 of 677 Attachment 2-- March Financial Report201 of 677 Attachment 2-- March Financial Report 202 of 677 Fund 100 - GENERAL FUND 2017 Budget March Actual YTD Actual % 2016 Actual 28,639,628 10,527,723 14,414,026 50.3% 27,302,687 49,402,274 3,167,760 11,651,566 23.6% 44,922,404 5,496,150 178,883 1,093,219 19.9% 6,784,745 11,648,000 319,325 1,343,319 11.5% 11,012,646 115,500 4,429 87,001 75.3% 70,395 3,810,000 271,821 673,477 17.7% 3,611,901 640,000 - 22,214 3.5% 687,835 5,650,895 469,033 1,483,823 26.3% 5,401,563 2,719,717 165,488 816,979 30.0% 2,798,972 7,705,774 613,976 1,881,929 24.4% 8,709,861 839,965 84,757 162,741 19.4% 988,671 2,060,829 52,764 162,889 7.9% 1,382,941 50,100 696 4,627 9.2% 30,285 118,778,832 15,856,652 33,797,810 28.5% 113,704,908 CITY COUNCIL 498,189 30,379 92,782 18.6% 433,601 CITY CLERK 275,488 21,096 68,450 24.8% 294,665 CITY MANAGER'S OFFICE 9,694,367 476,942 1,369,698 14.1% 6,985,591 LAW 1,038,137 62,468 164,194 15.8% 1,052,130 ADMINISTRATIVE SERVICES 9,700,879 727,465 1,958,654 20.2% 9,164,947 COMMUNITY DEVELOPMENT 2,804,668 188,492 521,641 18.6% 2,510,408 POLICE 38,223,842 5,572,678 11,407,455 29.8% 37,817,627 FIRE MGMT & SUPPORT 24,294,001 4,009,324 7,373,884 30.4% 23,235,714 HEALTH 3,582,312 238,584 662,644 18.5% 3,097,351 PUBLIC WORKS - - - #DIV/0! (1,475) PARKS, REC. AND COMMUNITY SERV. 12,361,460 841,221 2,070,351 16.7% 11,997,476 PUBLIC WORKS AGENCY 16,212,848 1,198,422 3,171,035 19.6% 14,738,137 118,686,191 13,367,071 28,860,790 24.3% 111,326,171 118,778,832 15,856,652 33,797,810 28% 113,704,908 118,686,191 13,367,071 28,860,790 24% 111,326,997 92,641 2,489,581 4,937,020 5,329% 2,377,911 Fund 100 - GENERAL FUND Totals REVENUE TOTALS EXPENSE TOTALS Fund 100 - GENERAL FUND Net Gain (Loss) EXPENSE TOTAL Interest Income REVENUE TOTAL Parking Charges for Services Parks and Recreation Charges for Services Other Charges for Services Interfund Transfers Intergovernmental Revenue Other Revenue Property Taxes Other Taxes License Permit Fee Fines and Forfeitures March 2017 Financial Report Through 03/31/17 Summary Listing Classification Attachment 2-- March Financial Report 203 of 677 Fund 505 - PARKING SYSTEM FUND 2017 Budget March Actual YTD Actual % 2016 Actual - - 600 #DIV/0! 3,350 6,737,875 (74,615) 1,014,646 15.1% 6,340,992 65,000 - - 0.0% 168,500 4,120,636 - - 0.0% 3,711,768 12,125 - - 0.0% - 203,216 12,167 34,734 17.1% 195,895 35,070 3,216 8,552 24.4% 38,159 11,173,922 (59,232) 1,058,532 9.5% 10,458,663 26,000 2,050 3,870 14.9% 26,465 1,117,119 77,097 217,133 19.4% 1,206,649 104,802 7,272 20,313 19.4% 93,277 3,222,411 265,192 659,653 20.5% 2,846,933 278,864 14,468 37,332 13.4% 237,610 3,020,000 262,755 262,755 8.7% (24,598) 524,102 43,124 127,328 24.3% 504,784 - - - 2,836,672 11,000 468 689 6.3% 5,910 4,331,771 - - 0.0% 390,235 304,000 81,763 81,763 26.9% 255,626 1,584,683 106,224 318,671 20.1% 1,303,783 14,524,752 860,413 1,729,507 11.9% 9,683,345 11,173,922 (59,232) 1,058,532 9% 10,458,663 14,524,752 860,413 1,729,507 12% 9,683,345 (3,350,830) (919,645) (670,974)20% 775,318 REVENUE TOTALS EXPENSE TOTALS Fund 505 - PARKING SYSTEM FUND Net Gain Debt Service Miscellaneous Interfund Transfers EXPENSE TOTAL Fund 505 - PARKING SYSTEM FUND Totals Services Supplies Capital Outlay Insurance and Other Chargebacks Depreciation Expense Contingencies Other Revenue Interest Income REVENUE TOTAL Employee Pay Benefits Pensions Permit Parking Charges for Services Parks and Recreation Charges for Services Interfund Transfers Intergovernmental Revenue March 2017 Financial Report Through 03/31/17 Summary Listing Classification Attachment 2-- March Financial Report 204 of 677 Fund 510 - WATER FUND 2017 Budget March Actual YTD Actual % 2016 Actual 70,000 7,409 17,152 24.5% 90,592 17,324,000 265,349 3,887,644 22.4% 15,851,052 36,000 3,735 10,966 30.5% 51,737 135,000 125 20 0.0% 168,482 6,828,400 3,349 9,553 0.1% 306,143 1,600 2,440 6,225 389.1% 16,116 24,395,000 282,407 3,931,560 16.1% 16,484,123 183,365 7,755 33,725 18.4% 193,328 4,037,387 300,179 848,692 21.0% 3,898,385 368,658 28,122 80,563 21.9% 495,309 2,250,760 253,175 404,658 18.0% 1,735,462 1,360,390 110,316 184,171 13.5% 876,885 14,982,119 29,700 (232,508) -1.6% 791 1,174,064 95,263 275,095 23.4% 1,110,835 - - - #DIV/0! 1,973,593 1,000 - - 0.0% 1,000 1,438,470 - - 0.0% 633,708 62,980 - - 0.0% 238,468 3,502,313 278,526 875,578 25.0% 3,502,313 29,361,507 1,103,036 2,469,974 8.4% 14,660,077 24,395,000 282,407 3,931,560 16% 16,484,123 29,361,507 1,103,036 2,469,974 19% 14,660,077 (4,966,507) (820,629) 1,461,586 13% 1,824,045 EXPENSE TOTALS Fund 510 - WATER FUND Net Gain (Loss) Miscellaneous Interfund Transfers EXPENSE TOTAL Fund 510 - WATER FUND Totals REVENUE TOTALS Supplies Capital Outlay Insurance and Other Chargebacks Depreciation Expense Contingencies Debt Service Interest Income REVENUE TOTAL Employee Pay Benefits Pensions Services Fee Water Charges for Services Sewer Charges for Services Other Charges for Services Other Revenue March 2017 Financial Report Through 03/31/17 Summary Listing Classification Attachment 2-- March Financial Report 205 of 677 Fund 515 - SEWER FUND 2017 Budget March Actual YTD Actual % 2016 Actual 12,501,500 797,835 3,070,763 24.6% 13,027,160 19,650 - - 0.0% 21,600 604,165 - - 0.0% 3,087 1,000 444 1,234 123.4% 4,450 13,126,315 798,279 3,071,997 23.4% 13,056,297 57,040 790 7,932 13.9% 37,763 859,043 66,243 185,198 21.6% 862,355 73,398 6,150 17,723 24.1% 110,255 908,500 28,201 28,201 3.1% 109,493 92,300 1,016 3,278 3.6% 48,058 2,819,700 - - 0.0% 15,370 432,953 36,580 106,868 24.7% 414,270 - - - #DIV/0! 3,461,103 8,370,946 1,367,533 1,974,170 23.6% 1,336,366 1,500 - - 0.0% 5,000 991,677 82,640 247,919 25.0% 773,873 14,607,057 1,589,153 2,571,289 17.6% 7,173,906 13,126,315 798,279 3,071,997 23% 13,056,297 14,607,057 1,589,153 2,571,289 18% 7,173,906 (1,480,742) (790,874) 500,708 (34%) 5,882,391 Fund 515 - SEWER FUND Totals REVENUE TOTALS EXPENSE TOTALS Fund 515 - SEWER FUND Net Gain (Loss) Insurance and Other Chargebacks Depreciation Expense Debt Service Miscellaneous Interfund Transfers EXPENSE TOTAL Employee Pay Benefits Pensions Services Supplies Capital Outlay Sewer Charges for Services Other Charges for Services Other Revenue Interest Income REVENUE TOTAL March 2017 Financial Report Through 03/31/17 Summary Listing Classification Attachment 2-- March Financial Report 206 of 677 Fund 520 - SOLID WASTE FUND 2017 Budget March Actual YTD Actual % 2016 Actual 275,000 41,263 86,004 31.3% 125,404 3,632,394 301,358 893,035 24.6% 3,586,453 1,055,967 87,997 263,992 25.0% 1,055,967 238,000 12,203 13,368 5.6% 274,808 5,201,361 442,822 1,256,398 24.2% 5,042,632 45,000 1,424 2,750 6.1% 43,025 644,768 43,664 119,115 18.5% 620,226 60,473 4,154 11,197 18.5% 72,588 3,679,126 232,568 833,514 22.7% 3,302,430 53,050 660 3,635 6.9% 54,768 25,750 2,085 2,285 8.9% 6,034 149,325 9,847 27,492 18.4% 138,618 21,046 - - 0.0% 2,251 15,000 - - 0.0% 12,232 504,807 42,067 126,202 25.0% 499,493 5,198,345 336,470 1,126,190 21.7% 4,751,664 5,201,361 442,822 1,256,398 24% 5,042,632 5,198,345 336,470 1,126,190 22% 4,751,664 3,016 106,352 130,208 4,317% 290,968 Fund 520 - SOLID WASTE FUND Totals REVENUE TOTALS EXPENSE TOTALS Fund 520 - SOLID WASTE FUND Net Gain (Loss) Insurance and Other Chargebacks Debt Service Miscellaneous Interfund Transfers EXPENSE TOTAL Employee Pay Benefits Pensions Services Supplies Capital Outlay License Other Charges for Services Interfund Transfers Other Revenue REVENUE TOTAL March 2017 Financial Report Through 03/31/17 Summary Listing Classification Attachment 2-- March Financial Report 207 of 677 Attachment 3: Fire Department Over-time To: Wally Bobkiewicz, City Manager From: Brian R. Scott, Fire Chief Martin Lyons, Assistant City Manager/CFO Ashley King, Budget & Finance Manager Subject: First Quarter 2017 - Overtime Date: June 5, 2017 Through the first quarter of 2017, the Fire Department is over the anticipated quarter of expenses, at 30% of their budget. A large reason for this higher percentage is the transfer of property taxes to pensions. The other expense which is higher than anticipated is overtime expenses, which are at 52% of budget through the first quarter. Increases in overtime for the 1Q 2017 as compared to 1Q 2016 can be attributed to additional shift vacancies relative to previous quarters and the need to maintain operational minimum staffing levels. The Fire Department experienced a significant increase in time lost due to injury in the second half of 2016 and continuing through the first quarter of 2017. In the 1Q of 2016 there were 3 members with significant leave due to injury. That number grew through 2016 and into the 1Q of 2017 from 3 to 10. The amount of injury leave in the last 16 months is not typical. 2014 and 2015 saw only three firefighters off on long term leave in each of those years. Fortunately, by the end of June 2017, the City expects to have 8 members return to full duty, leaving only 5 on continuing leave. The Fire Department is also currently working on hiring 3 replacement positions, which should significantly reduce the amount of operational overtime needed in the second half of 2017. Evanston has not had difficulty with volunteers taking on additional shifts to cover the over-time. Over-time can often be seen as an appropriate way to manage staffing as it is significantly more affordable than hiring additional staff—it does not include additional benefit or pension costs. One metric that is often used in determining if over-time is above an appropriate limit is to look at over-time as a percentage of regular pay. Below, please find the calculations used to determine Evanston’s over-time as a percentage of regular pay. Memorandum 208 of 677 Attachment 3: Fire Department Over-time Although it has been steadily increasing since 2013, Evanston continues to have a lower percentage than other communities. Department 2014 2015 2016 2017 OT as % of Regular Pay OT as % of Regular Pay OT as % of Regular Pay OT as % of Regular Pay Mount Prospect 9.08 9.03 9.06 Arlington Heights 6.86 7.14 8.69 Des Plaines 7.66 12.20 15.43 Elgin 10.8 12.0 10.25 Schaumburg 3.6 5.4 3.9 Skokie 6.9 5.1 6.8 Joliet 11.9 9.2 6.7 Oak Lawn 35.3 38.4 36.8 Average 11.51 12.30 12.20 1st Quarter Evanston 5.78% 5.44% 7.39% 9.36% Staff will continue to monitor over-time expenses and will report any changes as they arise. 209 of 677 For City Council meeting of June 12, 2017 Item A4 Resolution 53-R-17, Authorizing the City Manager to Make Payment for Emergency Structural Shoring For Action To: Honorable Mayor and Members of the City Council Administration and Public Works Committee From: David Stoneback, Public Works Agency Director Lara Biggs, Bureau Chief – Capital Planning / City Engineer Shane Cary, Project Manager/Architect Stefanie Levine, Senior Project Manager Subject: Resolution 53-R-17, Authorizing the City Manager to Execute Payments for Emergency Structural Shoring for the City of Evanston’s Service Center Parking Structure Date: June 12, 2017 Recommended Action: Staff recommends City Council adoption of Resolution 53-R-17, authorizing the City Manager to execute payments for emergency structural shoring repairs to the City of Evanston’s Service Center Parking Structure. The City Manager has authorized staff to execute structural engineering service contracts to assess and temporarily shore the Service Center parking structure with the following: Moshe Calamaro & Associates Inc. (930 Pitner Ave., #7, Evanston, IL 60202), Belfor Property Restoration (650 Anthony Tail Suite B – Northbrook, IL 60062), and KPFF Consulting Engineers (630 Davis St, Evanston, IL 60201) The known costs for this work to date is $4,900.83 to Moshe Calamaro & Associates; $23,951.64 to Belfor Property Restoration, and $3,500.00 to KPFF Consulting Engineers. There will be additional costs for rental of the structural shoring in the amount of $962.50/week to Belfor Property Restoration. Funding Source: Funding will be provided from the Capital Improvement Program (CIP) 2017 General Obligation Bonds for Facilities Contingency (Account 415.40.4117.62145.617023), which was budgeted at $200,000 for 2017 and has an estimated $178,510.00 remaining. Livability Benefits: Built Environment: Enhance public spaces Memorandum 210 of 677 Background Information: On the morning of May 11, 2017, Forestry noticed large pieces of concrete had fallen from a beam supporting the parking deck above the Forestry storage bay at the Service Center’s parking structure. Engineering staff immediately contacted a structural engineer that has frequently worked with the City in the past, Moshe Calamaro, to quickly assess the structure and provide an appropriate short term response. His assessment by visual inspection indicated that the integrity of the structure was compromised and that temporary emergency shoring should be installed as soon as possible to prevent further failure. In addition, he recommended that the affected storage bay be taken out of service, staff not enter the area, and that the City keep all vehicles off the parking structure. Moshe Calamaro indicated that once temporary shoring was in place, the service bay affected and the parking structure could be placed back into service while a more thorough investigation of the structure was made to determine and implement a permanent repair solution. Belfor Property Restoration was contacted to install the structural shoring on Saturday May 13. Due to complexity associated with the location of the damage, Belfor was required to return to the site several times to modify the installation. Additionally, and to expedite the installation, staff fabricated a critical steel component to complete the structural shoring installation. Belfor Property Restoration finished the shoring installation on Thursday, May 25. Staff contacted additional structural engineering firms to provide proposals to assess the entire structure. On June 1st, during the routine walkthrough to look at the premises to determine fees for the assessment, a large crack was identified. Staff quickly went through the entire structure and found three additional locations that had significant cracking. Moshe Calamaro & Associates was not responsive so KPFF Consulting Engineers was asked to quickly provide an assessment at the four locations. KPFF Consulting Engineers visually examined these four locations and performed on-site hammer tests to assess the immediacy of the problem. It was determined that these four areas were not of immediate concern and that the parking structure could remain in service. Staff will continue to manage the project under the emergency protocol established to expedite decision making and keep from incurring unnecessary costs. A memo will follow indicating the cost of engineering fees to assess the entire parking structure. Analysis: Moshe Calamaro & Associates work included visual inspections, structural calculations, structural drawings, and load requirements for the temporary shoring. Belfor Property Restoration’s work included installation of structural shoring and rental of structural shoring. KPFF Consulting Engineers work included visual inspections, and hammer testing. 211 of 677 A breakdown of funding for this project is as follows: Account Summary Project Funding (detailed above) $200,000.00 Previous Estimated Encumbrances / expenditures to date -$21,490.00 Moshe Calamaro & Associates -$4,900.83 Belfor Property Restoration -$23,951.64 KPFF Consulting Engineers -$3,500.00 Balance Remaining $146,157.53 Additional costs will be incurred for the rental of the structural shoring at $962.50/week. Additional costs will also be incurred for the engineering assessment and remediation of the structure. Costs for those items will follow as soon as they are available. Attachments: Resolution 53-R-17 212 of 677 6/2/2017 53-R-17 A RESOLUTION Authorizing the City Manager to Execute Payments to Moshe Calamaro & Associations, Inc., Belfor Property Restoration, and KPFF Consulting Engineers for Emergency Structural Shoring for the City of Evanston Service Center Parking Structure WHEREAS, on May 11, 2017, the City of Evanston’s Forestry Department reported structural damage to the City of Evanston Service Center Parking Structure; and WHEREAS, the City Manager authorized staff to execute emergency contracts for structural shoring to remediate the damage; and WHEREAS, the known cost for this work to date is Four Thousand Nine Hundred Dollars and Eighty-Three Cents ($4,900.83) to Moshe Calamaro & Associations; Twenty-Three Thousand Nine Hundred Fifty-One Dollars and Sixty-four Cents ($23,951.64) to Belfor Property Restoration; and Three Thousand Five Hundred Dollars ($3,500.00) to KPFF Consulting Engineers; and WHEREAS, additional costs have been determined necessary for the rental of structural shoring from Belfor Property Restoration in the amount of Nine Hundred Sixty-Two Dollars and Fifty Cents ($962.50) per week until permanent shoring structures are installed; and WHEREAS, funding for this project will be provided from the Capital Improvement Project (“CIP”) 2017 General Obligation Bonds for Facilities Contingency, which was budgeted at Two Hundred Thousand Dollars ($200,000.00) for 2017. 213 of 677 53-R-17 - 2 - NOW BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF EVANSTON, COOK COUNTY, ILLINOIS: SECTION 1: That the foregoing recitals are hereby found as fact and incorporated herein by reference. SECTION 2: The City Manager is hereby authorized to execute payment of Four Thousand Nine Hundred Dollars and Eighty-Three Cents ($4,900.83) for emergency structural shoring for the City of Evanston Service Center Parking Structure to Moshe Calamaro & Associates, Inc. and the City Clerk is hereby authorized and directed to attest, on behalf of the City of Evanston. SECTION 3: The City Manager is hereby authorized to execute payment of Twenty-Three Thousand Nine Hundred Fifty-One Dollars and Sixty-Four Cents ($23,951.64) for emergency structural shoring for the City of Evanston Service Center Parking Structure and Nine Hundred Sixty-Two Dollars and Fifty Centers ($962.50) per week for the rental of structural shoring until permanent shoring structures are installed at the City of Evanston Service Center Parking Structure to Belfor Property Restoration and the City Clerk is hereby authorized and directed to attest, on behalf of the City of Evanston. SECTION 4: The City Manager is hereby authorized to execute payment of Three Thousand Five Hundred Dollars ($3,500.00) for emergency structural shoring for the City of Evanston Service Center Parking Structure to KPFF Consulting Engineers and the City Clerk is hereby authorized and directed to attest, on behalf of the City of Evanston. 214 of 677 53-R-17 - 3 - SECTION 5: The City Manager is hereby authorized and directed to negotiate any additional conditions that he deems to be in the best interests of the City. SECTION 6: 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: _____________________________ Devon Reid, City Clerk Adopted: ________________, 2017 215 of 677 For City Council meeting of June 12, 2017 Item A5 Resolution 54-R-17: 2424 Dempster, LLC (dba Kabul House) Parking Agreement For Action To: Honorable Mayor and Members of the City Council Administration and Public Works Committee From: Martin Lyons, Assistant City Manager Paul Zalmezak, Economic Development Manager Subject: Resolution 54-R-17, Parking Lease Agreement with 2424 Dempster, LLC (dba Kabul House) Date: June 5, 2017 Recommendation: Staff recommends City Council adoption of Resolution 54-R-17, authorizing the City Manager to execute a parking lease agreement for parking spaces on McDaniel Avenue with 2424 Dempster, LLC (dba Kabul House) located at 2424 Dempster Street. Summary: The City of Evanston will lease 24 parking spaces on both sides of McDaniel Avenue adjacent to Kabul House exclusively for use by the restaurant. The term of the lease is five years with an annual payment of $3,000. Kabul House will be responsible for enforcing parking restrictions and all snow removal. Background: Kabul House purchased the building at 2424 Dempster Street in summer 2016 in order to relocate from their current location in Downtown Skokie. After undergoing a significant renovation, Kabul House opened for business on June 3rd. Legislative History: The City Council approved a $50,000 forgivable loan to Kabul House for interior improvements to the property on March 27, 2017. Attachments Resolution 54-R-17 with Parking Agreement and Site Plan Memorandum 216 of 677 6/5/2017 54-R-17 A RESOLUTION Authorizing the City Manager to Execute a Parking Lease Agreement with 2424 Dempster LLC d/b/a “Kabul House” WHEREAS, the City of Evanston (“City”) owns the right-of-way commonly known as McDaniel Avenue, Evanston, Illinois; and WHEREAS, 2424 Real Estate LLC, an Illinois limited liability company d/b/a “Kabul House” owns certain real property adjacent to the City’s right-of-way at 2424 Dempster Street, Evanston, Illinois; and WHEREAS, Kabul House intends to open a restaurant at the aforementioned location and seeks to lease a portion of the right-of-way for thirty-nine (39) parking spaces from the City of Evanston for a five (5) year term; and WHEREAS, the City Council of the City of Evanston has determined that the best interests of the City would be served by leasing fifteen (15) parallel parking spaces on McDaniel Avenue north of Dempster Street and leasing twenty-four (24) perpendicular parking spaces on McDaniel Avenue south of Dempster Street to 2424 Real Estate LLC to provide adequate parking for Kabul House customers; and WHEREAS, pursuant to Subsection 1-17-4-1 of the Code, the City Council may authorize leases of real estate by resolution, NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF EVANSTON, COOK COUNTY, ILLINOIS THAT: 217 of 677 54-R-17 ~2~ SECTION 1: The City Manager is hereby authorized and directed to sign the parking lease by and between the City of Evanston and 2424 Real Estate LLC attached hereto as Exhibit A and incorporated herein by reference. SECTION 2: The City Manager is hereby authorized and directed to negotiate any additional terms and conditions of said parking lease as he may determine to be in the best interests of the City. SECTION 3: 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: _______________________________ Devon Reid, City Clerk Adopted: __________________, 2017 218 of 677 54-R-17 ~3~ EXHIBIT A Parking Lease between the City of Evanston and 2424 Real Estate LLC d/b/a Kabul House 219 of 677 PARKING LEASE 1. Date and Parties. This Parking Lease is made on this _____ day of ______________ 2017 (the “Lease Commencement Date”), by and between the City of Evanston, an Illinois municipal corporation (“Landlord”), and 2424 Dempster LLC, an Illinois limited liability company (“Tenant”) d/b/a Kabul House. 2. Business. Tenant is the fee owner of the property legally described in Exhibit A, attached hereto and incorporated herein, and commonly known as 2424 Dempster Street, Evanston, Illinois 60202 (the “Property”). Tenant intends to open a certain commercial business at the Property, Kabul House restaurant (“Kabul House”). 3. Leased Premises . Landlord is the fee owner of certain right-of-way property shown in the site plan attached hereto as Exhibit B and incorporated herein. Landlord hereby leases to Tenant and Tenant hereby leases from Landlord a total of twenty-four (24) parking spaces: (a) fourteen (14) parallel parking spaces on the west side of McDaniel Avenue, south of Dempster Street; and (b) ten (10) perpendicular parking spaces adjacent to the Property on the east side of McDaniel Avenue, south of Dempster Street; collectively the 24 parking spaces shall be referred to as the “Leased Premises”. 4. Lease Term. The term of this Lease (“Lease Term”) shall start on the Lease Commencement Date and continue for five (5) years (sixty months). The term of this Lease shall end on the last day of the sixtieth month, unless terminated at an earlier date. 5. Rent. As per agreement with the Tenant, agrees to pay to Landlord as a lease fee, the yearly sum of $3,000 (Three Thousand no/100 Dollars). The obligation of Tenant to pay Minimum Rent shall start on the Lease Commencement Date and the first yearly Rent payment is due within 10 days of execution. All Rent and other charges due under this Lease shall be made payable to City Of Evanston, and delivered to City of Evanston, Attn: Economic Development, 2100 Ridge Avenue, Evanston, Illinois 60201 or at such other place as Landlord may from time to time designate in writing. The remaining Rent is due on or before December 31st of each and every successive calendar year during the Lease Term. 6. Exclusive Use: Tenant shall have exclusive use of the Leased Premises for parking only purposes. The Tenant acknowledges and agrees that only customers, employees or contractors of Tenant will be permitted to use the Leased Premises. Landlord will install signage to designate that the spaces are to be used for the Kabul House patrons and employees. Tenant is charged with contacting a tow company and enforcing this parking restriction against users that are not permitted. The City will not tow the vehicles or contact a tow company to enforce this paragraph. 7. Renewal. Tenant must notify Landlord, in writing, of its desire to renew the lease agreement within 120 days of expiration of the term. The parties will negotiate the lease and enter into a new and separate agreement. 8. Compliance with Law. Tenant shall not use the Leased Premises, or permit anything to be done in or about the Leased Premises, which will in any way conflict with any 220 of 677 2 law, statute, ordinance or governmental rule or regulation now in force or which may hereafter be enacted or promulgated. 9. Landlord Improvements and Repair Responsibility. (a) Improvements. i. Wheel Stops: Landlord will install 10 wheel stops for the perpendicular spaces. The cost of the wheel stops is approximately $2,000 and will be paid for by Landlord. ii. Stripping: Landlord will strip the Leased Premises spaces. (b) Repairs. Landlord will repair the Leased Premises, including paving, repair of potholes, and curb cuts and make said repairs at its discretion and based on availability of funds. Landlord shall not be liable for any failure to make such repairs or to perform any maintenance if need for such repair is due to the neglect on the part of the Tenant. Tenant shall provide Landlord with written notice of any repairs needed and Landlord shall address said repair(s) within a reasonable time to be agreed between City and Tenant. There shall be no abatement of Rent, and no liability of Landlord by reason of any injury to, or interference with, Tenant’s business arising from the making of any repairs, alterations or improvements in or to any portion of the Leased Premises or in or to fixtures, appurtenances and equipment therein. The provisions of this section shall not apply in the case of damage or destruction by fire or other casualty or a taking under the power of eminent domain. 10. Tenant Maintenance and Repair Responsibility. Tenant shall, at Tenant’s sole cost and expense, keep the Leased Premises and every part thereof in good condition and repair (except as otherwise specifically provided in Paragraph 12 with respect to Landlord’s responsibilities) including, but not limited to the Leased Premises needs to be free from snow, ice, debris, garbage, and other rubbish, and in compliance with the City of Evanston Code of 2012, as amended. Tenant is responsible for hiring a contractor to plow the spaces and remove snow and ice from the Leased Premises. Tenant shall, upon the expiration or sooner termination of this Lease, surrender the Leased Premises to Landlord in good condition, ordinary wear and tear and damage from causes beyond the reasonable control of Tenant accepted. Any damage to the Leased Premises or adjacent premises caused by Tenant’s use of the Leased Premises shall be immediately repaired, to Landlord’s satisfaction, at the sole cost and expense of Tenant. 11. Tenant Alterations. Except as otherwise specifically provided in this Lease, Tenant shall not, at any time during the Lease Term, make any alterations, decorations, additions, or improvements to the Leased Premises (hereinafter collectively referred to as “Alterations”), without Landlord’s prior written consent, which shall not be unreasonably withheld. In the event that Landlord consents to the performance of any such Alterations, Landlord may impose on Tenant whatever requirements or conditions Landlord may deem appropriate in connection with the performance of such Alterations (e.g. insurance, performance bond, lien waivers, plans and specifications, permits and licenses). 12. Liens. Tenant shall not cause or permit any mechanic’s lien to be filed against the Leased Premises by reason of, or due to, or as a result of, any work, labor, services, or materials performed at, or furnished to, the Leased Premises, to Tenant, or to anyone holding the Leased 221 of 677 3 Premises through or under Tenant. If any such mechanic’s lien shall at any time be filed, Tenant shall immediately cause the same to be discharged of record by payment, bond, order of a court of competent jurisdiction or otherwise; provided, however, that Tenant shall have the right to contest any and all such liens provided security which is satisfactory to Landlord, in its sole discretion, is deposited with Landlord and such lien is dismissed within sixty (60) days from the filing date of said lien. Subject to the immediately preceding sentence, in the event that Tenant fails to cause any such lien to be discharged within thirty (30) days after being notified of the filing thereof and before judgment or sale thereunder, then, in addition to any other right or remedy of Landlord, Landlord may, but shall not be obligated to, discharge the same by paying the amount claimed to be due, or by bonding or other proceeding deemed appropriate by Landlord, and the amount so paid by Landlord, together with all costs and expenses (including, but not limited to, reasonable attorney’s fees), incurred by Landlord in procuring the discharge of such lien, shall be deemed to be additional rent and shall immediately become due and payable by Tenant to Landlord on the first day of the next following month. 13. Insurance to be maintained by Tenant. Tenant shall, at its sole cost and expense, at all times during the Term obtain and pay for and maintain in full force and effect the following insurance policy or policies: (a) “All-Risk” Property Coverage. “All Risk” property insurance on a replacement cost basis, covering all of the Tenant’s personal property, merchandise, trade fixtures, furnishings and equipment, and all leasehold improvements installed in the Leased Premises by, or on behalf of, Tenant in an amount not less than the full replacement cost of all such property. (b) Liability Coverage. Commercial general public liability to comply with any conditions of this Lease, umbrella liability insurance, covering Tenant against any claims arising out of liability for bodily injury and death and personal injury and property damage occurring in and about the Leased Premises, and otherwise resulting from any acts and operations of Tenant, its agents and employees, with limits of not less than a total combined single limit of $1,000,000.00 per occurrence and $2,000,000.00 annual general aggregate. Such insurance shall include, inter alia: (i) ”occurrence” rather than “claims made” policy forms; (ii) all insurable liability assumed by the Tenant under the terms of this Lease; (iii) premises medical expenses in an amount not less than $5,000.00 per person, per accident; (iv) the Landlord and any other parties designated by Landlord (including, but not limited to, its beneficiary, its general partners and its managing agent) shall be designated as additional insured(s); and (v) severability of insured parties. 14. Casualty/Restoration. In the event the Leased Premises are damaged by fire, explosion or any other casualty to the extent which is less than twenty-five percent (25%) of the full replacement cost of the Leased Premises and none of the events described in the next succeeding sentence of this Paragraph shall have occurred, the damage shall be repaired by Landlord within a reasonable time period thereafter, and that in no event shall Landlord be required to repair or replace Tenant’s signage, fixtures and any work performed by Tenant to the Leased Premises or the Property. In the event of any such damage by fire, explosion or any other casualty, and (a) Landlord is not required to repair as hereinabove provided, or (b) the Leased Premises are damaged to the extent of twenty-five percent (25%) or more of the full replacement cost of the Leased Premises, Landlord may elect either to (i) repair or rebuild the Leased Premises or the building or buildings respectively, or (ii) terminate this Lease. Tenant shall also have the right to terminate the lease, if damage due to any of the above exceeds 25 % of the 222 of 677 4 aggregate full replacement cost. Landlord shall make such election by giving notice of such election in writing to Tenant within ninety (90) days after the date of the event causing the damage. If Landlord is required or elects to repair the Leased Premises as herein provided, Tenant’s rent shall be abated during this period. 15. Eminent Domain. (a) More than 50% Taken: If 50 percent (50%) or more of the Premises are taken for a public or quasi-public use, other than for a right-of-way, this lease will terminate as of the date of the physical taking, and the Parties will be released from all further liability. (b) Less than 50% Taken: If the taking affects less than 50 percent of the Premises, the Landlord will, with reasonable diligence, proceed at Landlord’s expense to repair the Premises and place them in tenantable condition within 90 days after the date of the actual physical taking. (c) Abatement of Rent: During any repair, Tenant will be required to pay only that part of the fixed minimum monthly rental as the area of the tenantable Premises remaining during repairs bears to the entire area leased. On completion of repairs, the fixed minimum monthly rental will be adjusted in proportion to the repaired area, and Tenant will be required to pay the adjusted fixed minimum monthly rental in accordance this Agreement. (d) Right to Condemnation Award: Any award made in any condemnation proceeding for the taking of any part of the Premises will be the sole property of Landlord. 16. Assignment, Subletting and Ownership (a) Prohibition against Transfer. Tenant may, without Landlord’s consent, sublet all or any portion of the Premises or assign the Lease to (i) a subsidiary, parent, affiliate, division or corporation controlled by or under common control with Tenant; or (ii) a successor corporation related to Tenant by merger, consolidation, reorganization or government action. Tenant may sell the business to a third party or assign the Lease, provided that the assignee will be operating the business with the permitted use described herein. Tenant shall, however, notify Landlord, in writing, of its intention to do so and seek landlord’s approval, which shall not be denied if the use is the same and complies with current approved usage. No portion of the Leased Premises shall be sublet for any purpose other than parking. All subleases or assignments must be in compliance with current provisions of the City of Evanston Code. (b) Any attempt or purported transfer, assignment, subletting, mortgage, or agreement (hereinafter collectively referred to as a “Transfer”) other than what is stated in Section 17(a), without Landlord’s prior written consent shall be void and of no force or effect and shall not confer any interest or estate in the purported transferee. However, Tenant shall remain liable for any and all rents and monies due Landlord up to and including the date of such termination and shall not be relieved of its obligations and responsibilities to pay all amounts due to Landlord. 17. Signs. Landlord will install parking signs to notify drivers of the parking restrictions contained herein. The signs will be paid for by Landlord. Tenant may not erect or install any 223 of 677 5 signage, of any nature or design, without Landlord’s prior written consent and without following the submission and approval process set forth in the City Code. 18. Surrender of Leased Premises. Landlord shall, at its sole cost and expense, remove, at the termination of this Lease (by lapse of time or otherwise), remove such of the alterations and additions and signs made or installed by Landlord and repair any damage caused by such removal. 19. Indemnification. Except as otherwise provided in this Agreement, Tenant shall protect, indemnify and save Landlord and its officers, agents, attorneys, and employees harmless from and against any and all obligations, liabilities, costs, damages, claims and expenses of whatever nature arising from injury to persons or damage to property on the Leased Premises, arising out of or in connection with Tenant’s use or occupancy of the Leased Premises or Tenant’s activities on the Leased Premises, or contracts entered into for work on the Leased Premises, or arising from any negligent or willful act of Tenant. Tenant shall pay for all of Landlord’s costs of suit and attorneys’ fees and expenses. 20. Holdover. On the last day of the Lease Term, or upon any earlier termination of this Lease, or upon any re-entry by Landlord upon the Premises, Tenant shall quit and surrender the Premises to Landlord “broom-clean” and in good order, condition and repair, except for ordinary wear and tear and such damage or destruction as Landlord is required to repair or restore under this Lease, and Tenant shall remove all of the Tenant’s personal property therefrom, except as otherwise expressly provided in this Lease. If Tenant remains in possession after the Expiration Date or after any earlier termination date of this Lease or of the Tenant’s right to possession (a) Tenant shall be deemed a tenant at will; (b) Tenant shall pay hundred percent (100%) of the Minimum Rent last prevailing hereunder, (c) there shall be no renewal or extension of this Lease by operation of law, and (d) the tenancy at will may be terminated upon thirty (30) days’ notice from Landlord; or, at the sole option of Landlord expressed by written notice to Tenant, but not otherwise, such holding over shall constitute a renewal of this Lease for a period of one (1) year on the same terms and conditions as provided in this Lease, except that the Minimum Rent shall be as specified in this Paragraph. 21. Tenant Default. The occurrence of any one or more of the following events shall constitute a default and breach of this Lease by Tenant: (a) If Tenant abandons or vacates the Leased Premises; or (b) If Tenant fails to pay any Rent or any other charges required to be paid by Tenant; or (c) If Tenant fails to promptly and fully perform any other covenant, condition or agreement contained in this Lease and such failure continues for thirty (30) days after written notice thereof from Landlord to Tenant; provided, however, that if the nature of any such default is such that the same cannot be cured within thirty (30) days, Tenant shall have such additional period of time as may be necessary to cure such default provided that it commences to cure said default within the thirty (30) day period and proceeds diligently thereafter to complete such cure, and provided further that such default is cured within one hundred and twenty (120) days from the date of Landlord’s notice to Tenant; or 224 of 677 6 (d) If in any proceeding or action which Tenant is a party, a Trustee, or receiver, agent or custodian is appointed to take charge of the Leased Premises or Tenant’s Property (or has the authority to do so) for the purpose of enforcing a lien against the Leased Premises or Tenant’s Property; or (e) Tenant, or its employees while working at the Leased Premises, commits any crime which constitutes a misdemeanor or felony; or (f) Tenant shall fail to maintain the insurance coverage as set forth herein; or (g) Tenant shall make a general assignment the benefit of creditors, or shall admit in writing its inability to pay its debts as they become due or shall file a petition in bankruptcy. 25. Landlord’s Remedies. In the event of Tenant’s default hereunder, then in addition to any other rights or remedies Landlord may have under any law, Landlord shall have the right, at Landlord’s option, upon giving notice to tenant, to do the following: (a) Remedies. In the event of any breach of this Lease by Tenant, Landlord at its option, and after the proper notice may, in addition to all other rights and remedies provided in this Lease, at law or in equity to terminate this Lease and Tenant’s right of possession of the Leased Premises, and recover all damages to which Landlord is entitled under law. (b) Landlord may, at Landlord’s option, enter into the Leased Premises, remove Tenant’s signs and other evidences of tenancy. Any such property of the Tenant not retaken from storage by the Tenant within thirty (30) days after the end of the Term, however terminated, shall be conclusively presumed to have been conveyed by the Tenant to the Landlord under this Lease as a bill of sale, without further payment or credit by the Landlord to the Tenant. 26. Time of Essence. Time is of the essence of this Lease and each and all of its provisions in which performance is a factor, and all provisions herein and all provisions relating thereto, shall be strictly construed. 27. Successors and Assigns. All of the provisions hereof shall be binding upon and inure to the benefit of the parties hereto and their respective heirs, legal representatives, successors and assigns. No third party, other than such heirs, legal representatives, successors and assigns, shall be entitled to enforce any or all of the provisions of this Lease or shall have any rights hereunder whatsoever. 28. Quiet Enjoyment. Upon Tenant paying the Rent reserved hereunder and observing and performing all of the covenants, conditions and provisions on Tenant’s part to be observed and performed hereunder, Tenant shall have quiet possession of the Leased Premises for the entire Lease Term hereof, subject to all the provisions of this Lease. 29. Prior Agreements/Amendments. This Lease contains all of the agreements of the parties hereto with respect to any matter covered or mentioned in this Lease, and no prior agreements or understanding pertaining to any such matters shall be effective for any purpose. No provision of this Lease may be amended or added to except by an agreement in writing signed by the parties hereto or their respective successors in interest. 225 of 677 7 30. Sale of Premises. In the event of any sale of the Leased Premises by Landlord, Landlord shall be and is hereby entirely freed and relieved of all liability under any and all of its covenants and obligations contained in or derived from this Lease arising out of any act, occurrence or omission occurring after the consummation of such sale; and the purchaser, at such sale or any subsequent sale of the Leased Premises shall be deemed, without any further agreement between the parties or their successors in interest or between the parties and any such purchaser, to have assumed and agreed to carry out any and all of the covenants and obligations of the Landlord under this Lease. 31. Notices. Notices and demands required or permitted to be given hereunder shall be given by personal delivery or reputable overnight courier (such as Federal Express), or registered or certified mail to: Tenant: 2424 Real Estate LLC 8951 Skokie Blvd. Apt. 3 Skokie, IL 60077 Landlord: City of Evanston Attn: City Manager 2100 Ridge Avenue Evanston, IL 60201 with a copy to: City of Evanston Attn: Corporation Counsel 2100 Ridge Avenue Evanston, IL 60201 32. Tenant and Landlord Mutual Environmental Indemnity. (a) Definitions. For purposes of this Paragraph, “hazardous substance” means any matter giving rise to liability under the Resources Conservation Recovery Act (“RCRA”), 42 U.S.C. Section 6901 et seq., the Comprehensive Environmental Response, Compensation and Liability Act (“CERCLA”), 52 U.S.C. Sections 9601 et seq., the Illinois Environmental Protection Act (IEPA), or any common law theory based on nuisance or strict liability, including without limitation, petroleum products, asbestos, polychlorinated biphenyls, radioactive materials and all other dangerous, toxic or hazardous pollutants, contaminants, chemicals, materials or substances listed or identified in, or regulated by, any federal, state, county, municipal, local or other statutes, laws, ordinances and regulations. (b) Prohibition. Tenant and Landlord shall not conduct or authorize the generation, transportation, storage, treatment or disposal, on the Leased Premises of any hazardous substance without prior written authorization by Landlord, which authorization may be withheld in Landlord’s sole discretion, and the Tenant’s failure to comply with the provisions of this paragraph shall constitute a default under this Lease. (c) Remedial Action. If the presence, release, threat of release, placement on or in the Leased Premises, or the generation, transportation, storage, treatment, or disposal the Leased Premises of any hazardous substance due to the operation of tenants business: (i) gives rise to liability 226 of 677 8 (including, but not limited to, a response action, remedial action, or removal action) under RCRA, CERCLA, the IEPA, or any common law theory based on nuisance or strict liability, (ii) causes an adverse public health effect, or (iii) pollutes, or threatens to pollute, the environment, Tenant shall promptly take, at Tenant’s sole cost and expense, any and all remedial and removal action necessary to clean up the Leased Premises, and mitigate exposure to liability arising from the hazardous substance, whether or not required by law. (d) Indemnification of Landlord. Except as otherwise provided in this Agreement, Tenant shall protect, indemnify and save Landlord and its officers, agents, attorneys, and employees harmless from and against any and all obligations, liabilities, costs, damages, claims and expenses from any and all environmental liability claims, specifically claims related to RCRA, CERCLA, the Clean Water Act, and claims of personal liability by third parties. Tenant shall pay for all of Landlord’s costs of suit and attorneys’ fees and expenses. [SIGNATURES ON FOLLOWING PAGE] 227 of 677 9 IN WITNESS WHEREOF, Landlord and Tenant have executed this Lease the day and year first above written. LANDLORD: CITY OF EVANSTON An Illinois municipal corporation By: ______________________________________ Its: City Manager Print Name: Wally Bobkiewicz TENANT: 2424 REAL ESTATE LLC d/b/a Kabul House an Illinois limited liability company By: Its: Member Print Name: 228 of 677 A-1 EXHIBIT A LEGAL DESCRIPTION The West 57½ Feet of the West 100.00 Feet of Lots 22, 23 and 24 (Except the North 5.00 feet taken for road by document number 0010765352) in Block 3 in Pitner and Sons 3rd Addition to Evanston, Said Addition Being a Subdivision of the Northwest ¼ of the Northwest ¼ of Section 24, Township 41 North, Range East of the Third Principal Meridian, in Cook County, Illinois PINS: 10-24-100-029-0000 ADDRESS: 2424 DEMPSTER STREET, EVANSTON, ILLINOIS 60202 229 of 677 B-2 EXHIBIT B SITE PLAN 230 of 677 1-SIDFIREINFOFURN. B.O. TYP.AWNINGS B.O.TYP. NIC13' - 9' - 1"4' - 7"17' - 0"7' - 0"7' - 0"7' - 0"6' - 6"7' - 0"7' - 0"7' - 0"7' - 0"7' - 0"7' - 0"7' - 0"7' - 0"7' - 0"6' - 0"1' - 2"5' - 5"12' 3A55432A167DEMPSTER ST.2424 DEMPSTER ST.McDANIEL AVE.RAMP UPTO GRADECONCRETE RAMP FROMPARKING LOT UP TO GRADE;SLOPE TO BE NO GREATERTHAN 1:12; SURFACE TO BECONTOURED FOR TRACTIONADA PARKING SIGNAGE; BOTTOM OF SIGNTO BE NO LESS THAN 60" ABOVE GRADE4' - 0"5212 NORTH CLARK STREET, SUITE 3CHICAGO, ILLINOIS 60640T.773.275.5968F.773.564.9838www.BermanArchitecture.comARCHITECTURE INTERIOR DESIGN MASTER PLANNINGScaleProject numberDateDrawn byChecked by9/8/2016 11:53:50 AM 1/16" = 1'-0"SK-0ADA PARKING DETAIL151809/08/16JMJBKABUL HOUSE RESTAURANTCHICAGO'S2424 W. DEMPSTER ST.EVANSTON, IL 60202 1/16" = 1'-0"1SITE PLAN231 of 677 Item A6 For City Council meeting of June 12, 2017 Resolution 55-R-17, Approving Complete & Green Streets Policy For Action To: Honorable Mayor and Members of the City Council Administration and Public Works Committee From: Johanna Leonard, Director of Community Development Katherine Knapp, Transportation & Mobility Coordinator Subject: Resolution 55-R-17: Approval of Complete & Green Streets Policy Date: June 7, 2017 Recommended Action Staff recommends City Council adoption of Resolution 55-R-17 to adopt the proposed updated Complete & Green Streets Policy. Funding Source: Not applicable. Livability Benefits: Built Environment: Provide compact and complete streets and neighborhoods Climate & Energy: Reduce greenhouse gas emissions Health and Safety: Promote healthy, active lifestyles Natural Systems: Create and maintain green infrastructure Summary: The 2017 Complete & Green Streets Policy seeks to align the City’s current policy with the City’s Age Friendly goals, develop sector and project level reporting metrics, formalize transportation demand management approaches, and establish a policy exception review channel for non-City lead projects through the Design and Project Review (DAPR) Committee. Key areas that are included in this revised Policy include: •Strengthen the 2014 Policy’s design considerations for older adults and people with disabilities •Develop an annual reporting structure on the policy’s impact and policy exceptions granted •Establish transportation demand management (TDM) requirements for select private developments Memorandum 232 of 677 Page 2 • Expansion of the list of accepted and adopted design standards available for the City to refer to when considering innovation public way applications This item is before the Administration & Public Works Committee since the Parking & Transportation Committee has been unable to meet since November, 2016. The Director of Public Works will review and make a written finding for City-lead projects that seek an exception from the Policy. The DAPR Committee will review and make a written finding for non-City lead projects that seek an exception from the Policy. The DAPR Committee meets on a regular, weekly basis; and, is composed of staff from multiple departments who review private project proposals for parking arrangements, circulation, traffic access and the context of the project to its surrounding landscape. Applicants will be able to appeal DAPR’s Policy exception finding through the Transportation / Parking Committee and the Administration and Public Works Committee. Documentation of the written findings for both City and non-City lead project will be presented in an annual report to the Transportation / Parking Committee and the Administration & Public Works (APW) Committee. This policy will regularly undergo updates to accommodate current best practices and modifications of the Policy are likely as best Complete Streets policy practices continue to consider important factors such as health equity and new roadway treatments. Background: In 2016, staff conducted a comparative analysis of nationally recognized Complete Streets policies to Evanston’s 2014 Complete and Green Streets Policy. In applying the National Complete Streets Coalition’s ideal policy framework, the City’s 2014 Policy earned 60.8 points, out of a maximum 100, while the average top five policies from Reading, PA, West Hartford, CT, Park Forest, IL, South Bend, IN, and Longmeadow, MA adopted in 2015 earned 94.6 points. A chart comparing the City’s 2014 policy score to the scores of the top five policies from 2015 is included at the end of this memo in Attachment 1. In January, 2014, City Council approved Resolution 6-R-14, through which Council adopted the City’s original Complete & Green Streets Approach for Public Ways projects. Through the adoption of this Resolution the Council directed the City to institute Complete Streets and Green Streets principles in an integrated approach for right-of-ways and public space projects. During the fall of 2016 staff met with local complete streets and age-friendly advocates and presented iterative drafts of the updated Policy to the Bicycle Technical Advisory Committee and the Transportation / Parking Committee. At the direction of the Transportation / Parking Committee staff strengthened the Policy’s design considerations for older adults and people with disabilities, included an air-quality performance measure, and established transportation demand management (TDM) requirements for select private developments. 233 of 677 Page 3 Next Steps: Following the revised Policy’s adoption: • The Capital Planning & Engineering Bureau of Public Works will include the Complete and Green Street project performance measures as part of the Livability Checklist to all Capital Improvement Public Way projects. • Community Development will develop guidelines for required multi-modal transportation studies and transportation demand management plans and reports. City Staff will identify current and potential future sources of funding for street improvements and recommend improvements to the project selection criteria to support Complete and Green Streets projects. • The Design and Project Review (DAPR) Committee will review and approve all required multi-modal transportation studies and transportation demand management plans for new construction private projects. • Public Works and Community Development departments and the DAPR Committee will deliver annually to the Transportation/Parking Committee a scorecard of the annual performance measures; and, a report of the Project performance measurements from the previous year including findings for approved exceptions from this policy. Legislative History Resolution 6-R-14 Attachment Attachment 1 – Weighted Scores of Best Complete Streets Policies from 2015 Attachment 2 – Resolution 55-R-17 Attachment 3 – Updated Complete & Green Streets Policy 234 of 677 Page 4 Attachment 1 – Weighted Scores of Best Complete Streets Policies from 2015 Policy Elements Reading, PA West Hartford, CT Park Forest, IL South Bend, IN Longmeadow, MA Evanston, IL 1. Intent 6 6 6 6 6 6 2. Users 20 20 20 20 16 16 3. Projects 12 12 12 12 12 12 4. Exceptions 16 16 12.8 12.8 12.8 12.8 5. Network 2 2 2 2 2 2 6. Jurisdiction 8 8 8 8 8 0 7. Design 4 2.4 4 4 4 0 8. Context 8 8 8 8 8 8 9. Performance / Metrics 4 4 4 4 4 0 10. Implementation 20 16 16 16 20 4 Total Score 100 94.4 92.8 92.8 92.8 60.8 Table 1: Weighted Scores of Complete Streets Policies 235 of 677 6/5/2017 55-R-17 A RESOLUTION To Adopt a Complete and Green Network Policy in Construction Projects within the Public Right-of-Way and Public Spaces WHEREAS, Complete Streets is a concept that addresses the livability and environmental needs of our community with comfortable corridors that focus on various users including pedestrians, cyclists, and public transportation riders, which is commonly referred to as the “Complete Streets”; and WHEREAS, increased walking and bicycling offers the potential for cleaner air, greater health of the population, reduced traffic congestion, less reliance on fossil fuels, more efficient use of right-of-way space, and assist in the management of stormwater runoff and encourage permeable surfaces, which are more commonly referred to as the “Green Streets” concepts; and WHEREAS, on January 27, 2014, City Council adopted Resolution 6-4- 14 “To Provide for the Consideration of Complete and Green Network Approach in Construction Projects within the Public Right-of-Way and Public Spaces”; and WHEREAS, the City of Evanston seeks to formalize the Complete and Green Streets approach into a policy for construction projects going forward; WHEREAS, the 2014 resolution outlined an approach to the Complete Streets and Green Streets principles and now the City seeks to adopt the attached policy for projects involving the rights-of-way and public spaces in various phases of 236 of 677 55-R-17 ~2~ work from the planning, design and/or construction for each applicable project within the City of Evanston (the “Complete and Green Network”), NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF EVANSTON, COOK COUNTY, ILLINOIS: SECTION 1: The foregoing recitals are incorporated herein by reference as though fully restated. SECTION 2: The City adopts the Complete and Green Network policy for appropriate public works right-of-way and public space projects. SECTION 4: Nothing in this Resolution 55-R-17 shall be construed or held to abrogate or limit the City’s immunities under the Illinois Tort Immunity Act, 745 ILCS 10/1 et seq. SECTION 5: That this Resolution 55-R-17 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: _______________________________ Devon Reid, City Clerk Adopted: __________________, 2017 237 of 677 55-R-17 ~3~ EXHIBIT 1 COMPLETE AND GREEN STREETS POLICY 238 of 677 CITY OF EVANSTON COMPLETE AND GREEN STREETS POLICY Definitions For the purpose of this section, the following definitions shall have the following meanings: COMPLETE STREETS Comfortable corridors that focus on various users of all ages and abilities, including pedestrians, mobility assistance device users, cyclists, motor vehicle drivers and public transportation riders/drivers that allow the users to safely and conveniently move upon, along and across a street. GREEN STREETS Corridors that focus on cleaner air, the greater health of the population, reduced traffic congestion, less reliance on fossil fuels, efficient use of right-of-way space, and assist in the management of stormwater runoff and encourage permeable surfaces. MOBILITY ASSISTANCE DEVICE A self-propelled or motorized device used for mobility purposes by individuals with a mobility, circulatory, respiratory or neurological disability. Mobility assistance devices may include but are not limited to canes, walkers, wheelchairs and scooters. PEDESTRIAN A person traveling by means of self-propulsion of walking or rolling either with or without a mobility assistance device. PROJECT The construction, reconstruction, retrofit, alteration, or repair of any public way, including the work related to planning, design, approval, and implementation processes, improved timing of traffic control signals, new or improved signage, pavement markings, spot repair, re- configuration of travel lanes and any permanent infrastructure that promotes the pedestrian, bicycle and/or public transportation environment in harmony with safe and efficient motor vehicle travel. Projects do not include minor or routine upkeep on the public way such as sweeping, mowing, or interim measures on detour routes. PUBLIC WAY Any passageway (sidewalk, bike lane, street) accessible to the public and designed for travel by pedestrians, mobility assistance device users, cyclists, motor vehicle drivers and/or public transportation riders/drivers. TRANSIT ORIENTED DEVELOPMENT (TOD) A development pattern created around a transit station that is characterized by higher density, mixed uses, pedestrian environment, reduced parking, and a direct and convenient access to the transit station. USER People of all ages and abilities that use corridors, including pedestrians, mobility assistance device users, cyclists, motor vehicle drivers, public transportation riders/drivers. Vision The City of Evanston will implement in all phases of Projects in the Public Way a safe, accessible, integrated and connected transportation network to encourage increased use of healthy, active modes of transportation other than a single-occupancy vehicle. 239 of 677 All Users and Modes The City will consider Users of all ages and abilities, including children, youth, families, older adults, individuals with disabilities, and Mobility Assistance Device users when completing Projects in the Public Way. All Projects and Phases The City will consider Complete and Green Streets principles when designing for new or reconstructing Public Way Projects. Decisions regarding the Public Way shall promote comfortable and effective access for Users, taking into account the surrounding community context and land uses. The City will require developers of new private construction projects that impact the public right-of-way to: Develop a multi-modal transportation study, if the project is located within or borders a designated Transit-Oriented Development (TOD). Develop a transportation demand management plan and prove implementation of the plan through annual reports for ten years after the certificate of occupancy is awarded if the developer is seeking a Planned Development or a parking variation for a project with over 100 residential units or over 100,000 square feet of commercial space. Policy The City seeks to develop a Complete and Green network of Public Ways by: Considering all Users in Public Way Projects. Linking together transportation networks and developing multi-modal transportation hubs. Incrementally investing in a series of small improvements, operation and maintenance activities. The City will strive to create a comprehensive, integrated, and connected network of transportation options for all of modes of travel, designed, operated and maintained to enable safe and accessible transportation options for all Public Ways Users. Through this policy the City intends to encourage walking, biking, and using public transportation to produce the public health benefits that result from healthy, active transportation use; improve air quality; reduce traffic congestion; lessen reliance on fossil fuels; improve efficiency of right-of-way use; and improve the management of stormwater runoff and encourage permeable surfaces. Guidelines City staff will take into account, to the greatest extent possible, Complete and Green Network practices in decisions regarding the use of limited Public Ways, including public right-of- way and public spaces, with consideration given to context and land use. City staff will consider future Public Ways Projects as opportunities to improve safety, access, and mobility for Users of the Public Ways to further encourage healthy, active modes of transportation, such as walking, using Mobility Assistance Devices, bicycling, and using public transportation. 240 of 677 City staff will recommend Public Ways Projects prioritized on investing in the Complete and Green Network in public space planning, funding decisions and maintenance and operation practices. City staff will provide guidance, when sought, on state-of-the-practice transportation demand management solutions for private developer’s consideration to promote the use of healthy, active modes of transportation and reduce future strains on Evanston’s transportation network. Exceptions This policy shall not apply for City-lead projects if the Director of Public Works makes a written finding that one or more of the following conditions apply to a specific project: Financial hardship to the project sponsor. Financial hardships exist when compliance with the Complete and Green Streets policy constitutes a minimum of twenty (20) percent of the total project cost, but in no event more than $1,000,000. The scope of the relevant Project is limited to minor or routine upkeep on the Public Way such as sweeping, mowing, or interim measures on detour routes. There is sufficient documentation that there is no feasible way to accommodate improvements for all modes of healthy, active transportation within a Project’s scope due to existing structures or corridors, or the use of certain healthy, active modes of transportation are prohibited by law. This policy shall not apply for non-City lead projects if the Design and Project Review (DAPR) Committee makes a written finding that one or more of the following conditions apply to a specific project: Financial hardship to the project sponsor. Financial hardships exist when compliance with the Complete and Green Streets policy constitutes a minimum of twenty (20) percent of the total project cost, but in no event more than $1,000,000. The scope of the relevant Project is limited to minor or routine upkeep on the Public Way such as sweeping, mowing, or interim measures on detour routes. There is sufficient documentation that there is no feasible way to accommodate improvements for all modes of healthy, active transportation within a Project’s scope due to existing structures or corridors, or the use of certain healthy, active modes of transportation are prohibited by law. The lead project applicant may appeal the DAPR Committee’s final decision on requested policy exceptions to the Transportation/Parking Committee. Such appeal shall be taken by filing with the Transportation & Mobility Coordinator a notice of appeal, specifying the grounds therefor. All of the papers constituting the record upon which the action appealed from was taken shall forthwith be transmitted to the Transportation/Parking Committee. Appeals from a final decision based upon the review and recommendations of the Transportation/Parking Committee shall be taken to the City Council through its Administration & Public Works (APW) Committee. Documentation of the written findings for both City and non-City lead project will be presented in an annual report to the Transportation/Parking Committee and the Administration & Public Works (APW) Committee. 241 of 677 Jurisdiction The City will adhere to this Complete and Greens Streets policy for all Public Ways Projects in the City requiring funding or approval by the: City of Evanston Private development The City seeks to encourage collaborations with the State of Illinois, Cook County, the Regional Transportation Authority, the Chicago Transit Authority, Pace Bus, Metropolitan Rail “Metra”, Union Pacific Railroad, the Metropolitan Water Reclamation District, local schools and park districts (public and private), Evanston Public Library, local special service areas, neighboring communities, and other stakeholder to enhance the accessibility, connectivity and mobility of local transportation systems. Design The City will follow a flexible design approach that balances the needs of the Public Way Users, and allows for innovative application of accepted and adopted design standards. The City will use the best and latest design standards available, including but not limited to: AASHTO (American Association of State Highway and Transportation Officials) ADA Act (Americans with Disabilities Act) ATA (Active Transportation Alliance) CDOT Design Standards (Chicago Department of Transportation) IDOT Design Standards (Illinois Department of Transportation) MUTCD (Federal/State Manual on Uniform Traffic Control Devices) NACTO (National Association of City Transportation Officials) Context Sensitivity The City will design, implement and maintain context-sensitive Complete and Green Streets that align with the local character, transportation networks, and land uses; and, recognizes the impact of the Projects on the diverse needs and identities of the Public Way Users with respect given to health, social, and environmental equity. Performance Measures The City will measure the success of this Complete and Green Streets policy by applying the following metrics to Capital Improvement Projects on a project by project basis as part of the City’s Livability Checklist, as provided in Amendment A: Improves community walkability Measured by: added and repaired center lane miles of sidewalks on both sides of the street, number of ADA accessible crosswalks added or repaired, number of street trees added or replaced, and regular intersections and crossings added or maintained. Improves community bikeability Measured by: added and repaired center lane miles of bicycle lanes, separated bicycle lanes, protected bicycle lanes, bicycle routes, cycle-tracks, and parallel shared-use paths. Improves community transit connections 242 of 677 Measured by: added and/or repaired ADA compatible infrastructure to transit infrastructure including bus stops, rail stations, bicycle parking facilities, Divvy stations, and taxicab stands Increases use of green infrastructure Measured by: types and cost of green infrastructure elements used, including but not limited to: porous pavement, rain gardens/bioswale, and green roofs. Increases equitable access to healthy, active modes of transportation Measure by: percentage of households of low to moderate income or minority status within ¼ mile of walking infrastructure or ½ mile of bicycling or transit facilities or green infrastructure within the project’s boundaries The City will measure the success of this Complete Streets policy by measuring and reporting on the following metrics on an annual basis. The report shall be delivered to the Transportation/Parking Committee by no later than January 31; in the event of a lack of Committee meetings then the report shall be delivered to the APW Committee by no later than February 28: Mode-share for healthy, active modes of transportation Measured by: U.S. Census American Community Survey Commute to Work for mode shares including Public Transit, Walking, Carpooling, Bicycling, and Taxi; and annual Divvy Evanston membership and trips Air Quality Measured by: The City’s Livability Goal for Greenhouse Gas Emissions reduction, including the percentage of metric tons of carbon dioxide reduced from the City’s 2005 baseline as reported annually in the City’s Sustainability Annual Report Public Way User Safety Measured by: Rates of Citywide injuries and fatalities within the Public Way by mode on an annual basis Equitable access to healthy, active modes of transportation Measured by: Total households within ¼ mile of a bus stop, ¼ mile of a bicycle route/bicycle lane/shared-use path, ¼ mile of a Divvy station, or ½ mile to a rail stop Percentage of total households that are of low to moderate income and minority status within defined transportation access areas Approved exceptions from the Complete and Green Streets policy Measured by: the number of projects that received approved exceptions from this policy Implementation The City views Complete and Green Streets as integral to everyday transportation decision- making practices and processes. To this end: All City Departments, and all other relevant boards, commissions or committees shall incorporate Complete and Green Streets principles into all appropriate plans, manuals, checklists, decision trees, rules, regulations and programs as appropriate. 243 of 677 The Capital Planning & Engineering Bureau of Public Works will include the Complete and Green Street project performance measures as part of the Livability Checklist to all Capital Improvement Public Way projects. The Design and Project Review (DAPR) Committee will review and approve all required multi-modal transportation studies and transportation demand management plans for new construction private projects. Public Works and Community Development departments and the DAPR Committee will deliver annually to the Transportation/Parking Committee the annual report with the Sector performance measures; and, a report of the Project performance measurements from the previous year including findings for approved exceptions from this policy. Community Development will develop guidelines for required multi-modal transportation studies and transportation demand management plans and reports. City Staff will identify current and potential future sources of funding for street improvements and recommend improvements to the project selection criteria to support Complete and Green Streets projects. When available, City Staff will participate in professional development and training on non-motorized transportation issues through attending conferences, classes, seminars and workshops. City Staff will review any requests for exceptions to the Complete and Green Streets Policy and related documentation. The Transportation/Parking Committee will monitor the implementation and impact of this policy based on the goals set out within this policy Amendment A: The City of Evanston’s Livability Checklist The City’s Livability Checklist is an internal working document that is subject to change at any time. The Checklist is tool used by staff in leading project review discussions at the scoping and project design levels. The elements of the checklist were built off of the STAR Community community evaluation questions. Livability Scoping Checklist - Scoping Level Analysis Project Details Which ward(s) is the project located in? Complete and Green Streets Walkability How will sidewalks be improved or increased? Will crosswalks be added or repaired? Does this project address missing sidewalk links? Bikability How will the needs of bicyclists be addressed by this project? Will bike lanes be added or rehabilitated? Will additional bicycle parking be included in this project? 244 of 677 Will bicyclists be more or less protected by implementation of this project? Transit Connections Will additional transit connections be added or repaired by this project? Will additional Divvy stations or bicycle parking be included? Will additional transit amenities (bus shelters, benches, lighting, etc.) be included? ADA Accessibility How does this project improve access for vision impaired? How does this project improve access for mobility impaired? Motorized Vehicles How will this project improve the safety of motorized vehicle use? Green Infrastructure What are opportunities for green infrastructure on this project? How will stormwater management be improved this project? Equitable Access How does this project improve pedestrian access for low-income/under-represented residents? How does this project improve bicycling access for low-income/under-represented residents? How does this project improve transit access for low-income/under-represented residents? How does this project impact multiple users, either positive or negative? How does this project improve access to human services programs (housing, mental health services, transportation, food, and child/elderly protective services) Other City Initiatives Urban Parks and Forest Will trees be added or replaced? Does this project increase the amount of greenspace for public access? Does this project improve or increase habitat? Water How does this improve the responsible management of water resources? How does this project impact the quality of Evanston's source water? Age-Friendly How have age-friendly issues been considered in this scope of work? Will any age-related and/or mobility complaints be addressed on this project? 245 of 677 Does this project improve inter-generational interaction? How does this project address needs of older adults? How does this project address needs of residents under 18 years of age? Economic Benefit Will this project have long-term impacts to City revenue? Will this project lower the long-term City expenses? Will this project lower out-of-pocket costs for the residents? Does this project provide work for local businesses (design/construction/maintenance)? Is this project eligible for the Local Employment Program? Does this project support green jobs/green businesses? Public Art Does this project incorporate public art? Lighting How does this project use lighting to improve safety? How does this project improve energy efficiency of lighting? Quality of City Infrastructure How does this project impact long-term maintenance requirements of public facilities? How does this project enhance public spaces (non-roadway)? Does this project increase/decrease the amount of public space? Climate Resiliency How will this project reduce the annual generation of greenhouse gases? How will stormwater management in Evanston be improved? How will this project impact waste generation within Evanston? Will other issues related to climate resiliency be addressed? How does this project protect and restore natural ecosystems? How does this project prevent and manage invasive species (including long term maintenance) How does this project conserve and maintain lands/water for healthy food production? How does this project support pollinator efforts? Community Engagement What is the project's community engagement plan? Health and Wellness How does this project promote healthy, active lifestyles (recreational and commuting) Does this project align with one of the City's active health initiatives? 246 of 677 How does this project improve emergency prevention and response? Does this project improve access to fresh, healthful foods? How does this project improve resiliency to natural and human hazards? How does this project prevent and reduce violence? Livability Project Metrics Checklist - Project Design Level Analysis Project Details Which ward(s) is the project located in? Complete and Green Streets Walkability Length of sidewalks improved (ft) Length of sidewalks added (ft) Length of sidewalks removed (ft) Number of crosswalks added Number of crosswalks improved Number of signalized intersections with pedestrian countdowns added Bikability Length of bicycle lanes improved(centerlane miles) Length of bicycle lanes added (centerlane miles) Length of separated bicycle lanes improved(centerlane miles) Length of separated bicycle lanes added (centerlane miles) Length of protected bicycle lanes improved(centerlane miles) Length of protected bicycle lanes added (centerlane miles) Length of bicycle routes improved(centerlane miles) Length of bicycle routes added (centerlane miles) Length of cycle-tracks improved(centerlane miles) Length of cycle-tracks added (centerlane miles) Length of parallel shared-use paths improved(centerlane miles) Length of parallel shared-use paths added (centerlane miles) Length of bike infrastructure removed and not replaced (centerlane miles) Number of bicycle parking locations improved Number of bicycle parking locations added Number of bicycle parking locations removed Number of bicycle parking spaces improved Number of bicycle parking spaces added 247 of 677 Number of bicycle parking spaces removed Transit Connections Number of bus stops added Number of bus stops improved Number of bus stops with amenities added Number of bus shelters added Number of bus shelters improved Number of bus shelters with amenities added Number of Divvy stations added ADA Accessibility Number of truncated domes installed? Number of truncated domes improved? Number of signalized intersections with audible detectors installed? Number of signalized intersections with audible detectors improved? Motorized Vehicles Amount of roadway patched (square ft) Length of roadway resurfaced (lane miles) Length of roadway crack-sealed (lane miles) Green Infrastructure Amount of porous pavement added (square ft) Amount of porous pavement repaired (square ft) Amount of porous pavement removed (square ft) Amount of rain garden/bioswale added (square ft) Amount of rain garden/bioswale repaired (square ft) Amount of rain garden/bioswale removed (square ft) Amount of green roof added (square ft) Amount of green roof repaired (square ft) Amount of green roof removed (square ft) Amount of area draining to green infrastructure (square ft) Equitable Access Percentage of households of low to moderate income or minority status within ¼ mile of walking infrastructure within the project’s boundaries Percentage of households of low to moderate income or minority status within ½ mile of bicycling infrastructure within the project’s boundaries Percentage of households of low to moderate income or minority status within ½ mile of transit facilities within the project’s boundaries 248 of 677 Percentage of households of low to moderate income or minority status within ½ mile of green infrastructure within the project’s boundaries Project proximity to human services programs (housing, mental health services, transportation, food, and child/elderly protective services) (distance in sq miles) Other City Initiatives Urban Parks and Forest Number of trees planted Number of trees removed The amount of greenspace for public access added (sq ft) The amount of greenspace for public access improved (sq ft) The amount of greenspace for public access removed (sq ft) Number of native-habitat areas added? Number of native-habitat areas improved? Number of native-habitat areas removed? Age-Friendly Number of age-related and/or mobility complaints addressed by this project Economic Benefit Number of local businesses (design/construction/maintenance) contracted on the project Number of local residents employed (during design/construction) Public Art Amount spent on public art Lighting Area (in square feet) of improved safety Annual estimated kwh savings (take number of lights removed and upgrades) Quality of City Infrastructure Estimated impact to annual maintenance responsibilities (change in hours/personnel) Number of amenities added to the public space (non-roadway) Change in public space (increase - decrease) (sq ft) Climate Resiliency Number of project elements used that reduce greenhouse gas generation Number of number of low impact development techniques used 249 of 677 Amount of waste generated by project (by lb?/cubic yard?) Amount of native species removed Amount of native species added (also works for pollinator Q) Amount of invasive species removed Amount of non native species added Community Engagement Number of hours of community outreach/approval Health and Wellness Number of project elements used to promote healthy, active lifestyles (recreational and commuting) Percentage of households within ¼ mile of walking infrastructure or ½ mile of bicycling or transit facilities or green infrastructure within the project’s boundaries Percentage of project that is accessible to emergency apparatuses Project proximity to sources for fresh, healthful foods (distance in sq miles) Length of emergency evacuation route improved (ft) Number of project elements used that address violence or crime generation concerns 250 of 677 For the City Council Meeting of May 10, 2010 Item # For City Council Meeting of June 12, 2017 Item A7 Ordinance 50-O-17: 4-Way Stop at W oodbine Avenue and Jenks St For Introduction To: Honorable Mayor and Members of the City Council Administration and Public Works Committee From: David D. Stoneback, Public Works Agency Director Lara Biggs, P.E., Bureau Chief – Capital Planning / City Engineer Rajeev Dahal, Senior Project Manager - Transportation Subject: Ordinance 50-O-17 Amending the City Code to Establish a 4-Way Stop Control at the Intersection of Woodbine Avenue and Jenks Street Date: May 16, 2017 Recommended Action: Staff recommends City Council adoption of Ordinance 50-O-17 amending Section 10- 11-5(D), Schedule V(D) of the City Code to establish a 4-Way Stop Control at the intersection of Woodbine Avenue and Jenks Street. The estimated cost to install two additional stop signs is $150.00. Funding Source: Funding will be through the General Fund-Traffic Control Supplies (Account 100.40.4520.65115), with a FY 2017 budget of $50,000, and a YTD balance of $20,266.17. Livability Benefits: Built Environment: enhance public spaces and provide complete streets Health & Safety: improve emergency prevention and response Summary: The Public Works Agency received a petition for speed humps from residents expressing concerns about safety due to traffic issues on Woodbine Avenue between Isabella Street and Livingston Street. Pursuant to the petition, the 7th ward Alderman held a neighborhood meeting on March 5, 2017. At the meeting, neighborhood concerns and traffic calming options were discussed. Pedestrians use the intersection to access the neighborhood park, schools and the Metra transit station. Subsequently, a post card survey of the residents was conducted which included speed humps on Woodbine Avenue and a 4-way stop control at Woodbine Avenue and Jenks Street intersection. The survey results show that the vast majority of the residents support the Memorandum 251 of 677 2 installation of the 4-way stop control. The installation of all-way stop signs would provide gaps in traffic and allow children and other pedestrians to cross the street in a safer manner. Alderman Revelle supports this recommendation. Attachment: Ordinance 50-O-17 252 of 677 5/18/2017 50-O-17 AN ORDINANCE Amending Section 10-11-5(D), Schedule V(D) of the Evanston City Code, “Four-Way Stops” (Four-Way Stops at Woodbine Avenue and Jenks Street) NOW BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF EVANSTON, COOK COUNTY, ILLINOIS: SECTION 1: That Section 10-11-5(D), Schedule V(D), “Four-Way Stops” of the Evanston City Code, 1979, as amended, is hereby further amended by adding the following: N. & S. and E. & W. traffic at Woodbine Avenue and Jenks Street SECTION 2: That the findings and recitals contained herein are declared to be prima facie evidence of the law of the City and shall be received in evidence as provided by the Illinois Complied Statues and the courts of the State of Illinois. SECTION 3: That all ordinances or parts of ordinances in conflict herewith are hereby repealed. SECTION 4: That this Ordinance 50-O-17 shall be in full force and effect from and after its passage, approval and publication in the manner provided by law. SECTION 5: That if any provision of this Ordinance 50-O-17 or application thereof to any person or circumstance is ruled unconstitutional or otherwise invalid, such invalidity shall not affect other provisions or applications of 253 of 677 ~2~ this Ordinance 50-O-17 that can be given effect without the invalid application or provision, and each invalid provision or invalid application of this Ordinance 50-O-17 is severable. Introduced:_________________, 2017 Adopted:___________________, 2017 Approved: __________________________, 2017 _______________________________ Stephen H. Hagerty, Mayor Attest: _______________________________ Devon Reid, City Clerk Approved as to form: ______________________________ W. Grant Farrar Corporation Counsel 254 of 677 For City Council Meeting of June 12, 2017 Item A8 Ordinance 51-O-17: Authorizing the Sale of Surplus Fleet Vehicles For Introduction To: Honorable Mayor and Members of the City Council Members of the Administration & Public Works Committee From: Erika Storlie, Acting Director of Administrative Services Rickey A. Voss, Manager Parking/Fleet Services Subject: Ordinance 51-O-17, Sale of Surplus Property Fleet Vehicles Date: May 17, 2017 Recommended Action: Staff recommends that City Council adopt Ordinance 51-O-17, directing the City Manager to offer the sale of vehicles owned by the City through public auction at the special Northwest Municipal Vehicle Auction being sponsored by America’s Auto Auctions on Tuesday, July 25, 2017 or any other subsequent America’s Online Auction as these vehicles become available, on a timely basis, as a result of new vehicle replacements being placed into service. Funding Source: N/A Livability Benefit: Innovation & Process: Support Local Government Best Practices Summary: The Fleet Services Division typically participates in two to three vehicle and equipment auctions per year in the Northern Illinois area. The auctions are provided on behalf of America’s Auto Auction, 14001 S. Karlov Avenue, Crestwood, Illinois 60554. America’s Auto Auction is the Northwest Municipal Conference Suburban Purchasing Cooperative’s “bid winner” for auction services for member municipalities. This request authorizes the Fleet Services Division of the Administrative Services Department to sell the vehicles listed in the table below through Northwest Municipal Vehicle Auction sponsored by America’s Auto Auction or any subsequent online internet auction to the highest bidder. All net proceeds from the auction will be credited to account number 601.19.7780.56065, “Sale of Surplus Property.” Memorandum 255 of 677 SURPLUS FLEET VEHICLES/EQUIPMENT Cost Center Department Vehic le # Vehicle Make Vehicl e Model Year V.I.N. # Overall Condition L.T.D. Miles 2270 E.P.D. Administration 2 Ford Taurus 2006 1FAHP53U86A149890 Poor 30,091 2235 E.P.D. School Resource 36 Mazda Tribute 2006 4F2YZ02Z96KM12953 Poor 20,054 2210 E.P.D. Patrol 40 Ford SUV 2016 1FM5K8AR9GGA07991 Totaled 18,542 2210 E.P.D. Patrol 44 Chevy Tahoe 2014 1GNLC2E0XER151866 Very Poor 80,121 2210 E.P.D. Patrol 59 Ford C.V. 2011 2FABP7BV3BX137594 Poor 21,118 2210 E.P.D. Patrol 63 Chevy Tahoe 2012 1GNSKE2E01DR157892 Very Poor 96,803 4520 Public Works Agency 170 Ford F450 2005 1FDXF46P45EA24428 Very Poor 69,682 4320 Public Works Agency 581 Ford F750 2000 3FDXF75H7YMA39614 Very Poor 47,243 4320 Public Works Agency 583 Ford LTS 8000 1995 1FDZY82E4SVA09275 Very Poor 71,957 4320 Public Works Agency 584 Ford LTS 8000 1995 1FDZY82EE7SVA19900 Very Poor 79,190 4510 Public Works Agency 612 I.H. 4900 1998 1HTSDAAN1WH535249 Very Poor 36,611 4310 Public Works Agency 717 I.H. 4300 2003 1HTMMAAM33H576767 Very Poor 105,640 4310 Public Works Agency 716R Crane Carrier 2005 1CYCCL4875T046967 Very Poor 90,878 4530 Public Works Agency 910 Ford E350 2004 1FDWE35LX4HB43685 Very Poor 31,771 4540 Public Works Agency 932 Ford F350 2006 1FTWX30536ED96407 Very Poor 84,488 Attachments: Ordinance 51-O-17: Authorizing the Sale of a Surplus Fleet Vehicle Owned by the City of Evanston (Northwest Municipal Vehicle Auction) 256 of 677 5/18/17 51-O-17 AN ORDINANCE Authorizing the Sale of Surplus Fleet Vehicles Owned by the City of Evanston (Northwest Municipal Vehicle Auction) WHEREAS, the City Council of the City of Evanston (the “City”) has determined it is no longer necessary, practical, or economical, nor in the best interests of the City, to retain ownership of certain surplus fleet vehicles that have a value in excess of one thousand five hundred dollars ($1,500.00) and is described in Exhibit A, which is attached hereto and incorporated herein by reference; and WHEREAS, the City Council has determined that it is in the best interests of the City to sell said surplus fleet vehicles to the highest bidder, NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF EVANSTON, COOK COUNTY, ILLINOIS, THAT: SECTION 1: The foregoing recitals are found as fact and incorporated herein by reference. SECTION 2: Pursuant to Subsection 1-17-3-(B) of the Evanston City Code of 2012, as amended, the City Council hereby authorizes and directs the City Manager to sell the aforementioned surplus fleet vehicles, upon terms and conditions deemed reasonable, necessary, and in the best interests of the City, to the highest bidders at America’s Auto Auctions, the Northwest Municipal Conference Suburban Purchasing Cooperative’s “bid winner” for auction services for member municipalities to be held on or around Tuesday, July 25, 2017 at the Manheim Arena located at 14001 S. Karlov Avenue, Crestwood, Illinois 60554, or at any subsequent America’s Auto Auctions 257 of 677 ~2~ Services online auction. SECTION 3: Upon payment of the price indicated by the America’s Auto Auction Services, the City Manager is hereby authorized to convey evidence of ownership of aforesaid surplus fleet vehicle to the America’s Auto Auction Service. SECTION 4: The findings and recitals contained herein are declared to be prima facie evidence of the law of the City and shall be received in evidence as provided by the Illinois Compiled Statutes and the courts of the State of Illinois. SECTION 5: All ordinances or parts of ordinances in conflict herewith are hereby repealed. SECTION 6: This ordinance shall be in full force and effect from and after its passage, approval and publication in the manner provided by law. Introduced:_________________, 2017 Adopted:___________________, 2017 Approved: __________________________, 2017 _______________________________ Stephen H. Hagerty, Mayor Attest: _____________________________ Devon Reid, City Clerk Approved as to form: _______________________________ W. Grant Farrar, Corporation Counsel 258 of 677 ~3~ EXHIBIT A SURPLUS FLEET VEHICLES/EQUIPMENT Cost Center Department Vehic le # Vehicle Make Vehicl e Model Year V.I.N. # Overall Condition L.T.D. Miles 2270 E.P.D. Administration 2 Ford Taurus 2006 1FAHP53U86A149890 Poor 30,091 2235 E.P.D. School Resource 36 Mazda Tribute 2006 4F2YZ02Z96KM12953 Poor 20,054 2210 E.P.D. Patrol 40 Ford SUV 2016 1FM5K8AR9GGA07991 Totaled 18,542 2210 E.P.D. Patrol 44 Chevy Tahoe 2014 1GNLC2E0XER151866 Very Poor 80,121 2210 E.P.D. Patrol 59 Ford C.V. 2011 2FABP7BV3BX137594 Poor 21,118 2210 E.P.D. Patrol 63 Chevy Tahoe 2012 1GNSKE2E01DR157892 Very Poor 96,803 4520 Public Works Agency 170 Ford F450 2005 1FDXF46P45EA24428 Very Poor 69,682 4320 Public Works Agency 581 Ford F750 2000 3FDXF75H7YMA39614 Very Poor 47,243 4320 Public Works Agency 583 Ford LTS 8000 1995 1FDZY82E4SVA09275 Very Poor 71,957 4320 Public Works Agency 584 Ford LTS 8000 1995 1FDZY82EE7SVA19900 Very Poor 79,190 4510 Public Works Agency 612 I.H. 4900 1998 1HTSDAAN1WH535249 Very Poor 36,611 4310 Public Works Agency 717 I.H. 4300 2003 1HTMMAAM33H576767 Very Poor 105,640 4310 Public Works Agency 716R Crane Carrier 2005 1CYCCL4875T046967 Very Poor 90,878 4530 Public Works Agency 910 Ford E350 2004 1FDWE35LX4HB43685 Very Poor 31,771 4540 Public Works Agency 932 Ford F350 2006 1FTWX30536ED96407 Very Poor 84,488 259 of 677 For City Council Meeting of June 12, 2017 Item A9 Ordinance 46-O-17, Amending City Code Section 9-5-15, Small Unmanned Aircraft For Introduction To: Honorable Mayor and Members of the City Council Administration and Public Works Committee From: W. Grant Farrar, Corporation Counsel Subject: Ordinance 46-O-17, Amending City Code Section 9-5-15, Regulating Small Unmanned Aircraft in the City of Evanston Date: June 12, 2017 Recommended Action: City staff recommends City Council adoption of Ordinance 46-O-17. Livability Benefit: Built Environment: Enhance public spaces. Innovation & Process: Support local government best practices and processes. Summary: City staff drafted Ordinance 46-O-17 to address ongoing community concerns and provide an enforcement tool related to the operation of small unmanned aircraft, including drones. Relevant City Code Section 9-5-15 was last amended before 1957. City staff reviewed and considered comparable small unmanned aircraft regulations from similarly situated jurisdictions. The proposed ordinance does not prohibit the operation of all unmanned aircraft within City limits. The Ordinance complies with applicable federal regulations, including the Freedom from Drone Surveillance Act and the Federal Aviation Administration Modernization and Reform Act of 2012. Under the proposed ordinance: • The definition of “small unmanned aircraft” includes drones. Section 9-5-15-1. • Prohibits the operation of small unmanned aircraft over any open air assembly unit, school, school yard, hospital, place of worship, or City of Evanston property, including City parks and buildings, without the property owner’s consent. Section 9-5-15-2(D). • Prohibits the operation of small unmanned aircraft directly over any person without their consent. Section 9-5-15-2(B). • The operation of small unmanned aircraft cannot occur within 1,320 feet of the City of Evanston Water Treatment Plant without the City’s consent. Section 9-5- Memorandum 260 of 677 15-2(J). The intent of this subsection is to prevent collisions with helicopter ambulances. • Ordinance 46-O-17 is not construed to prohibit, limit, or otherwise restrict a person who is authorized by the Federal Aviation Administration to operate a small unmanned aircraft in city airspace. Section 9-5-15-3(A). • Ordinance 46-O-17 is not construed to prohibit the use of a drone by a law enforcement agency in accordance with the Freedom from Drone Surveillance Act, 725 ILCS 167/1 et seq. City Code Section 9-5-15-3(C). • Small unmanned aircraft can only be operated between dawn and dusk. Section 9-5-15-2(H). • Failure to comply with the provisions set forth in Ordinance 46-O-17 will result in a $500.00 fine for each offense. Every day a violation continues will be deemed a separate offense. Section 6-5-15-5. Other jurisdictions who have adopted drone ordinance provisions include the City of Chicago, the Village of Schaumburg, and the Village of Manhattan. The City of Chicago Drone Ordinance received positive reviews from both privacy advocates and drone enthusiasts. ------------------------------------------------------------------------------------- Attachments: Ordinance 46-O-17 261 of 677 6/7/2017 46-O-17 AN ORDINANCE Amending City Code Section 9-5-15, Regulating Small Unmanned Aircraft in the City of Evanston NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF EVANSTON, COOK COUNTY, ILLINOIS, THAT: SECTION 1: Legislative Statement. This Ordinance regulates the use of small unmanned aircrafts, including drones, in the City of Evanston in order to address issues related to public health, safety, and welfare. This Ordinance will reduce public nuisances created by individuals operating small unmanned aircrafts within the City. The City will regulate the operation of unmanned aircrafts and will assess against operators the costs associated with preventing the public nuisance activity. Article VII, Section (6)a of the Illinois Constitution of 1970, which states that the “powers and functions of home rule units shall be construed liberally,” and was written “with the intention that home rule units be given the broadest powers possible” (Scadron v. City of Des Plaines, 153 Ill.2d 164). Pursuant to 65 ILCS 5/1-2-1, the City may make all rules and regulations to carry into effect the powers granted to the City, such broad and general grant of authority complementing the City’s home rule powers. At meetings held in compliance with the provisions of the Illinois Open Meetings Act (5 ILCS 120/1 et seq.), the City Council considered this Ordinance, heard public comment, and made findings. It is well-settled law in Illinois that the legislative judgment of the City Council must be considered presumptively valid (see Glenview State Bank v. Village of 262 of 677 46-O-17 ~2~ Deerfield, 213 Ill.App.3d 747(1991)) and is not subject to courtroom fact-finding (see National Paint & Coating Ass’n v. City of Chicago, 45 F.3d 1124 (1995)). The City Council finds that there is a growing prevalence of small unmanned aircrafts, including drones, which created public safety concerns. Further, small unmanned aircrafts are equipped with highly sophisticated surveillance technology that may threaten privacy and can carry cargo that could threaten safety. The federal government regulates the airspace through the Federal Aviation Administration (“FAA”), which launched a public awareness campaign urging novice operators to pay attention to safety and to avoid reckless and unsafe activities, such as flying too close to passenger planes, buzzing crowds or operating drones or unmanned aircraft while under the influence of alcohol or drugs. The FAA regulations specifically state that “land use, zoning, privacy, trespass, and law enforcement operations” a re areas that are appropriate for local municipal rules governing the regulation of small unmanned aircrafts. See, State and Local Regulation of Unmanned Aircraft Systems (UAS) Fact Sheet, FAA, https://www.faa.gov/uas/resources/uas_regulations_policy/ media/ uas_fact_sheet_final.pdf (last visited May 2, 2017). The City Council now seeks to enact regulations for the flight of small unmanned aircraft within the City of Evanston. The City Council also recognizes that responsible and safe drone use is an increasingly popular recreational activity, particularly among photographers and journalists, and promotes technological innovation, economic growth and job creation. The use of drones for hobby and recreational purposes will enable Evanstonians of all ages to familiarize themselves with this new technology. This Ordinance does not prohibit the operation of all unmanned 263 of 677 46-O-17 ~3~ aircrafts within the City limits. The Ordinance is reasonably tailored and complies with applicable federal regulations. The City Council finds that this Ordinance will enhance the public’s safety, and promote the general welfare of City of Evanston residents and visitors alike. SECTION 2: City Code Section 9-5-15 of the Evanston City Code of 2012, as amended, is stricken and replaced as follows: 9-5-15. – SMALL UNMANNED AIRCRAFT. 9-5-15-1. – DEFINITION For purposes of this Section, the following definitions apply: Aircraft Any object invented, used or designed to navigate or fly in the air. City airspace The airspace above the land, water and waterways within the jurisdiction of the City of Evanston. Firearm As defined in City Code Section 9-8-1. Hobby or recreational purposes A pursuit engaged in for relaxation, and not for business purposes and not for compensation or hire. Open air assembly unit Any structure, enclosed area or other demarcated space used for the assembly of persons in the open air, including, but not limited to : stadiums, athletic fields, automotive speed ways, aviation fields, beach enclosures, observation platforms, outdoor public swimming pools, street festivals or parade routes. Operate To pilot, steer, direct, fly or manage a small unmanned aircraft through the air whether from within the aircraft or remotely. The term "operate" includes managing or initiating a computer system that pilots, steers, directs, flies or manages a small unmanned aircraft. Public aircraft (1) Except with respect to an aircr aft described in subsection (5) below, an aircraft used only for the United States Government, except as 264 of 677 46-O-17 ~4~ provided in 49 U.S. Code §40125(b). (2) An aircraft owned by the Government and operated by any person for purposes related to crew training, equipment development, or demonstration, except as provided in 49 U.S. Code §40125(b). (3) An aircraft owned and operated by the government of a State, the District of Columbia, or a territory or possession of the United States or a political subdivision of one of these governments, except as provided in 49 U.S. Code §40125(b). (4) An aircraft exclusively leased for at least 90 continuous days by the gove rnment of a State, the District of Columbia, or a territory or possession of the United States or a political subdivision of one of these governments, except as provided in 49 U.S. Code §40125(b). (5) An aircraft owned or operated by the armed forces or chartered to provide transportation or other commercial air service to the armed forces under the conditions specified by 49 U.S. Code §40125(c). In the preceding sentence, the term “other commercial air service” means an aircraft operation that (i) is withi n the United States territorial airspace; (ii) the Administrator of the Federal Aviation Administration determines is available for compensation or hire to the public, and (iii) must comply with all applicable civil aircraft rules under Title 14, Code of Federal Regulations. Small unmanned aircraft An aircraft that: (1) is operated without the possibility of direct human intervention from within or on the aircraft, and (2) weighs less than 55 pounds at the time of the operation, including the weight of any payload or fuel. The term "small unmanned aircraft" includes drones. Surveillance The gathering, without permission and in a manner that is offensive to a reasonable person, of visual images, physical impressions, sound recordings, data or other informat ion involving the private, 265 of 677 46-O-17 ~5~ personal, business or familial activities of another person, business or entity, or that otherwise intrudes upon the privacy, solitude or seclusion of another person, business or entity, regardless of whether a physical trespass onto real property owned, leased or otherwise lawfully occupied by such other person, business or other entity, or into the airspace above real property owned, leased or otherwise lawfully occupied by such other person, business or other entity, occurs in connection with such surveillance. Weapon Any instrument, article or substance that, under the circumstances in which it is used, attempted to be used or threatened to be used, is readily capable of causing death or serious physical injury. 9-5-15-2. – OPERATING REGULATIONS. Except as otherwise provided in City Code Subsection 9-5-15-3, no person can operate any small unmanned aircraft in city airspace: (A) over any City of Evanston property, including City parks and buildings, open air assembly unit, school, school yard, hospital, or place of worship, without the property owner's consent, and subject to any restrictions that the property owner may place on such operation; (B) except for hobby or recreational purposes only, and in conformity with this Section; (C) directly over any person who is not involved in the operation of the small unmanned aircraft, without such person's consent; (D) over property that the operator does not own, without the property owner's consent, and subject to any restrictions that the property owner may place on such operation; (E) at an altitude higher than 400 feet above ground level; (F) outside the visual line of sight of the operator. The operator must use his or her own natural vision (which includes vision corrected by standard eyeglasses or contact lenses) to maintain at all times an unobstructed view of the small unmanned aircraft, without the use of vision-enhancing devices, such as binoculars, night vision goggles, powered vision magnifying devices, goggles designed to provide a "first person view" from the model or similar devices; (G) in a manner that interferes with, or fails to give way to, any manned aircraft; (H) between dusk and dawn; (I) whenever weather conditions impair the operator's ability to operate the small unmanned aircraft safely; (J) within 1,320 feet of the City of Evanston Water Treatment Plant without the City's consent, and subject to any restrictions that the City may place on such operation; 266 of 677 46-O-17 ~6~ (K) within 500 feet of any water intake facility or any electric generating facility, substation or control center without the facility owner's consent, and subject to any restrictions that the facility owner may place on such operation; (L) within 100 feet of any electric transmission facility without the facility owner's consent, and subject to any restrictions that the facility owner may place on such operation; (M) within 25 feet of any electric distribution facility or of any overhead wire, cable, conveyor or similar equipment for the transmission of sounds or signal, or of heat, light or power, or data, upon or along any public way within the City, without the facility or equipment owner's consent, and subject to any restrictions that the facility or equipment owner may place on such operation; (N) for the purpose of conducting surveillance, unless expressly permitted by law; (O) while under the influence of alcohol, or other drug or drugs, intoxicating compound or compounds or any combination thereof, as those terms are defined in 625 ILCS 5/11-501, as amended; (P) that is equipped with a firearm or other weapon; (Q) with intent to use such small unmanned aircraft or anything attached to it to cause harm to persons or property; (R) in a reckless or careless manner; or (S) in violation of any Federal or State law. 9-5-15-3. – CONSTRUCTION OF SECTION. (A) Operations Authorized by the FAA - Exception. Notwithstanding the prohibitions set forth in this Section, nothing in this Section will be construed to prohibit, limit or otherwise restrict any person who is authorized by the Federal Aviation Administration to operate a small unmanned aircraft in city air space, pursuant to Section 333 of the FAA Modernization and Reform Act of 2012 or a certificate of waiver, certificate of authorization or airworthiness certificate under Section 44704 of Title 49 of the United States Code or other Federal Aviation Administration grant of authority for a specific flight operation(s), from conducting such operation(s) in accordance with the authority granted by the Federal Aviation Administration. Persons operating small unmanned aircraft in city airspace must have proof of such authorization on their person during operation. (B) Operations Prohibited by the FAA - Clarification. Nothing in this section will be construed to authorize the operation of any small unmanned aircraft in city airspace in violation of any Federal statute or rules promulgated thereunder, including, but not limited to, any temporary flight restrictions or notices to airmen issued by the Federal Aviation Administration. (C) Operations Authorized by the State of Illinois - Exception. Notwithstanding the prohibitions set forth in this section, nothing in this section will be construed to prohibit the use of a drone by a law enforcement agency in accordance with Section 15 of the Freedom from Drone Surveillance Act, codified at 725 ILCS 167/1 et seq. 267 of 677 46-O-17 ~7~ 9-5-15-4. – VIOLATION - PENALTY. Any person who violates this Section will be fined five hundred dollars ($500.00) for each offense. 9-5-15-5. – SEIZURE FOR UNLAWFUL USE. (A) Upon a reasonable basis to believe that any small unmanned aircraft is or has been operating in violation of this Section, t he City Manager, Chief of Police, Fire Chief, or their duly authorized enforcement officers or designees may seize the small unmanned aircraft. (B) The City will provide notice to the owner within seven (7) days of seizing the small unmanned aircraft and will afford the owner the opportunity for an administrative hearing for the purpose of reviewing the appropriateness of the seizure. (C) The small unmanned aircraft will be held by the City until such time that the owner of such small unmanned aircraft reimburses the City for the costs incurred by the City related to and storage of the small unmanned aircraft. (D) If criminal charges involving the use, condition or operation of the small unmanned aircraft are pending, the small unmanned aircraft will be held until disposition of the criminal charges. (E) If it is determined at an administrative hearing, by a preponderance of evidence, that the seized small unmanned aircraft was not operated in violation of this Section, such small unmanned aircraft will be returned to its owner without charge. 9-5-15-6. – RULES AND REGULATIONS. The City Manager or his/her designee is authorized to adopt, promulgate, and enforce reasonable rules and regulations pertaining to the administration and enforcement of this Section 9-5-15. The City prohibits operation of any small unmanned aircraft in all City of Evanston buildings. SECTION 3: All ordinances or parts of ordinances in conflict herewith are hereby repealed. SECTION 4: If any provision of this ordinance or application thereof to any person or circumstance is ruled unconstitutional or otherwise invalid, such invalidity will not affect other provisions or applications of this ordinance that can be given effect without the invalid application or provision, and each invalid provision or invalid application of this ordinance is severable. 268 of 677 46-O-17 ~8~ SECTION 5: The findings and recitals herein are declared to be prima facie evidence of the law of the City and will be received in evidence as provided by the Illinois Compiled Statutes and the courts of the State of Illinois. SECTION 6: This ordinance will be in full force and effect immediately after its passage, approval and publication in the manner provided by law. Introduced:_________________, 2017 Adopted:___________________, 2017 Approved: __________________________, 2017 _______________________________ Stephen H. Hagerty, Mayor Attest: _____________________________ Devon Reid, City Clerk Approved as to form: _______________________________ W. Grant Farrar, Corporation Counsel 269 of 677 For City Council Meeting of June 12, 2017 Item: APW1 Block Party Applications For Discussion To: Honorable Mayor and Members of the City Council Administration and Public Works Committee From: David D. Stoneback, Public Works Agency Director Subject: Block Party Applications Date: June 1, 2017 Recommended Action: Staff will discuss the current policy regarding the block party application process and seek Council’s direction for any modifications to the current policy. Background: On May 22, 2017, Alderman Sufferdin made a referral to the Administration and Public Works Committee to discuss the City’s Block Party policy and procedures. Summary: The current block party policy requires an application form be submitted that indicates the applicant has notified all persons within the affected block and that no one objects to the closing of the street or the proposed activities. In 2016 there were a total of 165 block parties. Thus far in 2017, a total of 21 block party applications have been submitted. The table below indicates which ward these parties are located in. Ward # 2016 2017 1 3 0 2 16 3 3 11 2 4 9 0 5 10 3 6 52 9 7 31 3 8 9 0 9 24 1 Attachment: Current Block Party Application Form Memorandum 270 of 677 CITY OF EVANSTON Evanston Division of Transportation 2100 Ridge Avenue, Evanston, IL 60201-2896 Phone: 847-448-4311 Fax: 847-448-8118 WARD_______ Block Party #_______ APPLICATION FOR A BLOCK PARTY (Each BLOCK Is Allowed Only ONE (1) Block Party Per Year) Proposed Location – Street Name:__________________________________________________ Between ______________________Street/Avenue and ______________________Street/Avenue Proposed Date: ________________, 20____ (Allowable Dates: May 1st thru September 30th) Time: From __________________________am/pm To ____________________________am/pm 1. Will liquor or beer be consumed at this block party? YES ( ) or NO ( ) (NOTE: The sale of liquor or beer is prohibited) 2. The Evanston Police Department believes in building strong partnerships with the neighborhoods. Your Beat Officer can briefly visit your block party and distribute some information about the Evanston Police Department. Would you like to have your Beat Officer stop at your block party? YES ( ) or NO ( ) 3. Your block party provides an opportunity for you to get to know your Fire Department as well as the opportunity for your Fire Department to get to know you as it promotes fire safety education. Evanston's Fire and Safety Services would be glad to provide a fire engine to visit your block party. Would you like to have the Fire Department visit your block party? YES ( ) or NO ( ). Preferred time of arrival between 1:30 pm and 4:00 pm ______________pm PERMISSION TO HOLD A BLOCK PARTY WILL BE APPROVED SUBJECT TO THE FOLLOWING CONDITIONS 1. Application must be filed no less than ten (10) working days before the date of the proposed block party. 2. Applicant must provide proof of residence (copy of Driver’s License or current utility bill) within the affected block when submitting an application, whether in person or by mail. 3. All persons within the affected block must have been notified by the applicant and no one must object to the closing of the street or the proposed activities. 4. Applicant accepts responsibility for the placement and removal of the barricades furnished by the Evanston Division of Transportation and agrees to protect them from damage and vandalism. 5. Applicant accepts responsibility for the activities to be conducted throughout the term of this permit and agrees to clear the area of any refuse or debris which may result from the activities. 6. The City of Evanston's city code does not authorize the issuance of permits for loudspeakers and other related amplification equipment for block parties. 7. Block Party applications are considered public information and may be distributed upon request under the Freedom of Information Act with the applicant’s address and phone number deleted. Printed Name of Applicant Application Date Address of Applicant Zip Code Daytime Phone # E-Mail Address Signature of Applicant (By signing above applicant agrees to, and accepts all terms and conditions stated above) Office Use Only Approved By: ____________________________________________________________ Date: _______________ Liquor/Beer Approved By: _________________________________________________ Date: ________________ Revised May16, 2012 271 of 677 PLANNING & DEVELOPMENT COMMITTEE MEETING Monday, June 12, 2017 7:15 p.m. Lorraine H. Morton Civic Center, 2100 Ridge Avenue, Evanston James C. Lytle Council Chambers AGENDA I. CALL TO ORDER/DECLARATION OF QUORUM: ALDERMAN RAINEY, CHAIR II. APPROVAL OF REGULAR MEETING MINUTES OF MAY 22, 2017 III. ITEM FOR CONSIDERATION (P1) Ordinance 7-O-17, Amending Portions of the City of Evanston Zoning Code Regulating Generators The Plan Commission and staff recommend adoption of Ordinance 7-O-17, Zoning Ordinance Text Amendment to establish regulations for allowed location of generators. For Introduction (P2) Ordinance 47-O-17, Granting Landmark Status to Building and Lot of Record at 1726 Hinman Avenue The Preservation Commission and City staff recommend adoption of Ordinance 47-O-17 designating 1726 Hinman Avenue as an Evanston Landmark. This Ordinance was continued from May 22, 2017 to the June 12, 2017 City Council meeting. For Introduction IV. ITEM FOR DISCUSSION V. COMMUNICATIONS VI. ADJOURNMENT 272 of 677 Planning & Development Committee Meeting Minutes of May 22, 2017 7:15 p.m. James C. Lytle Council Chambers - Lorraine H. Morton Civic Center MEMBERS PRESENT: M. Wynne, A. Rainey, J. Fiske, E. Revelle, D. Wilson, T. Suffredin, R. Simmons STAFF PRESENT: S. Mangum OTHERS PRESENT: PRESIDING OFFICIAL: Ald. Rainey I. CALL TO ORDER/DECLARATION OF QUORUM: ALDERMAN RAINEY, CHAIR A quorum being present, Ald. Rainey called the meeting to order at 7:15 p.m. Alderman Rainey announces discussion of 1726 Hinman Avenue to be adjourned to June 12, 2017 upon request of both the applicant and the owner. II. APPROVAL OF REGULAR MEETING MINUTES OF MARCH 27, 2017 Ald. Rainey moved to approve the minutes of the April 24, 2017 meeting, seconded by Ald. Wilson. The committee voted unanimously 7-0, to approve the April 24, 2017 minutes. III. ITEMS FOR CONSIDERATION (P1) Community Partners for Affordable Housing Application for HOME & Affordable Housing Funding The Housing, Homelessness and Human Relations Commission and staff recommend approval of two forgivable loans in the not to exceed amounts of $252,662 in HOME funds and $326,502 in Affordable Housing Funds to Community Partners for Affordable Housing (CPAH) for the acquisition and rehabilitation of two three-bedroom affordable rental housing units. Funding is from the HOME Investment Partnerships Program and the City’s Affordable Housing Fund. The City has a total of $300,000 in HOME funds (Account 240.21.5430.65535) and $1,000,000 in Affordable Housing Funds (Account 250.21.5465.65535) budgeted for affordable housing projects. This does not include FY2017 HOME funds, which the City estimates will be about $260,000. For Action Ald. Rainey called for speakers from the public to address the meeting first. Sue Carlson, member of CPAH’s Evanston Advisory Board spoke in support of the program. Considering the affordability standard for land trust of 99 DRAFT - NOT APPROVED 273 of 677 Planning & Development Committee Meeting Page 2 o Minutes of May 22, 2017 years into the cost of $326,502 for two three-bedroom affordable units; this would result in a cost of $5000/year over the 99 year period which would make this program a good, affordable investment by the City. Sherry Shambee, Carlisha Spencer, Chuck Carra – all beneficiaries of affordable housing programs, spoke in support of the program, emphasizing on the immediate need for affordable housing and the success of similar programs. Lee Smith, Vice President of CPAH, also noted that the affordable housing program by CPAH was not only a good investment, but also provides its beneficiaries with an opportunity to pursue chances of upward mobility in their community. Ald. Wilson appreciated the market analysis report but voiced concerns about the costs of the project as well as the predictability of the long term success of the project. Ald. Fiske said that even though the costs were high and the long-term affordability was not ensured, the program is much needed. Ald. Fiske then enquired about examples of similar projects in other communities. Kim Ulbrich, the Executive Director at CPAH, stated examples of similar projects carried out by CPAH in Highland Park. Kim Ulbrich also mentioned a similar project in Evanston, funded by the Attorney General grant which was successful. She stressed that though the cost estimates are high, all allied costs have been considered to ensure the development of self-sustainable affordable housing units. Ald. Wilson raised concerns about the merits of providing help to two families at a time for 99 years versus those of helping more number of families immediately. In response, Kim Ulbrich said that even though TBRA can provide for the immediate need for housing, it is not a permanent program. Savannah Clement, Housing Policy and Planning Analyst, seconded this and also mentioned that the timeline of provision of future funding was uncertain. Ald. Revelle spoke in support of both programs to address immediate needs for housing as well as provide a stable permanent solution for affordable housing respectively. Ald. Rainey identified that the eligibility of a family to stay in a rehabilitated affordable unit does not cease and this is a major flaw in the program. Savanah Clement and Kim Ulbrich both responded that once the family’s income increases, they tend to move to better housing. Ald. Wilson requested to see research data on results of similar projects carried out in other communities over a long period of time, records of rent and occupancy rates to prove the feasibility of this type of project. Sarah Flax, Housing and Grants Administrator, noted that there have been 274 of 677 Planning & Development Committee Meeting Page 3 o Minutes of May 22, 2017 successful projects with 15 year affordability period. Ald. Rainey agreed that there is a desperate need for such projects, but, proposed that the funds be divided between the TBRA and CPAH and also that TBRA amend their program duration to 36 months. Ald. Wynne agreed that while division of funds between the two projects is a fair solution, there is a need for permanency to the solution of the affordable housing problem and thus supports the CPAH project. Upon Ald. Wilson’s request, Kim Ulbrich responded that the final decision point date would be July 31, 2017 and clarified that the high rehabilitation costs mentioned in the estimate depend upon the status of the housing units that are acquired and include a higher estimate to cover any unexpected increases. Ald. Simmons voiced support for the program, but also raised concerns about there being enough funding to accommodate both the TBRA and the CPAH programs. Ald. Simmons asked about the rate of graduation from the CPAH program and complement programs that CPAH provides to their resident families. Sarah Flax, in response to Ald. Simmons question regarding housing options for families in emergency need, said that the TBRA could be considered as an option. In response to Ald. Simmons’ latter question, Amy Kaufman, Associate Director, CPAH, said that CPAH had one tenant who had graduated to Home ownership and another tenant who is moving on to better housing opportunities. CPAH ensures that the program creates long term stability and provides opportunities for upward mobility amongst its families. As complement programs, CPAH offers ‘Stewardship’ to its residents, helping them with financial literacy, finance planning and property maintenance. Ald. Rainey moved to approve Community Partners for Affordable Housing Application for HOME & Affordable Housing Funding, seconded by Ald. Wynne. The Committee voted unanimously, 7-0, to approve. (P2) Tenant Based Rental Assistance Funding Renewal The Housing, Homelessness and Human Relations Commission and staff recommend approval of a funding renewal of up to $250,000 in HOME funds to expand the current Tenant-Based Rental Assistance (TBRA) program, administered by Connections for the Homeless, to provide stable housing for two years to up to ten at-risk Evanston families with children under the age of 18. Funding is from the HOME Investment Partnerships Program (Account 240.21.5430.65535). Currently, the City has a total of $262,968 in HOME funds, not including the CHDO set aside funds. This does not include FY2017 275 of 677 Planning & Development Committee Meeting Page 4 o Minutes of May 22, 2017 HOME funds, which the City estimates will be about $260,000, including the CHDO reserve. For Action Savanah Clement, Housing Policy and Planning Analyst, introduced the item P2 – Tenant Based Rental Assistance needs around $250,000 to support ten families for a period of 2 years which is concurrent with the capacity of the Connections for the Homeless. Previously TBRA had received around $500,000 which supported 21-22 families for two and a half years. Betty Bogg, Executive Director of Connections for the Homeless mentioned that the TBRA has so far been a successful program meant for families from the districts 65 and 202. The $250,000 funding would provide around $12500/year for each family. Upon Ald. Rainey’s request, Ms. Bogg specified that flexibility could be applied to the duration of the program (extension up to three years) for some families with provision of additional funding. Ald. Rainey also asked if any families are turned away due to a lack of housing within the program. Ms. Bogg responded that the program has a six family waiting list. Tina Paden also seconded that the program needs funding because there have been cases of families leaving the program due to lack of funds. Ald. Rainey presented a question regarding the most important need in housing in Evanston now. Betty Bogg responded that low wages being the main reason for the homelessness issue, the lack of affordable housing is the main issue that needs to be addressed. Ms. Bogg advocated that though housing without subsidy would be an ideal situation, raising the minimum wages to $15 per hour would be a recommendation. Ald. Rainey moved to approve funding renewal for Tenant Based Rental Assistance, seconded by Ald. Wynne. The Committee voted unanimously, 7-0, to approve. (P3) Ordinance 47-O-17, Granting Landmark Status to Building and Lot of Record at 1726 Hinman Avenue The Preservation Commission and City staff recommends adoption of Ordinance 47-O-17 designating 1726 Hinman Avenue as an Evanston Landmark. For Introduction Alderman Rainey announces discussion of 1726 Hinman Avenue to be adjourned to June 12, 2017 upon request of both the applicant and the owner. IV. ITEM FOR DISCUSSION There were no items for discussion. 276 of 677 Planning & Development Committee Meeting Page 5 o Minutes of May 22, 2017 V. COMMUNICATIONS There were no communications. VI. ADJOURNMENT Ald. Rainey moved to adjourn, seconded by Ald. Wynne. The committee voted unanimously 7-0 to adjourn. The meeting adjourned at 8:23 p.m. Respectfully submitted, Kalyani Agnihotri 277 of 677 For City Council meeting of June 12, 2017 Item P1 Ordinance 7-O-17, Amending Zoning Code Sections Regulating Generators For Introduction To: Honorable Mayor and Members of the City Council Planning and Development Committee From: Johanna Leonard, Community Development Director Scott Mangum, Planning and Zoning Administrator Meagan Jones, Neighborhood and Land Use Planner Subject: Ordinance 7-O-17 Establishment of Regulations for Allowed Location of Generators 17PLND-0015 Date: May 30, 2017 Recommended Action: The Plan Commission and staff recommend adoption of Ordinance 7-O-17, Zoning Ordinance Text Amendment to establish regulations for allowed location of generators. Livability Benefits Built Environment: Enhance Public Spaces. Background Currently, generators are not listed within the zoning ordinance. However, for purposes of permit approvals, staff uses regulations established for air conditioning equipment when determining setbacks and screening requirements for generators. The Zoning Ordinance lists regulations specific to air conditioners in Subsection 6-4-6-9 Special Regulations Applicable To Air Conditioning Equipment: Air conditioning equipment requirements are as follows: Required Yard Front yard: Prohibited. Interior side yard: Eight-foot setback required; or six-foot setback required when located within two (2) feet of the principal structure and obscured from view by screening methods such as landscaping. Interior side yard abutting an alley of at least eight (8) feet in width: Eight-foot setback required; or four-foot setback required when located within two (2) feet of the principal structure and obscured from view by screening methods such as landscaping. Memorandum 278 of 677 Street side yard: Four-foot setback required when located within two (2) feet of the principal structure and obscured from view by screening methods such as landscaping. Rear yard (rearmost thirty (30) feet of yard): Three-foot setback from all property lines (the same as other accessory structures in the required rear yard). Air conditioning equipment is also briefly referenced in Section 6-17-2-3. Scope of Landscape Guidelines in the Manual of Design Guidelines and Section 6-4-6-3. Allowable Accessory Uses and Structures (Detached from Principal Structure) both of which are included as attachments. Proposal Overview Based on feedback from the Plan Commission and staff research, staff is proposing to amend the zoning ordinance to establish regulations for allowed location of generators by adding a section explicitly addressing this equipment use. Specifically staff will amend the zoning ordinance as described below: 6-4-6-10. Special Regulations Applicable To Generators: Requirements for both permanently installed standby and portable generators are as follows: Required Yard Front yard: Prohibited. Interior side yard: A minimum eight-foot setback required; or six-foot setback required when located within two (2) feet of the principal structure and obscured from view by screening methods such as landscaping. For portable generator units, the Zoning Administrator reserves the right to require additional setback from neighboring properties. Interior side yard abutting an alley of at least eight (8) feet in width: A minimum eight-foot setback required; or four-foot setback required when located within two (2) feet of the principal structure and obscured from view by screening methods such as landscaping. For portable generator units, the Zoning Administrator reserves the right to require additional setback from neighboring properties. Street side yard: A minimum four-foot setback required when located within two (2) feet of the principal structure and obscured from view by screening methods such as landscaping. For portable generator units, the Zoning Administrator reserves the right to require additional setback from neighboring properties. 279 of 677 Rear yard (rearmost thirty (30) feet of yard): A minimum three-foot setback from all property lines (the same as other accessory structures in the required rear yard). For portable generator units, the Zoning Administrator reserves the right to require additional setback from neighboring properties. Testing Permanent standby generators may be operated for testing purposes weekdays (Monday through Friday) between 10:00 a.m. and 3:00 p.m. Section 6-17-2-3. Scope of Landscape Guidelines in the Manual of Design Guidelines The Manual of Design Guidelines shall contain guidelines that address the following landscape elements: (A) Landscape Elements of General Applicability: 1. Prohibited trees. 2. Minimum plant sizes. 3. Plant variety. 4. Berming. 5. Building foundation landscaping. 6. Design and planting of retention and detention ponds. 7. Front yard coverage in live landscaping. (B) Landscape Elements of Specific Applicability: 1. Perimeter landscaping for residential and nonresidential uses. 2. Perimeter and interior site landscaping for parking lots, parking decks, and loading areas. 3. Screening for refuse disposal areas, satellite dishes, air conditioners, generators, electrical equipment and mechanical equipment. 4. Screening for ground signs and ground lights. 5. Parkway trees. Additionally, generators will be added to Table 4-A in Section 6-4-6-3. Allowable Accessory Uses and Structures (Detached from Principal Structure) clarifying that locations for generators would be permitted in the side and rear yards of both residential and non-residential districts. Adding zoning regulations for generators will provide specific guidance in how location and screening of this equipment is determined and will help align staff interpretation with zoning regulations. It is also consistent with the goals, objectives, and policies of the Comprehensive General Plan to maintain the appealing character of Evanston’s neighborhoods and policy action of maintaining high property standards. 280 of 677 Legislative History May 10, 2017 – The Plan Commission unanimously recommended approval of the proposed text amendment with minor amendments as presented. March 8, 2017 – The Plan Commission began review of the text amendment, ultimately voting to return the text amendment to staff for additional research and revisions to proposed regulations. Attachments Ordinance 7-O-17 Link to Plan Commission Packet for 05/10/2017 Draft Plan Commission Minutes for the 05/10/2017 Meeting 281 of 677 3/1/2017 4/27/2017 5/23/2017 7-O-17 AN ORDINANCE Amending Portions of the City of Evanston Zoning Code Regulating Generators NOW BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF EVANSTON, COOK COUNTY, ILLINOIS THAT: SECTION 1: Table 4-A of Subsection 6-4-6-3(B), “Permitted accessory buildings, structures and uses,” of the Evanston City Code of 2012, as amended, is hereby further amended to include the following: Yard District 33. Generators S R Both SECTION 2: Section 6-4-6, “Accessory Uses and Structures,” of the Evanston City Code of 2012, as amended, is hereby further amended to add the following subsection: 6-4-6-10. - SPECIAL REGULATIONS APPLICABLE TO GENERATORS. Requirements for both permanently installed standby and portable generators are as follows: Required Yard Front yard: Prohibited. Interior side yard: A minimum eight-foot setback required; or six-foot setback required when located within two (2) feet of the principal structure and obscured from view by screening methods such as landscaping. For portable generator units, the Zoning 282 of 677 7-O-17 2 Administrator reserves the right to require additional setback from neighboring properties. Interior side yard abutting an alley of at least eight (8) feet in width: A minimum eight- foot setback required; or four-foot setback required when located within two (2) feet of the principal structure and obscured from view by screening methods such as landscaping. For portable generator units, the Zoning Administrator reserves the right to require additional setback from neighboring properties. Street side yard: A minimum four-foot setback required when located within two (2) feet of the principal structure and obscured from view by screening methods such as landscaping. For portable generator units, the Zoning Administrator reserves the right to require additional setback from neighboring properties. Rear yard (rearmost thirty (30) feet of yard): A minimum three-foot setback from all property lines (the same as other accessory structures in the required rear yard). For portable generator units, the Zoning Administrator reserves the right to require additional setback from neighboring properties. Testing Permanent standby generators may be operated for testing purposes weekdays on any given Monday through Friday between the hours of 10:00 a.m. and 3:00 p.m. SECTION 3: Subsection 6-17-2-3(B) of the Evanston City Code of 2012, as amended, is hereby further amended and revised as follows: (B) Landscape Elements of Specific Applicability: 1. Perimeter landscaping for residential and nonresidential uses. 2. Perimeter and interior site landscaping for parking lots, parking decks, and loading areas. 3. Screening for refuse disposal areas, satellite dishes, air conditioners, generators, electrical equipment and mechanical equipment. 4. Screening for ground signs and ground lights. 5. Parkway trees. SECTION 4: All ordinances or parts of ordinances in conflict herewith are hereby repealed. SECTION 5: If any provision of this ordinance or application thereof to any person or circumstance is ruled unconstitutional or otherwise invalid, such invalidity shall not affect other provisions or applications of this ordinance that can be given effect 283 of 677 7-O-17 3 without the invalid application or provision, and each invalid provision or invalid application of this ordinance is severable. SECTION 6: The findings and recitals herein are declared to be prima facie evidence of the law of the City and shall be received in evidence as provided by the Illinois Compiled Statutes and the courts of the State of Illinois. SECTION 7: This Ordinance 7-O-17 shall be in full force and effect from and after its passage, approval, and publication in the manner provided by law. Introduced:_________________, 2017 Adopted:___________________, 2017 Approved: _________________________, 2017 ______________________________ Stephen H. Hagerty, Mayor Attest: _______________________________ Devon Reid, City Clerk Approved as to form: ______________________________ W. Grant Farrar, Corporation Counsel 284 of 677 DRAFT Page 1 of 5 Plan Commission Minutes 5/10/17 MEETING MINUTES PLAN COMMISSION Wednesday, May 10, 2017 7:00 P.M. Evanston Civic Center, 2100 Ridge Avenue, James C. Lytle Council Chambers Members Present: Jim Ford (Chair), Simon Belisle, Carol Goddard, Andrew Pigozzi, Jolene Saul Members Absent: Patrick Brown, Terri Dubin, Peter Isaac, Colby Lewis, Associate Members Present: none Associate Members Absent: Scott Peters Staff Present: Meagan Jones, Neighborhood and Land Use Planner Scott Mangum, Planning and Zoning Administrator Presiding Member: Jim Ford, Chairman 1. CALL TO ORDER / DECLARATION OF QUORUM Chairman Ford called the meeting to order at 7:15 P.M. 2. APPROVAL OF MEETING MINUTES: March 22, 2017 Commissioner Pigozzi made a motion to approve the minutes from March 22, 2017. Commissioner Saul seconded the motion. A voice vote was taken and the minutes were approved, 3-0 with two Commissioners abstaining. 3. NEW BUSINESS A. TEXT AMENDMENT 17PLND-0015 Generators A Zoning Ordinance Text Amendment pursuant to City Code Title 6, Zoning, to establish regulations for allowed location of generators. Ms. Jones provided a brief presentation on the additional research performed by staff and updates made to the proposed text amendment. The changes made to the proposal included separating generator regulations into their own subsection, adding a required testing window for stand-by generators and providing for additional 285 of 677 DRAFT Page 2 of 5 Plan Commission Minutes 5/10/17 consideration of setbacks for mobile generators. Chair Ford opened the hearing to Commissioner questions and comments. Questions and comments included: ● Clarification that the use of generators is an accessory use to a primary structure on a property and that no size limitation is included. ● Landscaping requirements given the amount of heat given off by generators. Ms. Jones stated that in some cases staff can require additional screening or a change in screening, specifically for larger projects. ● Standards a Zoning Administrator may use for requiring additional setback requirements and why additional consideration for portable generators. Mr. Mangum stated that portable generators have a bit more flexibility in where they can be moved and can be louder than permanently installed generators. ● Concerns over the testing window and if the window could be expanded. Chair Ford opened the hearing to questions and comments from the public. One member of the public spoke who brought up concerns regarding the short testing period proposed, state and federal regulations that supersede local regulations (NFPA and others), and specifics for the various uses for the generators. Additional discussion amongst the Commission centered on the time period allowed for stand-by generator testing and what possible additional parameters, if any, were needed for determining the location of the generators Commissioner Pigozzi moved to recommend approval of the item with the provision of expanded testing hours of 10:00 AM to 3:00 P.M. The motion was seconded by Commissioner Goddard. A voice vote was taken and the motion was approved unanimously 5-0. B. TEXT AMENDMENT 17PLND-0031 Public Notice Requirements A Zoning Ordinance Text Amendment pursuant to City Code Title 6, Zoning, to establish responsibility for mailed noticing requirements for Planning and Zoning cases. Ms. Jones provided a brief overview of the proposed text amendment, explaining that this is an amendment that staff is revisiting. The original ordinance that was approved provided for the use of a third party mailing service to mail required notices for planning and zoning cases. The approved ordinance only included cases requiring a 500 ft. or 1,000 ft. mailing radius. The proposed amendment would amend the zoning ordinance to include cases requiring a 250 ft. mailing radius and adds a provision that would allow staff to send mailed notices for planning and zoning cases if needed. Chair Ford opened the hearing to Commissioner questions and comments. Questions 286 of 677 DRAFT Page 3 of 5 Plan Commission Minutes 5/10/17 and comments included: ● Examples of when staff would need to handle the mailings themselves. ● How use of the third party system has been received. Ms. Jones stated that the Blueprint Shoppe was the vendor awarded the mailed noticing contract and that at the time of the meeting, there have been approximately 8 cases that that have used that vendor’s services. ● Approximate costs for sending the mailings out. Ms. Jones provided an example and stated that additional cost comes from these minor, fence, and family necessity variation cases requiring two mailings, one for notice of receipt of an application and a second providing notification of staff decision of that case. ● Concern over shifting cost to an applicant who may not be able to handle the additional cost, especially in the case of family necessity variations. ● Necessity of a 250 ft. radius for minor variations. There was additional discussion on how to provide some acknowledgment of possible financial hardship, be it within the zoning ordinance or variation application. Commissioner Saul expressed the need to have uniform standards for determining the hardship. Commissioner Pigozzi made a motion to recommend approval of the text amendment with an added provision recognizing financial hardship. The motion was seconded by Commissioner Saul. The motion was approved unanimously 5-0. C. TEXT AMENDMENT 17PLND-0030 Determination of Front Yard A Zoning Ordinance Text Amendment pursuant to City Code Title 6, Zoning, to establish regulations to establish staff authority to determine the front yard of a parcel. Ms. Jones provided a brief overview of the proposed text amendment, explaining that the amendment came from an aldermanic request. Currently, per Ordinance, the front lot line and front yard of a parcel is determined by the owner of the property. This can, from time to time, cause issues on corner lots where setbacks can have greater effects on neighboring properties. The proposed amendment would establish the Zoning Administrator’s authority to determine the front lot line and front yard, giving consideration to any existing improvements on the lot as well as proportions of the lot line dimensions and pattern of existing development within the neighborhood. The Commission discussed the following: ● The general intent of the amendment and ● Grandfathering in of existing properties, giving consideration to the history of a property and previous zoning interpretations by staff. ● If the stated considerations of existing improvements, proportions of lot line 287 of 677 DRAFT Page 4 of 5 Plan Commission Minutes 5/10/17 dimensions and pattern of existing neighborhood development are defensible and sufficient for constraining the Zoning Administrator’s discretion. The Commissioners further discussed concerns about the amendment being too general and how to better define the considerations taken when determining the front lot line and front yard for a property. This included placement of existing entrances to primary structures, locations of existing accessory structures or mechanical equipment and historical information on past determinations for the property. Mr. Mangum asked for direction on how the Commission would prefer to see these considerations addressed within the ordinance be it a more specific list of standards or if there are additional factors to consider such as a record of Commission concerns. Commissioner Saul made a motion to send the item back to staff for further clarification. Commissioner Pigozzi seconded the motion. The motion was approved by a voice vote 4-1. 4. DISCUSSION A. Regulations for Drone Use Discussion, per City Council referral, on the establishment of regulations for drone use within the City of Evanston. Ms. Jones stated that Legal staff was drafting an ordinance to regulate the use of drones. Currently there are no zoning regulations related to drones and the proposed ordinance would not be governed by the zoning code. Ms. Jones clarified that the proposed ordinance is scheduled for the May 22, 2017 City Council agenda. The Commissioners agreed that the item does not appear to have land use implications and would not be under the purview of the Plan Commission. 5. PUBLIC COMMENT Mayor Haggerty spoke, thanking the Commission for its work and thoughtful discussion on the items before them. One resident spoke regarding the front yard determination and drone use. He asked if front yard determination affects the address of a property or vice versa. He also shared his opinion regarding the prevalence of drones. 5. ADJOURNMENT Commissioner Goddard made a motion to adjourn the meeting. Commissioner Belisle seconded the motion. A voice vote was taken and the motion was approved by voice call 5-0. The meeting was adjourned at 8:32 pm. 288 of 677 DRAFT Page 5 of 5 Plan Commission Minutes 5/10/17 Respectfully Submitted, Meagan Jones Neighborhood and Land Use Planner Community Development Department 289 of 677 For City Council meeting of June 12, 2017 Item P2 Ordinance 47-O-17, Granting Landmark Status to the Building and Lot of Record at 1726 Hinman Avenue For Introduction To: Honorable Mayor and Members of the City Council Planning and Development Committee From: Johanna Leonard, Community Development Director Carlos D. Ruiz, Senior Planner/Preservation Coordinator Subject: Ordinance 47-O-17: Granting Landmark Status to the Building and Lot of Record at 1726 Hinman Avenue Date: May 17, 2017 Recommended Action: The Preservation Commission and City staff recommend adoption of Ordinance 47-O-17 Designating 1726 Hinman Avenue (building and lot) as an Evanston Landmark. This Ordinance was continued from May 22, 2017 to the June 12, 2017 City Council meeting. Livability Benefits: Education, Arts & Community: Preserve and reuse historic structures and sites. Background Jim Kollross (the “Applicant”) of 1210 Michigan Avenue submitted an application nominating 1726 Hinman Avenue for landmark designation on December 19, 2016 and subsequently on February 17, 2017. Sigma Chi Foundation (“the Owner”) opposes the nomination. Preservation Commission Report and Recommendation The Preservation Commission conducted a public hearing on January 31, and at the request of the Applicant and Owner continued the hearing to March 21, 2017. The Commission adopted a Resolution and approved its Report on April 18, 2017 with findings of fact and recommended to City Council that the house at 1726 Hinman Avenue be designated an Evanston Landmark, in that it meets landmark criteria for designation: 2-8-4 (A) 3. Its exemplification of an architectural type, style or design distinguished by innovation, rarity, uniqueness or overall quality of design, detail, materials or Memorandum 290 of 677 craftsmanship: The house built in 1921 is classified as a Colonial Revival – which is an architectural style reflecting America’s interest in its colonial past. Distinguishing features of Colonial Revival style include: accentuated front doors, normally with decorative crown (Pediment) supported by pilasters, windows with double hung sashes, usually with divided lights and adjacent pairs. These character defining features are exhibited architecturally on the house at 1726 Hinman Avenue. 2-8-4 (A) 4. Its identification as the work of an architect, designer, engineer or builder whose individual work is significant in the history or development of the City, the State, the Midwest region or the United States: John Augustus Nyden (1878-1932) born in Sweden, immigrated to the United States in 1895. Nyden completed his architectural education at the University of Illinois at Urbana in 1904. He became a U.S. citizen in 1918, and served as State Architect for the State of Illinois in 1926-1927. John A. Nyden worked as chief designer for Arthur Heun of Chicago from 1907 to 1909. He also started an independent architectural practice in 1907. By 1919 Nyden had achieved a prosperous career. He designed approximately 300 buildings. At least eight of his buildings are individually listed in the National Register of Historic Places. Seven Nyden designed buildings are designated Evanston landmarks; and two structures are City of Chicago landmarks. 2-8-4 (B) Integrity of Landmarks and Districts. Any area, property, structure, site or object that meets any one or more of the criteria in Subsection 2-8-4(A) shall also have sufficient integrity of location, design, materials and workmanship to make it worthy of preservation or restoration: John A. Nyden designed the house at 1726 Hinman in 1921 and lived in the house until his death in 1932. The style of the house is Colonial Revival. The predominant materials are brick, stone, wood and ceramic tiles on the roof. The house exhibits quality materials and high level of craftsmanship. Even though the house is in need of restoration and repairs, it still retains its historic integrity. Legislative History ● December 19, 2016 and subsequently February 17: Jim Kollross of 1210 Michigan Avenue submitted an application nominating the Subject Property for landmark designation. ● January 31, 2017: Preservation Commission held a public hearing for the Landmark nomination. At the request of the Applicant and Owner, the hearing was continued to March 21, 2017. ● March 21, 2017: At the public hearing, the Commission heard testimony from the Applicant, the Owner and members from the audience, and found that the nominated house at 1726 Hinman Avenue met criteria for designation 2-8-4 (A) 3, (A) 4 and 2-8-4 (B). The Commission approved a motion recommending to City Council the designation of 1726 Hinman Avenue as an Evanston Landmark. ● April 18, 2017: Preservation Commission adopted a Resolution and approved its Report recommending to City Council the designation of 1726 Hinman Avenue as an Evanston Landmark. The Resolution requests the City Manager to transmit its Report and recommendation to City Council. 291 of 677 Attachments ● Proposed Ordinance 47-O-17 Granting Landmark Status to the Building and Lot of Record at 1726 Hinman Avenue ● Preservation Commission’s Resolution and Report with Findings of Fact and Recommendation to City Council ● Jim Kollross Nomination for Landmark Designation of 1726 Hinman Avenue ● Letters/emails in support of the nomination ● Sigma Chi Foundation presentation to the Preservation Commission opposing the nomination ● January 31, 2017 Preservation Commission Approved Meeting Minutes (Excerpt) ● March 21, 2017 Preservation Commission Approved Meeting Minutes (Excerpt) ● April 18, 2017 Preservation Commission Approved Meeting Minutes (Excerpt) ● Additional documentation in support of the nomination 292 of 677 5/8/2017 5/15/2017 47-O-17 AN ORDINANCE Granting Evanston Landmark Status to the Building and Lot of Record at 1726 Hinman Avenue WHEREAS, the City has enacted a Historic Preservation Ordinance (“Ordinance”), Title 2, Chapter 8 of the Evanston City Code of 2012, as amended; and WHEREAS, Section 2-9-5 of the Ordinance sets forth the process whereby the Preservation Commission (“Commission”) shall nominate and consider applications for landmark designation and designate landmarks and historic districts; and WHEREAS, John Augustus Nyden (1878-1932) is a prolific architect who emigrated from Sweden, later opened his own Chicago architectural firm in 1907, later served as the Illinois State Architect from 1926 to 1927 and has seven individual structures designated as Evanston landmarks, and has eight individual Illinois structures on the National Register of Historic Places, is the architect of the house located at 1726 Hinman Avenue in Evanston (the “Subject Property”); and WHEREAS, the Subject Property was built in 1921 in the Colonial Revival style, which is an architectural style reflecting America’s interest in its colonial past, and was built on what was the remaining 1891 Queen Anne structure 293 of 677 47-O-17 ~2~ originally sited on the property located at 1726 Hinman Avenue in Evanston, Illinois; and WHEREAS, the Subject Property maintains its original quality of design and craftsmanship in exterior and exterior materials; and most of its high degree of craftsmanship; and WHEREAS, Jim Kollross (the “Applicant”), residing at 1210 Michigan Avenue, Evanston, Illinois, submitted an application on December 19, 2016, for the designation of the building on the Subject Property as an Evanston Landmark; and WHEREAS, Ashley Woods, President of the Sigma Chi Foundation, owner of the Subject Property, objects to the application for Evanston Landmark designation of the Subject Property; and WHEREAS, the Commission conducted public hearings, pursuant to proper notice, on January 31, 2017, March 21, 2017, and April 18, 2017, to consider the application pursuant to Section 2-8-5 of the Ordinance; and WHEREAS, due notice of said hearings was given in accordance with the requirements of the Evanston Preservation Commission Ordinance and all persons desiring to be heard were given opportunity to be heard; and WHEREAS, the Commission, after having heard and reviewed the nomination testimony, receiving other evidence and making a written record, found that the aforesaid record of lot and building on the Subject Property, designed by John Augustus Nyden and constructed in the Colonial Revival style, 294 of 677 47-O-17 ~3~ met the criteria in City Code Sections 2-8-4(A)(2), 2-8-4(A)(3), and 2-8-4 (B) of the Ordinance for designation as an Evanston Landmark; and WHEREAS, at its March 21, 2017 meeting, the Commission voted to recommend that the City Council grant Evanston Landmark designation to said building on the Subject Property; and WHEREAS, at its April 18, 2017 meeting, the Commission adopted a Resolution “Requesting the City Manager to Transmit the Evansto n Preservation Commission’s Report and Recommendation that the City Council Designate the Building at 1726 Hinman Avenue as an Evanston Landmark” to the City Council; and WHEREAS, the Planning and Development Committee of the City Council considered and adopted the record and recommendation of the Preservation Commission at its May 22, 2017 meeting and recommended that the City Council designate the building on the Subject Property, as an Evanston Landmark; and WHEREAS, the City Council considered and adopted the respective records and recommendations of the Preservation Commission and the Planning and Development Committee at its May 22, 2017 and June 12, 2017 meetings, and NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF EVANSTON, COOK COUNTY, ILLINOIS: SECTION 1: The above recitals are found as fact and made a part hereof. 295 of 677 47-O-17 ~4~ SECTION 2: Pursuant to City Code Section 2-8-5(G) of the Ordinance, the City Council hereby designates the building at 1726 Hinman Avenue as an Evanston Landmark. SECTION 3: If any provision of this ordinance or the application thereof to any person or circumstance is held invalid, the invalidity shall not affect other provisions or applications of this ordinance which can be given effect without the invalid provisions or applications thereof. SECTION 4: All ordinances or parts of ordinances in conflict herewith are hereby repealed. SECTION 5: This ordinance shall be in full force and effect from and after its passage, approval, and publication in the manner provided by law. Introduced:_________________, 2017 Adopted:___________________, 2017 Approved: __________________________, 2017 _______________________________ Stephen H. Hagerty, Mayor Attest: _______________________________ Devon Reid, City Clerk Approved as to form: _______________________________ W. Grant Farrar, Corporation Counsel 296 of 677 297 of 677 298 of 677 299 of 677 1 City of Evanston Evanston Preservation Commission Report to the City Council Recommendation that the House at 1726 Hinman Avenue Be Designated as an Evanston Landmark April 18, 2017 To the Honorable Mayor and the City Council of the City of Evanston: COMMISSION’S RECOMMENDATION The Preservation Commission recommends that the City Council designate the house at 1726 Hinman Avenue as an Evanston landmark. The nomination meets the City Code, Section 2-8-4 Criteria for Designation (A) 3, (A) 4 and has sufficient integrity in accordance with subsection (B). 1726 Hinman Avenue BACKGROUND On December 19, 2016, and subsequently on February 17, 2017, Jim Kollross (the “Applicant”), residing at 1210 Michigan Avenue, Evanston, submitted an application, nominating for landmark designation the house at 1726 Hinman Avenue (“Subject Property”). On December 21, 2016, the Commission notified Ashley Woods, President, of Sigma Chi Foundation, at 1714 Hinman Avenue, Evanston (the “Owner”) of the receipt of the nomination. Subsequently, on January 20, 2017, the Commission notified the Owner of the public hearing scheduled on January 31, 2017. 300 of 677 2 In accordance to Section 2-8-5 of the Evanston City Code of 2012, as amended (the “City Code”), the Preservation Commission (the “Commission”) conducted a public hearing on January 31, 2017. At the request of both the Applicant and the Owner, the public hearing was continued to March 21, 2017. At the public hearing on March 21, 2017, Jim Kollross, the Applicant, presented the landmark nomination. Mr. Kollross maintained that the 1921 Colonial Revival house at 1726 Hinman Avenue exhibits quality design and materials, and possesses good integrity. Architect John Augustus Nyden, architect, bought the property and tore down the existing structure, keeping only a portion of the foundation from the 1891 Queen Anne. He then built a three-story Colonial Revival house on the remainder of the old foundation. John A. Nyden was a well-regarded and recognized Chicago area architect. Nyden designed buildings now listed in the National Register of Historic Places. Others are designated local Landmarks in Evanston, Chicago, and elsewhere in the United States. For those reasons the house at 1726 Hinman Avenue meets criteria for Landmark designation 2-8-4 (A) 2, 3 and possesses integrity under 2-8-4 (B). The Owner, represented by Ashley Woods, President, Sigma Chi Foundation; Hal R. Morris, Attorney at Law and Scott Hezner, Architect, argued against the landmark nomination. The Owner stated that 1726 Hinman Avenue is not a good representative of the Colonial Revival style, lacks integrity as described in the Ordinance, and that John Nyden’s work and reputation was insufficient to meet the Ordinance standards. The Commission also received eighteen (18) written comments from neighbors and interested City residents in support of the nomination, and no written comments in opposition. During the Public Hearing on March 21, three (3) persons testified in favor of the nomination. COMMISSION’S REPORT WITH FINDINGS OF FACT The City Code Section 2-8-5 (E) requires that the Commission’s recommendation include a report with the following information: 1. Explanation of the significance or lack of significance of the nominated landmark or district as it relates to the criteria for designation; On March 21, 2017, the Preservation Commission found that the nominated house for Landmark designation at 1726 Hinman Avenue meets criteria for landmark designation of the City Code, Section 2-8-4 (A) “Criteria for Designation” 3 and 4 as follows: (A) 3. Its exemplification of an architectural type, style or design distinguished by innovation, rarity, uniqueness or overall quality of design, detail, materials or craftsmanship; The house at 1726 Hinman Avenue, built in 1921, is classified as Colonial Revival design. This description generally refers to homes built from the 1880s to the mid- 301 of 677 3 1950s, reflecting renewed interest in the earliest English and Dutch houses from the Colonial era. Distinguishing features of Colonial Revival design include accentuated front doors, often including decorative surrounds, fanlights or sidelights at doors, symmetrical design (although some examples have doors off-center), windows with double-hung sashes, usually with divided lights, and paired windows. Virginia & Lee McAlester, defined the Colonial Revival style (1880-1955) identifying features as: “Accentuated front door, normally with decorative crown (Pediment) supported by pilasters, or extended forward and supported by slender columns to form entry porch; doors commonly have overhead fanlights or sidelights; façade normally shows a symmetrically balanced windows and center door (Less commonly with door off-center); windows with double-hung sashes, usually with multi-pane glazing in one or both sashes; windows frequently in adjacent pairs.” 1 Several relevant design features of 1726 Hinman Avenue are: The front elevation achieves quality of design with the front entrance surround, which includes a pediment and pilasters, a divided light door, and an arched divided light transom. The front porch with eight Doric Columns, cornice, and a tile floor. Three front roof pediment dormers with arched divided light. The house also exhibits quality materials and construction including: Brick façade with double hung windows with six divided lights on the upper sash, limestone keystones in brick flat arch window heads, and limestone window sills. Ceramic tiles on the main roof and dormers. Copper roofs on a bay window and rear single story breakfast room and porch, and copper gutters and flashing at dormers and chimneys. The house’s unique architectural features include: A double rear dormer with dual roofs, with open pediments and pilasters, arched divided light windows, and clay tile side wall cladding. An arched triple window in rear second floor with triple keystones and curved brick pediment (A) 4. Its identification as the work of an architect, designer, engineer or builder whose individual work is significant in the history or development of the City, the State, the Midwest region or the United States; John Augustus Nyden (1878-1932) was born in Nybygget, Moheda, Sweden. He immigrated to the United States in 1895. Nyden studied architecture at the Art Institute of Chicago and completed his studies in 1901. Then in 1904 Nyden completed his architectural education at the University of Illinois at Urbana He became a U.S. citizen in 1918 and joined the Army. While serving in the Army, he built 42 general debarkation hospitals across the U.S. Post-war, he remained in the Army Reserves, rising to the 1 A field Guide to American Houses, Virginia & lee McAlester, 1984 302 of 677 4 rank of Lieutenant-Colonel in 1923. Nyden became a successful and prominent architect, including serving as State Architect for the State of Illinois in 1926-1927.2 John Nyden and his wife Ottilia purchased 1726 Hinman Avenue on May 6, 1921. Nyden tore down the existing structure, retaining a portion of the foundation from the former 1891 Queen Anne building. He then built a three-story Colonial Revival house on the remainder of the old foundation, which featured a brick facade, a tile roof, limestone and copper details, and a matching coach house with a coach house garage at the rear of the property. The Nydens moved into the new house in 1921, and John Nyden lived there until his sudden death in 1932. John A. Nyden worked as chief designer and planner for Arthur Heun of Chicago from 1907 to 1909. In addition to his design work with Arthur Heun, Nyden opened an office on LaSalle Street in downtown Chicago in 1907, starting his independent practice. In 1919 he moved his practice to North State Street, and this began a particularly prosperous and successful period in his career. 3 Nyden designed approximately 300 buildings for varied commercial and residential uses (multi-family, commercial, retail, hospitals, educational and houses). Nyden has at least eight (8) buildings individually listed in the National Register of Historic Places, seven (7) designated Evanston landmark buildings, and at least two (2) City of Chicago landmark buildings. John A. Nyden’s Evanston Work Nyden designed 17 buildings in Southeast Evanston, including vintage apartment buildings listed in the National Register of Historic Places and designated as Evanston landmarks. These buildings include: Westminster, 632-640 Hinman Avenue (1912); Stoneleigh Manor, 904-906 Michigan Avenue (1913); and Fountain Plaza Apartments, 830-856 Hinman Avenue (1922).These landmark structures created the character of this Evanston neighborhood, and nearly 500 Nyden designed housing units are in existence in that area today. Essentially, an estimated one percent of Evanston’s current residents live in a Nyden vintage apartment. Other Evanston Landmarks, representing the range of Nyden’s work, include: Hahn Building, 1618 Orrington and 1609 Sherman Avenues (1927)--a commercial building in downtown Evanston; 2855 Sheridan Place (1911)--a residence; 807-817 Judson (1925) an apartment building; and 822-828 Judson Avenue (1927)--an apartment building. Nyden’s Chicago Work Nyden’s Chicago works vary in building type, style, and use. Nyden buildings include: First Swedish Baptist Church, 1242 W. Addison St. (1911) now Missio Dei Chicago; and Caroline Hall and the President’s Residence, North Park College (1924-1925), now 2 John A. Nyden Family Collection, 1850-1989 https://archon.carli.illinois.edu/?p=collections/findingaid&id=590&templateset=print&disabletheme=1 3 Achieving The American Dream: The Career of Augustus Nyden, 1895-1932, Bradley Skelcher 303 of 677 5 North Park University. Nyden also designed North Park’s grounds in 1913, and designed the initial gymnasium/auditorium. Nyden also served as a member of the College’s Board of Trustees. Given his veteran status, Nyden was commissioned to design the Victory Monument (1927), located at 35th and Martin Luther King Drive, this monument is listed in the National Register of Historic Places. The Victory Monument honors an African-American regiment that lost 137 lives in World War I. Other Nyden designs which are City of Chicago Landmarks and also listed in the National Register of Historic Places include: Belmont-Sheffield Trust and Savings Building (1928), originally a neighborhood bank, now apartments and retail; and 257 East Delaware Place (1917); originally an apartment building, now a condominium. Nyden designed large scale residence hotels in Chicago. The following structures are included in the Residential Hotels in Chicago, 1910-1930, a National Register of Historic Places Multiple Property Documentation Form4: The ten-story Fairfax Apartment Hotel, 1369 E. Hyde Park Blvd. (1925); the twelve-story Commonwealth Hotel, 2757 N. Pine Grove Avenue (1923); and the six-story Eastwood Beach Apartment Hotel, 811 W. Eastwood Avenue (1912). Nyden’s work in Illinois and elsewhere in the United States Nyden also designed buildings in downstate Illinois and elsewhere in the United States. Among these designs now listed in the National Register of Historic Places are: the Grandstand at the Illinois State Fairgrounds, Springfield, IL (1927); Goddard Chapel, Rose Hill Cemetery, Marion, IL (1918); and the American Swedish Historical Museum, Philadelphia, PA (1926), the oldest Swedish historical museum in the U.S. 2. Explanation of the integrity or lack of integrity of a nominated landmark or district; (B) Integrity of Landmarks and Districts. Any area, property, structure, site or object that meets any one or more of the criteria in Subsection 2-8-4(A) shall also have sufficient integrity of location, design, materials and workmanship to make it worthy of preservation or restoration. On March 21, 2017, the Preservation Commission found that the nominated house for Landmark designation at 1726 Hinman Avenue possesses integrity under the City Code, Section 2-8-4 (B) as follows: Based on the original plans, there are no significant changes to the exterior of the house. The house was extremely well built with quality materials. 4 Residential Hotels in Chicago, 1910-1930, a National Register of Historic Places Multiple Property Documentation Form prepared by Emily Ramsey and Lara Ramsey, April 15, 2016 304 of 677 6 At a Zoning Board of Appeals (ZBA) hearing on November 18, 1975, the ZBA granted a special use at 1726 Hinman Avenue as a rooming house with the condition that there will be a maximum of seven residents serving as scholarship counselors at Sigma Chi. In part, several questions posed at the 1975 hearing focused on preserving the appearance of the building as a single-family dwelling. Mr. Bingham, then Executive Director of Sigma Chi Foundation, testified that the Sigma Chi Foundation will ‘preserve the exterior appearance of the house as a single family residence’ and ‘maintain it in a fine condition of upkeep and repair.” Also, as a result of the 1975 ZBA Hearing, a Covenant dated February 26, 1976, between Sigma Chi Foundation and the City of Evanston recorded against the property states “2. No changes shall be made that will not preserve the appearance of a single family dwelling.” Despite needed maintenance and repairs, the house retains its historic integrity. 3. Identification of critical features of the nominated landmark or areas, properties, sites and objects in a nominated district to provide guidance for review of alteration, construction, demolition or relocation; The house at 1726 Hinman Avenue has good integrity, despite current need for repairs. Examples of the building’s original plans are the basis for future guidance for review of alteration, construction, demolition, or relocation under Evanston’s ordinance. Among the critical features to be retained, by façade and for the coach house, are: East front elevation Brick facade featuring window openings with limestone keystones in brick flat arch heads and limestone sills Gable roof running parallel to the street covered with ceramic tiles and finished with stone chimney caps, with a bracketed cornice at the eave Front porch with eight Doric columns, trellises, cornice trim, and tile floor 305 of 677 7 Entrance with pediment and pilaster surround, a divided light door, and an arched divided light transom Windows in groups of two and three front dormers that feature trim in the form of pediments with pilasters, arched divided light windows, and clay tile side wall cladding West rear elevation An arched triple window in rear second floor with triple keystones and curved brick pediment Rear single story breakfast room and porch with copper roof A double rear dormer with dual roofs, trim in the form of pediments with pilasters, arched divided light windows, and clay tile side wall cladding 306 of 677 8 North side elevation A bay window on the first floor with a copper roof Brick masonry chimney. South side elevation Double-hung windows with divided lights on the upper sash Windows in groups of two and three Quarter-circle divided light attic windows Copper gutters and copper flashing at dormers and chimneys 307 of 677 9 Soffit with dentil molding and cornice returns at gable ends Coach house A matching coach house also with a brick facade, windows and doors with keystones and brick flat arch heads, limestone window sills, a brick masonry chimney with a stone cap, copper gutters and flashing, plus garage doors on both east and west sides. 4. Proposed design guidelines, if any, for review of alteration, construction, demolition or relocation; As a designated Evanston landmark, the house and coach house would be subject to review for exterior work requiring a permit and when visible from the public way under the City Code Section 2-8-9 Standards for Review of Alteration, Construction, Relocation and Demolition. 5. A map showing the location of the nominated landmark or the boundaries of the nominated district. (See next page) 308 of 677 1726 Hinman Avenue drawGraphics_poly User drawn polygons User drawn points Tax Parcels April 24, 2017 0 0.03 0.060.015 mi 0 0.055 0.110.0275 km 1:2,000 This map is not a plat of survey. This map is provided "as is" without warranties of any kind. See www.cityofevanston.org/mapdisclaimers.html for more information. Copyright 2016 City of Evanston309 of 677 310 of 677 311 of 677 1 Evanston Landmark Nomination Form Information Name of Property: Ward Nyden Manor House Street Address: 1726 Hinman Avenue, Evanston, IL PIN: 11-18-400-014-0000 Date of Construction: 1875 The Ward Nyden Manor House at 1726 Hinman Avenue, Evanston, IL is eligible for City of Evanston Landmark designation on the basis of meeting Evanston Historic Preservation Ordinance Section 2-8-4 Section (A) Criteria numbers 2, 3, 6, 9, and 10, and Section (B). Applicable Criteria for Designation (A) 2. Its identification with a person or persons who significantly contributed to the historic, cultural, architectural, archaeological or related aspect of the development of the City of Evanston, State of Illinois, Midwest region, or the United States. The Ward Nyden Manor House at 1726 Hinman is identified with two families, the Wards and the Nydens, who both contributed significantly to the historic, cultural, architectural, and archaeological development of the City of Evanston, the State of Illinois, and the United States. Lorenzo C. Ward and his family built and owned the House at 1726 Hinman from 1875 through 1921. Mr. Ward was an industrialist who developed significant businesses in the greater Chicago area related to manufacturing butter, cheese, and 312 of 677 2 milk products. One of his factories employed 100 people and produced condensed milk, later being acquired by Borden’s and sold under that brand name. Mr. Ward’s boyhood farm in St. Charles eventually became Pottawatomie Park, the first State Park in Illinois. Lorenzo C. Ward’s wife, Ellen C. Gillette Ward was one of a small group of women that started the Fort Dearborn Chapter of the Daughters of the American Revolution, and her name appears on the original Fort Dearborn Chapter Charter from 1894, along with the Chapter’s first regent, Cornelia Lunt, the daughter of Orrington Lunt and niece of John Evans, founders of Northwestern University and Evanston. (see Exhibit 1) One of the original officers of the Fort Dearborn Chapter was Sarah Watson Gillette, who was Mrs. Ward’s sister and also resided with her at the Ward House at 1726 Hinman. [Source for Sarah W. Gillette’s residency at her sister’s home: Evanston city directories throughout the late 1800s and early 1900s] Mrs. Ward and her sister and the other founders and officers of the Fort Dearborn Chapter were active in civic affairs in Evanston. For example, between 1896 and 1898, the Fort Dearborn Chapter presented Evanston with a large flag and tall flagpole and placed it in the center of the City, in Fountain Square, where it became a visual fixture of Evanston. (see Exhibit 2) Mr. and Mrs. Ward had four daughters. One of the Ward’s daughters, Edith Gillette Ward became an active settlement worker helping new immigrants make a successful transition to the United States, and worked at Jane Addams Hull House from 1906 to 1908. [Edith Gillette Ward’s settlement work was confirmed in The Fourth General Catalogue of the Officers and Graduates of Vassar College by Vassar College 1910.] Mr. Ward had other relatives in Evanston who were active in the City. For example, Mr. Ward’s younger cousin was Joseph F. Ward, who became the Founding President of City National Bank of Evanston in 1900, which he ran for two decades. Mr. Ward and his cousin lived across the street from each other, with Joseph F. Ward residing at 1725 Hinman along with his wife Estelle Frances Ward, who was also a charter member of the Fort Dearborn Chapter of the Daughters of the American Revolution. Since the Joseph F. Ward home no longer exists, the Ward Nyden Manor House at 1726 Hinman is likely the last standing original residence from one of Evanston’s most important early families. It is notable that both Lorenzo and Ellen Ward came from colonial families with long histories of contribution to the United States. Mr. Ward's family is considered a founding family of the United States by historians, arriving in 1630, ten years after the pilgrims landed at Plymouth Rock, and includes Revolutionary War General Artemas Ward, who was in charge of Massachusetts under George Washington. [Mr. Ward’s ancestry was confirmed in The William Ward genealogy: the history of the descendants of of William Ward of Sudbury, Mass., 1638-1925 by Charles Martin 1925.] Mrs. Ward was the great-granddaughter of Jabez Gillette, a revolutionary 313 of 677 3 war officer who commanded a militia in Connecticut. [Ms. Ward’s ancestry was confirmed in Lineage Book – National Society of the Daughters of the American Revolution, Volume IX, by Mary Jane Seymour 1899.] Mrs. Ward passed away in 1920 (she was preceded in death by Mr. Ward who passed away in 1890), and the Ward Family House at 1726 Hinman was sold to John Augustus Nyden in 1921. John Augustus Nyden was a prominent architect who had opened his own firm in Chicago in 1907 after emigrating from Sweden in 1895 and putting himself through school. Mr. Nyden designed significant buildings across Evanston, Chicago and the United States, leaving a legacy that carries on today. His Evanston buildings include the following: - Hahn Building – Evanston Landmark, office and retail building built in 1927 in center of downtown with sides at 1618 Orrington and 1609 Sherman (see Exhibit 3) - Evanshire Hotel - luxury hotel opened in 1923 at 860 Hinman, today it is an apartment building with first floor retail and dining (see Exhibit 4) - City National Bank – southwest corner of Davis and Sherman, razed. - Church Street Building – retail and office building built in 1923 in center of downtown at 708 Church (see Exhibit 5) - Several homes, including the Evanston Landmark at 2855 Sheridan Place (see Exhibit 6) In Chicago, Mr. Nyden designed many buildings, including the following: - A large number of residences, buildings, and apartment complexes throughout the North Park and Edgewater neighborhoods - From 1914 to 1925, Mr. Nyden helped build North Park College, where he was a trustee, and was the architect for Caroline Hall, the President’s Home (converted to student services), the College’s first gymnasium, and the central heating plant - Various hotels such as the Admiral Apartment Hotel Building in 1922, the Commonwealth Hotel, and the Melrose Hotel - Belmont-Sheffield Trust and Savings Bank Building, built 1928, Chicago City Landmark, National Register of Historic Places (see Exhibit 7) In 1918, the year he became a U.S. citizen, Mr. Nyden joined the Army as a Major in the Construction Division and supervised the construction of 42 general and deportation hospitals around the country during World War I, remaining in the Reserves after the War and rising to the rank of Colonel. In recognition of his contribution to Illinois, Mr. Nyden was appointed the Illinois State Architect in 1926. He then designed the grandstand at the State Fairgrounds in Springfield. Also in 1926, Mr. Nyden was commissioned to construct the John Morton Memorial Museum (now the American Swedish Historical Museum) in Philadelphia, the oldest American Swedish Museum in the Country. (see Exhibit 8) 314 of 677 4 Mr. Nyden was the architect for the Victory Monument in Chicago, bronze sculptures erected in 1927 that honor an African-American unit which saw active combat in France and name 137 members of the Eight Infantry, Illinois National Guard, who lost their lives during World War I. The Victory Monument is a City of Chicago Landmark and on the National Register of Historic Places, and in many years has been used as the starting point for the annual Bud Billiken Parade in Chicago. (see Exhibit 9) Mr. Nyden passed away in his home in 1932. His wife Alma Ottilia Hemmingsson Nyden lived to the age of 95 and a half and passed away in 1969. The Nyden heirs sold the Ward Nyden House to the Sigma Chi Foundation in 1975. Sigma Chi calls 1726 Hinman the “Manor”. Sigma Chi has its national headquarters and Foundation at 1714 Hinman, the building next door to the Ward Nyden Manor House. Sigma Chi received special permission from Evanston in 1976 to use the Ward Nyden Manor House as a rooming house for travelling national fraternity members when they were in Evanston, and later it was also used as an archive and full-time residence for one of their employees responsible for the Fraternity’s history. The Ward Nyden Manor House at 1726 Hinman sits empty today, and Sigma Chi plans to demolish the structure to make a vacant lot. 3. Its exemplification of an architectural type, style or design distinguished by innovation, rarity, uniqueness, or overall quality of design, detail, materials, or craftsmanship. The Ward Nyden Manor House at 1726 Hinman is unique in that it appears to be the oldest Colonial Revival architectural style home standing in Evanston, with tax records showing the home is 141 years old, completed in 1875. As a comparison, a review of the Lakeshore Historic District inventory of 774 primary structures shows that all Colonial Revival style homes in the Lakeshore Historic District were built after the Ward Nyden Manor House, and the report specifically states that the 100 Colonial Revival structures in the Lakeshore Historic district “date from 1885 through 1962”. [Source: Architectural Resources in the Evanston Lakeshore Historic District prepared by Granacki Historic Consultants in 2012 for the City of Evanston.] The Ward Nyden Manor House is distinguished by excellent overall quality of design, detail, materials, and craftsmanship. (see Exhibits 10 through 13) Exterior features of the three-story home include the following: - Full brick construction - Tiled roof (see Exhibit 14) - Columned front porch (see Exhibit 15) - Windows/doors with keystones and decorative brick pattern - Sun room areas on both the first and second floors - Arched window on the West second floor (see Exhibit 16) - Bay window on the North side first floor 315 of 677 5 - Third story with windows on all four sides - Stone chimney caps Additionally, the Ward Nyden Manor House at 1726 Hinman has a coach house, which is another distinguishing feature given the Lakeshore Historic District inventory shows only 31 coach houses in total. (see Exhibit 17) 6. Its association with important cultural or social aspects or events in the history of the City of Evanston, the State of Illinois, the Midwest region, or the United States. The Ward Nyden Manor House at 1726 Hinman is directly involved in two of the most important cultural and social aspects that helped define the history of City of Evanston in the late 1800 and early 1900s -- the expansion of women’s rights and the culture of giving back to the community. These activities involve both the Ward Nyden Manor House itself and the actions of members of the Ward and Nyden family, and are in addition to items previously mentioned. Ellen C. Gillette Ward and her sister, Miss Sara Watson Gillette, who resided at the Ward House at 1726 Hinman, were both founders of the Pierian Club of Evanston in 1891. (see Exhibit 18) The Pierian Club is one of the oldest Evanston women’s clubs still in existence in Evanston, recently celebrating its 125th anniversary, and is described today by the Evanston Women’s History Project as “having an initial purpose to provide women an opportunity for ‘mutual self-improvement’ through literary study and intellectual discourse at a time when higher education for women was not readily available” and also as “the cultural oasis they needed – it gave them a sense of intellectual independence, the first step toward true women’s liberation”. The Pierien Club holds regular meetings where members read papers they researched and then discuss as a group. Given that two of the twelve founding members of Pierien Club lived in the Ward Nyden Manor House at 1726 Hinman, it is a very likely that the Ward Nyden Manor House was used on many occasions to host Pierian Club meetings during its first several decades. Mrs. Ward and Miss Gillette and the other members of the Pierian Club were an integral part of the leading women of Evanston who, in addition to furthering women’s causes, engaged in continuous support of the community. During this early period of Evanston’s history that community support included aiding in fundraising for a new Evanston Library in 1903, providing the chairs for the Library Assistant’s restroom after the completion of the newly constructed Library at 1703 Orrington in 1908, making annual donations to the Library Fund and other groups supporting children’s literacy, donating to Europeans suffering the effects of WWI in 1914, and making “comfort bags” for soldiers wounded in the War in 1917. Mr. Nyden also had a strong sense of giving back to the community, and he donated his services throughout his life to architecting buildings for various good causes, including the following buildings: 316 of 677 6 - Women’s Building at Augustana College in Rock Island IL (see Exhibit 19) - Edgewater Evangelical Lutheran Mission Church Chicago - Colony of Mercy in Bartlett, IL - Swedish Covenant Home of Mercy in Chicago - Covenant Children’s Home and its gymnasium in Princeton, IL - Alterations to Swedish Covenant Hospital and Home of Mercy in Chicago - Missionary Home for the Mission Covenant Church in Chicago - Minnehaha Academy Auditorium Building in Minneapolis MN - Edgewater Swedish Covenant Church in Chicago 9. Its unique location or distinctive physical appearance or presence representing an established and familiar visual feature of a neighborhood, community, or the City of Evanston. The Ward Nyden Manor House at 1726 Hinman has a unique location as the only remaining home on the West side of Hinman Avenue in the 1700 block. Sigma Chi’s headquarters building, which is right next to the Ward Nyden Manor House, was built 50 years ago and is also a Colonial Revival design with red brick and white trim, and looks similar to a large house, so it blends well and is complementary architecturally with the Ward Nyden Manor House. (see Exhibits 20 and 21) The Ward Nyden Manor House is visually adjacent to the Lakeshore Historic District across the street, as the entire East side of the 1700 block of Hinman is included in the Lakeshore Historic District. Three of the eight homes on the East side of the 1700 block of Hinman are also Evanston Landmark homes. The Ward Nyden Manor House’s location helps to form a natural transition that blends the West side of the 1700 block of Hinman, which has three condominium buildings and the Sigma Chi headquarters in addition to the Ward Nyden Manor House, with the East side of the 1700 block of Hinman that is all houses and part of the Lakeshore Historic District. This natural transition is strengthened by the fact that the Ward Nyden Manor House is in the middle of the block, and also given the neighboring Sigma Chi headquarters is a Colonial Revival design with a complementary appearance to the Ward Nyden Manor House. It is notable as well that many other Colonial Revival buildings are less than a block north or south of the Ward Nyden Manor House, which, when taken as a group, create a unique and historic Colonial Revival area within Evanston. The neighboring buildings include 1801 Hinman (see Exhibit 22), 1631 Hinman (see Exhibit 23), and 1625 Hinman (see Exhibit 24). Given the 141 year-old age of the Ward Nyden Manor House, it is certainly an established and familiar visual feature of the neighborhood. And interestingly, while all of the homes in this area are part of the original 1854 Plan of Evanston (see Exhibit 25), the Ward Nyden Manor House is older than every one of the homes 317 of 677 7 across the street in the Historic District, which means the Ward Nyden Manor House is the oldest structure in the 1700 block of Hinman. 10. Its exemplification of a pattern of neighborhood development or settlement significant to the cultural history or traditions of the City of Evanston, whose components may lack individual distinction. The Ward Nyden Manor House at 1726 Hinman was built as part of a wave of development in Evanston that occurred after the Great Chicago Fire of 1871, which led to prominent Chicago area residents moving to Evanston, who then influenced other relatives and friends to follow suit. This appears to be what happened with the Ward Family, as Joseph F. Ward’s Chicago home burned to the ground in the Chicago Fire of 1871 causing him and his family to relocate to Evanston. A few years later in 1875, Lorenzo C. Ward built the Ward House at 1726 Hinman and joined his cousin in Evanston. Prominent residents like the Wards moving to Evanston led to the rapid development of the oldest parts of the City, including what today is the Lakeshore Historic District, and played a large role in establishing Evanston’s character as a city with neighborhoods of well-built homes with generous lots. Further, families like the Wards moving to Evanston facilitated the development of City services, for example gas street lamps were introduced and train/street car service was expanded during the 1870s. (B) Any area, property, structure, site or object that meets any one or more of the criteria in Section 2-8-4(A) shall also have sufficient integrity of location, design, materials and workmanship to make it worthy of preservation or restoration. The Ward Nyden Manor House at 1726 Hinman has an important location, in directly facing the Lakeshore Historic District on a block with three Evanston Landmark homes. The Ward Nyden Manor House’s location and complementary neighboring structure from a natural transition that blends the two sides of the 1700 block of Hinman. The Ward Nyden Manor House is also part of a unique and historic Colonial Revival area at the north end of Hinman in Evanston. The Ward Nyden Manor House has a historically accurate design, is constructed of the highest quality materials, and displays excellent workmanship. Given the materials and workmanship, it should not be a surprise that the House shows all the signs of a very sound home from a structural perspective. The exterior has brickwork with no significant visible settling or cracking, a tile roof with no visible problems. While the house appears to have some deferred maintenance after being used as a rooming house for 40 years (paint is failing on trim and it appears gutters may not have been cleaned regularly leading to damage in wood trim near roof), it is certainly in similar or better condition than many other homes its age or even much 318 of 677 8 younger, and it is likely that it would be quite easy to find someone who would be willing to restore and maintain the Ward Nyden Manor House. The Ward Nyden Manor House has strong architectural integrity based on limited changes over the years. Based on a review of records, some exterior updates were made to the rear of the House in 1921, when an existing rear protrusion was removed and a rear terrace and a rear porch were added. As part of the 1921 remodeling, interior updates were made to the plumbing and electrical systems. Outside of the work done in 1921, all other known records and permits detail very minor repairs and improvements. The Ward Nyden Manor House has an important location, an attractive design, demonstrates quality materials and craftsmanship, shows a high level of structural soundness, and has strong architectural integrity. Additionally it meets five of the criteria for designation as a Landmark as described herein, well above the two required. All of these factors make the Ward Nyden Manor House worthy of preservation. Accordingly, and on behalf of all Evanston residents who would value the history that would be retained by preservation of this worthy property, I respectfully request for this Application for Nomination of a Landmark Property for the Ward Nyden Manor House at 1726 Hinman to be approved by both the City of Evanston Preservation Committee and by the Evanston City Council. 319 of 677 9 Exhibit 1: Mrs. Ellen Ward was a founder of the Fort Dearborn Chapter of the Daughters of the American Revolution in 1894 along with two members of her family, source Daughters of the American Revolution by Mrs. Rose Moss Scott 1929 Exhibit 2: Large flag and pole in Fountain Square donated in ~1897 by Mrs. Ward’s Fort Dearborn Chapter of the Daughters of the American Revolution (card 1930s) 320 of 677 10 Exhibit 3: Hahn Building at 1618 Orrington architect John Nyden 1927, Landmark Exhibit 4: Evanshire Hotel at 860 Hinman Evanston architect John Nyden 1923, currently an apartment building with 1st floor retail and dining (post card 1950s) 321 of 677 11 Exhibit 5: 708 Church Street Building Evanston architect John Nyden 1923 Exhibit 6: 2855 Sheridan Place architect John Nyden 1910, Evanston Landmark 322 of 677 12 Exhibit 7: Belmont-Sheffield Trust and Savings Bank Building architect John Nyden 1928, City of Chicago Landmark, National Register of Historic Places Exhibit 8: American Swedish Historical Museum, Philadelphia architect John Nyden 1926 323 of 677 13 Exhibit 9: Victory Monument architect John Nyden 1927, City of Chicago Landmark, National Register of Historic Places 324 of 677 14 Exhibit 10: Ward Nyden Manor House at 1726 Hinman, East View, Dec. 18, 2016 Exhibit 11: Ward Nyden Manor House at 1726 Hinman, South View, Dec. 18, 2016 325 of 677 15 Exhibit 12: Ward Nyden Manor House at 1726 Hinman, West View, Dec. 18, 2016 Exhibit 13: Ward Nyden Manor House at 1726 Hinman, North View, Dec. 18, 2016 326 of 677 16 Exhibit 14: Ward Nyden Manor House at 1726 Hinman, tile roof in spring Exhibit 15: Ward Nyden Manor House at 1726 Hinman, column detail, Dec. 18, 2016 327 of 677 17 Exhibit 16: Ward Nyden Manor House at 1726 Hinman, arched window with keystones, Dec. 18, 2016 Exhibit 17: Ward Nyden Manor House at 1726 Hinman, coach house, Dec. 18, 2016 328 of 677 18 Exhibit 18: Evanston Women’s History Project notes on the Pierian Club of Evanston showing Mrs. Ward and her live-in sister Miss Gillette as founders in 1891 Exhibit 19: Women’s Building at Augustana College (renamed Carlsson Evald Hall) in Rock Island Illinois 1928 by architect by John Nyden, who donated his services 329 of 677 19 Exhibit 20: Sigma Chi Headquarters (left) at 1714 Hinman and Ward Nyden Manor House (right) at 1726 Hinman, Dec. 18, 2016, photo 1 of 2 showing similarity of Colonial Revival architecture, materials, and design Exhibit 21: Sigma Chi Headquarters (left) at 1714 Hinman and Ward Nyden Manor House (right) at 1726 Hinman, Dec. 18, 2016, photo 2 of 2 showing similarity of Colonial Revival architecture, materials, and design 330 of 677 20 Exhibit 22: 1801 Hinman, one of several Colonial Revival structures within one block of the Ward Nyden Manor House at 1726 Hinman that create a unique and historic Colonial Revival area within Evanston. Exhibit 23: 1631 Hinman, Dec. 18, 2016, one of several Colonial Revival structures within one block of the Ward Nyden Manor House at 1726 Hinman that create a unique and historic Colonial Revival area within Evanston. 331 of 677 21 Exhibit 24: 1625 Hinman, one of several Colonial Revival structures within one block of the Ward Nyden Manor House at 1726 Hinman that create a unique and historic Colonial Revival area within Evanston. 332 of 677 22 Exhibit 25: Ward Nyden Manor House located at 1726 Hinman, between Church and Clark in Block 14 of original Plan of Evanston from 1854 (arrow added) 333 of 677 1 Bibliography for Evanston Landmark Nomination Information Name of Property: Ward Nyden Manor House Street Address: 1726 Hinman Avenue, Evanston, IL PIN: 11-18-400-014-0000 Date of Construction: 1875 The following bibliography provides sources used to compile the Landmark nomination form information. Ward Family 1726 Hinman Property Information, Evanston History Center Archives (confirms the Ward family built and lived at 1726 Hinman, along with their four daughters and Mrs. Ward’s sister Sarah) Evanston City Directories from 1890s through early 1900s, Evanston History Center Archives (confirms Ward family residency at 1726 Hinman, including Mrs. Ward’s sister Sarah, and also residency of Joseph F. Ward and family across the street at 1725 Hinman) Cook County Assessors Office Website (confirms 141 year old age of home) St Charles Public Library information on Gillette House and Pottawatomie Park (confirms details of Ellen Ward’s girlhood home in St. Charles and her 1869 marriage to Lorenzo C. Ward and information about Mr. Ward’s businesses including a butter and cheese plant, also provided confirmation that Pottawatomie Park was the 1st public park established under the Illinois Park Act of 1911) 334 of 677 2 Images of America St. Charles an Album from the Collection of the St. Charles Heritage Center by Wynette Edwards published by Arcadia Publishing 1999 (confirms Lorenzo Ward had a 100 person plant for producing condensed milk, later sold to Borden’s) Enriching Lives at St. Charles Park District by Paul Anthony Arco Winter 2012/2013, published by Northwest Quarterly.com (confirms property owned by Lorenzo Ward in the mid 1800s in St. Charles became Pottawatomie Park in 1911) Ward Family File, Evanston History Center Archives (confirms information on the extended Ward family, including articles on Joseph F. Ward from the 1920s) Illinois State History of the Daughters of the American Revolution compile, edited, and published by Mrs. Rose Moss Scott 1929 (details on founders of the Fort Dearborn Chapter of the Daughters of the American Revolution, listing charter members and officers, and also details gift of flag and flagpole to City of Evanston and placing in Fountain Square) Daughters of the American Revolution Chicago Chapter 1900-1903 published by Metcalf Engravers & Printers Chicago 1900-1903 (annual programs, officer lists, by- laws and members information, confirms Mrs. Ellen C. G. Ward’s address at 1726 Hinman) Ancestry.com search (second source confirming Evanston City Directories information on Ward Family) The Fourth General Catalogue of the Officers and Graduates of Vassar College by Vassar College published by The A. V. Haight Company 1910 (confirms Edith Gillette Ward of Evanston was a settlement worker and also worked at Hull House from 1906 to 1908) The William Ward Genealogy: The History of the Descendants of of William Ward of Sudbury, Mass., 1638-1925 by Charles Martin published by Artemas Ward of the Seventh Generation 1925 (confirms Lorenzo C. Ward and Joseph F. Ward ancestry as part of the Ward Family that dates to 1630 in America) Lineage Book National Society of the Daughters of the American Revolution, Volume IX by Mary Jane Seymour published by Press of Harrisburg Publishing Company 1899 (confirms Mrs. Ellen C. Ward’s ancestry as the great granddaughter of revolutionary war officer Jabez Gillette) Gravesite of Lorenzo C. Ward and Ellen Gillette Ward in North Cemetery, St. Charles Illinois (confirms dates of death) Database, Evanston Women’s History Project (confirms Mrs. Ward and her sister Sarah Watson Gillette were founders of the Pierian Club, as well as Club details) 335 of 677 3 Civil War Museum, Kenosha WI (confirms Joseph F. Ward moved to Evanston after his home burned in the Great Chicago Fire of 1871) Nyden Family Achieving the American Dream: The Career of John Augustus Nyden 1895-1932 by Bradley Skelcher published by the Swedish American Historical Society in the Swedish-American Historical Quarterly 1994 (this article is a 16 page biography of the life and accomplishments of John Augustus Nyden) 1726 Hinman property information research, Evanston History Center Archives (confirms John A. Nyden purchased 1726 Hinman in 1921 and building permits) City of Evanston Website (confirms Evanston Landmarks by address in Historic Preservation links) National Historic Register (confirms National Historic Register listed structures) Evanston A Tour Through The City’s History by Margery Blair Perkins published by The Evanston History Center 2013 (John Augustus Nyden write-up in section on famous Evanston architects, and details on Evanshire Hotel) Augustana College Website (confirms details on Women’s building built by John Nyden) AIA Guide to Chicago Third Edition edited by Alice Sinkevitch & Laurie McGovern Peterson published by University of Illinois Press 2014 (details on Victory monument confirming John A. Nyden as architect) Wikipedia website search on Victory Monument: en.wikipedia.org (details on Victory Monument) Online records search (confirms Mrs. Nyden’s death in 1969 and sale of Ward Nyden Manor House at 1726 Hinman to Sigma Chi Foundation) Sigma Chi Foundation Cook County Assessors Office Website (confirms Sigma Chi Foundation as owner) 1726 Hinman Property Information, Evanston History Center Archives (confirms special rooming house use granted to Sigma Chi by the City of Evanston) Sigma Chi Websites (confirms history of headquarters at 1714 Hinman) 336 of 677 4 Conversations with Sigma Chi Foundation representatives (confirms plans to demolish Ward Nyden Manor House at 1726 Hinman) Additional Resources Architectural Resources in the Evanston Lakeshore Historic District prepared by Granacki Historic Consultants in 2012 for the City of Evanston (confirms Ward Nyden Manor House at 1726 Hinman is older than any other Colonial Revival Home in the Lake Shore Historic District, also confirms number of coach houses in District) City of Evanston Website (confirms Lakeshore Historic District boundaries) Visual survey of Ward Nyden Manor House at 1726 Hinman Online searches (confirms general Evanston history, Plan of Evanston from 1854, and cross references all information presented to ensure integrity) 337 of 677 338 of 677 339 of 677 340 of 677 341 of 677 342 of 677 343 of 677 344 of 677 345 of 677 346 of 677 347 of 677 348 of 677 349 of 677 350 of 677 351 of 677 352 of 677 353 of 677 354 of 677 355 of 677 356 of 677 March 21, 2017Presentation to City of Evanston Preservation Commission Concerning Landmark Nomination for Building At 1726 Hinman Avenue357 of 677 Presentation OutlineWho is the Sigma Chi Foundation?Colonial Revival Style Elements1726 HinmanDescription of architectureComparison to Colonial RevivalNeighborhood ContextCost Implications to Landmark StatusJohn Nyden – who is he and his statureApplicability of Landmark Ordinance358 of 677 Who is Sigma Chi?HistoryEvanston Resident since 1950sInitially owned Harley Clarke HomeSold to City to accommodate expansion of lakefront park for City and residentsSince 1966 located at present location 1714 HinmanHome to Foundation, Museum, and International Fraternity“Sigma Chi Foundation is a charitable and educational tax-exempt organization, separate and independent from the Fraternity, whose express purpose is to serve as an education funding resource.”Sigma Chi Provides the Following Services:Provides Undergraduate Academic ScholarshipsProvides Graduate Academic ScholarshipsFunds Drug and Alcohol Awareness and Education ProgramsFunds Suicide Prevention and Mental Health Awareness ProgramsFunds Leadership Programs for UndergraduatesFunds Experiential Learning ProgramsFunds Personal Accountability and Responsibility ProgramsFunds Sexual Misconduct Prevention and Education ProgramsFunds Collegiate Housing Programs and AssistanceWhat Has Sigma Chi Done in 2015-2016$4,557,292 distributed in grants and scholarships for program servicesSigma Chi Foundation provided more program services than any other Greek Letter foundation on average over the last 10 years. (Pennington & Company Fraternity and Sorority Foundation Report)359 of 677 Elements of Colonial Revival Architecture•The style peaked between 1890 & 1940. With the most examples being from the Pre-depression 1920’s•The style is derived from a mixture of Queen Ann, with Greek and Roman architectural details. Neo classical•Building mass is typically rectilinear with symmetrical facades . Side elevations were mirror images of each other•Examples are typically 1-2+ stories with medium pitched, side gable roofs , narrow eaves and dentils•Windows are multi-pane , 6 over 6 or 6 over 1, double hung with proportioned shutters in many examples. Bay windows are also common•Entrances are centered and accented with columns, pilasters, pediments, and sometimes hooded to create a covered porch•Primary entry doors are multi-paneled or multi-pane, with transom’s and sidelights•Siding is typically brick or clapboard. Shingle siding examples are also occasionally seen•Slate shingle roofs are common until WW2 when asphalt shingle s became more common due to cost•Additional details may include classical columns, two-story pilasters, quoins at corners, and Palladian windowsStyle Elements360 of 677 1726 Hinman Avenue•Home began Construction around 1875•3 Story home with corner turret and full length front porch•Home was demolished in 1921 to accommodateconstruction of the John A. Nyden home.L. C. Ward House361 of 677 1726 Hinman Avenue•Construction of home began around May of 1921•3 story brick house, side gabled terra cotta tiled roof, (3)third story dormers on east elevation and (1) double dormeron the west elevation.•2-story brick coach house with asphalt shingledgambrel roof and second story living quarters•Windows are typically 6 over 1 double hung windows.•Painted wood trim, fascia, soffits, columns and details.•Each elevation is unique and varies significantly from allother elevations.•East elevation is not symmetrical, with offset entrance,dormers, windows, two entrances, and an open sidedporch.•North elevation is not symmetrical with a one story baywindow, a recessed entry, and a three story chimney•West elevation is not symmetrical with a variety ofarchitectural elements. Each level has uniquecombinations of windows, doors and details•South elevation has symmetrical qualities with acentered 2-story bay extension and centered chimneyJohn A. Nyden House362 of 677 Comparison of 1726 Hinman Ave to Colonial Revival Architecture•Use of masonry is consistent with style•The ornamental entrance with classical detailing, columns and pilasters is consistentwith style•The off-set primary entrance, secondary entrance, and asymmetrical overallcomposition is a considerable departure from the style•6 over 1, double hung windows are consistent with style•There are deviations with window locations and no evidence that shutters were everconsidered. A significant derivative of style•None of the facades are symmetrical.•The open sided porch with the second entrance to the house located on the frontelevation is inconsistent with the style. Other inconsistencies include:•Small window adjacent to primary entrance•Lattice between Doric columns•Panels under level 1 south windows•Use of clay floor tiles on the patio and entry•Metal handrails on the patio and entrance do not appear to be original and typicallywould have been either wood or a more ornate black iron railing.•House is more square than rectilinear•Bays on north and south don’t match each other, are not symmetrically organized,don’t function consistent with the style•Medium pitch gable room is consistent with style•Terra Cotta tile roofing and clay tile siding on the dormers are inconsistent•Asymmetrical organization of dormers at east and west elevations is inconsistentObservations363 of 677 Neighborhood Context 12341234364 of 677 Cost Implications of Landmark StatusExterior RestorationSite construction preparation / fencing etc.DemolitionExcavation / Earthwork / LandscapeConcrete removal / repair / replacementMasonry cleaning / repair and re-pointingStructural reinforcementGlazing / window / restoration / replacementDoor restoration / replacementGeneral and finish CarpentryRe-creation of wood / stone / masonry detailsInsulation to meet energy code requirementsFinishesPaint removal and restoration paintingAccessibility accommodation Roofing repair and replacementUtilitiesCaulkingGeneral ConditionsInsuranceOverhead and ProfitProfessional consultant feesOpinion of Probable Project Cost Total: $3,200,000.00Opinion of probable costs exclude the following:City of Evanston permits, new furniture, environmental assessments, repairs of hidden structural deficiencies, exterior sanitary repairs or replacements, 2nd& 3rdfloor accessible access, additional scope items required by Owner or CityCoach House RestorationSite construction preparation / fencing etc.DemolitionConcrete removal / repair / replacementMasonry cleaning / repair and re-pointingStructural reinforcementGlazing / window / restoration / replacementDoor restoration / replacementGeneral and finish carpentryInsulation to meet energy code requirementsDrywallFinishesPaint removal and newKitchenetteMisc EquipmentPlumbingHVACElectrical / Fire AlarmRoofingCaulkingGeneral ConditionsInsuranceOverhead and ProfitProfessional consultant feesInterior Restoration and Adaptive Re-useDemolitionConcreteMasonryStructural reinforcementGlazing / Windows / DoorsGeneral and finish carpentryInsulation to meet code requirementsDrywallFinishesPaint removal and newMisc. EquipmentPlumbingHVACElectrical / Fire AlarmFire Protection (suppression)Data / CommunicationCaulkingGeneral ConditionsInsuranceOverhead and ProfitProfessional consultant fees365 of 677 East Elevation366 of 677 East Elevation367 of 677 East Elevation 368 of 677 East Elevation 369 of 677 North Elevation370 of 677 West Elevation371 of 677 West Elevation372 of 677 South Elevation373 of 677 South Elevation374 of 677 South Elevation375 of 677 Coach House376 of 677 Coach House377 of 677 John Augustus Nyden•1878 - Born Johan Augustus Carlsson on March 25, 1878•1895 - Immigrated to the United States from Sweden, Changed name to John Augustus Nyden. Worked as a brick layer, went to night school, met future wife Alma OttiliaHemmingsson (17 years old)•1898 - 1899 - Attended (3) terms at what would later become Valparaiso Univ. •1900 – Went to New York for an apprenticeship in construction industry with George A. Fuller Co. and returned to Chicago to study architecture at the Art Institute of Chicago while working full time at Northwestern Terra Cotta Co.. He worked with Northwestern Terra Cotta Co. for 6 years•1901 – Competed studies at the Art Institute of Chicago•1902 – Married Ottilia , had first child, (had second in 1904)•1904 – Completed architectural education at University of Illinois, Urbana. Passed exam to practice architecture and engineering in State of Illinois•1905 - 1907 – Worked for Barnett, Haymer and Barnett Company•1907 - 1909 – Worked as a designer/planner for Arthur Heun of Chicago , and at the same time established his own firm focusing on the Swedish-American communities in North Park and Edgewater. (31 years old)•1908 – Moved family and practice to Edgewater Neighborhood of Chicago•1918 – Became naturalized citizen of the US and joined the US Army in the construction division. Acted as a liaison between theConst. Div. of the US Army and the Surgeon General. He supervised construction of 42 general and debarkation hospitals throughout the US.•1919 - 1921 – Were the most prosperous years of his professional career. He became more interested in real estate investing and finance (43 years old)•1920 – Was elected Director of AIA, Chicago Chapter•1920 -1921 – Elected VP of Illinois Society of Architects and Pres. of North Shore Association of Architects•1921 – Moved family to 1726 Hinman Ave., Evanston•1923 – Promoted to Lt. Colonel in the Army Reserves•1926 – Promoted to Colonel in the Army Reserves•1926 – He had reached the peak of his career•1926-1927 – Appointed Illinois State Architect by Illinois Governor Len Small•1929 – Nyden retired following the stock market crash and no longer worked. (51 years old)•1932 – Nyden died (54 years old)•John Nyden’s most productive years involving the design of structures were between 1905 and 1917, when he was apprenticing and creating his practice, and 1920 to 1926, when he became more involved in development and deeper engrained into the Swedish-American community.Timeline of John A. Nyden378 of 677 Notable ArchitectsLouis SullivanFrank Lloyd WrightJohn McArthur Jr.Otto WagnerJosef HoffmannAntoni GaudiCass GilgertLe CorbusierWalter GropuisDaniel Hudson BurnhamJohn Wellborn RootDankmar AdlerDavid AdlerWilliam HolabridMartin RocheWilliam Van AllenPeter BehrensEliel SaarinenEero SaarinenWalter GropiusAlver AltoMies Van Der RoheKarl EhnPhillip JohnsonPietro BelluschiRalph Adams CramC. Howard CranePaul Phillip CretKirtland CutterWilliam Marinus DudokH. Kempton DysonGeorge Grant ElmsineCharles Sumner GreeneWalter Burley GriffinHector GuimardCharles HoldenRaymond HoodBenno JanssenClarence H. Johnston Sr.Albert KahnLouis KahnLouis KamoerGordon W. LloydGeorge D. MasonBernard MaybeckLester S. MooreJulia MorganGeorge B. PostWilliam Gray PurcellCornelius Ward RappGeorge Leslie RappCharles B. J. SnyderWilliam L. SteeleJohn Calvin StevensErnst Carl WestmanMies Van Der RoheFrank Lloyd WrightLouis SullivanDaniel BrunhamFrank GehryFazlur KhanWalter NetschHelmut JahnBertrand GoldbergWilliam JenneyJohn RootBruce GrahamHenry Hobson RichardsonRaymond HoodHohn Mead HowellsHarry WeeseRem KoolhaasDankmar AdlerCharles B. AtwoodEdware Durell StoneRenzo PianoWilliam BoyingtonEdward H. BennettAdrain SmithPhilip JohnsonJosef KleihuesStanley TigermanWilliam HolabirdPatrick KeelyCesar PelliMartin RocheJens JensenWalter GropiusJames RenwickBen WeeseRicardo BofillHenry SchlacksBertram GoodhueZachary Taylor DavisRalph Adams CramCornelius RappGeorge RappEdward Durell StoneLouis BourgeoisNotable Early 20thCentury ArchitectsGenerated from list of over 300 architects of the periodNotable Architects w/ Chicago ConnectionPartial list of Architects Generated from: Great Buildings Online, Conservapedia, Wikipedia, A Field Guide to American Architecture, AIA Guide to Chicago, Etc. John A. Nyden appears on no known list of preeminent architects or in any known architectural history books or publications379 of 677 City of Evanston Landmark Ordinance“The Commission shall have the following powers and duties:“To conduct an ongoing survey to identify historically, culturally, architecturally significant areas, properties, structures, sites and objects as landmarks and districts” Section 2-8-3(G)(1)1726 has not been identified by this Commission or Staff1726 was excluded from the Lakeshore Historic District1726 was not included in the Historic District when the City did a comprehensive review“To nominate areas, properties, structures, sites and objects to the National Register of Historic Places and to the Illinois Register of Historic Places and to guide owners in the processes of nominating their properties to the National Register of Historic Places and the Illinois Register of Historic Places.” Section 2-8-3(G)(6)1726 has not been nominated“To prepare a list of areas, properties, structures, sites or objects eligible for designation as a landmark or district.” Section 2-8-3(G)(25)1726 has not been listed as eligible for designationCity of Evanston issued demolition permitFound building appropriate for demolitionCity of Evanston issued approval to cancel utilities to property380 of 677 Landmark NominationNomination does not meet the requirements of the Evanston Ordinance:In terms of architectureNot a pure rendition of Colonial Revival architectureNot an example of another styleNot a style setting exampleIn terms of historical significanceNot a place of importanceNot a place associated with an individual of significant prominenceCurrent structure has no relation to pre-1921 actions or ownersJohn Nyden was prolific but not historically noteworthyIn terms of integrity of placeWas not part of historic districtOther structures on west side of Hinman are not historically or architecturally significantImmediately to the west is multi-story parking structure1726 lacks integrity of style1726 condition is not appropriate for cost associated with restorationDesignation as landmark:Would seriously impact charitable mission of Sigma Chi FoundationWould require a cessation or a curtailment of charitable mission and function of Sigma Chi FoundationWould seriously impact First Amendment rights of Sigma Chi FoundationCosts of restoration would lead to up to 70% reduction in funding for charitable services381 of 677 APPROVED Preservation Commission Page 1 of 2 MEETING MINUTES (EXCERPT) EVANSTON PRESERVATION COMMISSION Tuesday, January 31, 2017 Lorraine H. Morton Civic Center, 2100 Ridge Avenue, Room 2404 7:00 P.M. Members Present: Robert Bady, Elliott Dudnik, Julie Hacker, Ken Itle, Mark Simon, Karl Vogel, and Diane Williams Members Absent: Sally Riessen Hunt, and Tim Schmitt Staff Present: Scott Mangum, Planning and Zoning Administrator, Division Manager Mario Treto, Assistant City Attorney Carlos Ruiz, Senior Planner/Preservation Coordinator Presiding Member: Diane Williams, Chair CALL TO ORDER / DECLARATION OF QUORUM The meeting was called to order at 7:07 pm with a quorum of 7 Commissioners present. PUBLIC HEARING A. 1726 Hinman Avenue – Jim Kollross, applicant; Sigma Chi Foundation, owner. Nomination application to grant landmark status to building and lot of record at 1726 Hinman Avenue. Chair Williams called the public hearing to order at 8:03 pm with a quorum present. Jim Kollross, applicant, asked to continue the public hearing to February 21, 2017 stating that new information on the property has been discovered that should be part of the nomination. After learning that the deadline for the new material was January 31, 2017, J. Kollross agreed to continue the public hearing to March 21, 2017. Hal Morris, attorney, representing Sigma Chi Foundation (the owner of 1726 Hinman), also requested continuing the hearing to March 21, 2017, citing that he will be in a court case out of the state on February 21, 2017. Commissioner Itle made a motion granting the applicant for the nomination of 1726 Hinman Avenue to file an amended application, seconded by Commissioner Bady. The motion passed. Vote: 7 ayes, 0 nays. Commissioner Itle made a motion to continue the 382 of 677 APPROVED Preservation Commission Page 2 of 2 public hearing for the landmark nomination for 1726 Hinman to March 21, 2017, seconded by Commissioner Bady. The motion passed unanimously. ADJOURNMENT A motion to adjourn the meeting at 10:28 pm passed unanimously. Next Meeting: TUESDAY, February 21, 2017 at 7:00 P.M. (Subject to change) Respectfully Submitted, Carlos D. Ruiz Senior Planner/Preservation Coordinator 383 of 677 APPROVED Preservation Commission Page 1 of 9 MEETING MINUTES (EXCERPT) EVANSTON PRESERVATION COMMISSION Tuesday, March 21, 2017 Lorraine H. Morton Civic Center, 2100 Ridge Avenue, Room 2404 7:00 P.M. Members Present: Elliott Dudnik, Julie Hacker, Sally Riessen Hunt, Ken Itle, Mark Simon, Tim Schmitt, Diane Williams, and Karl Vogel Members Absent: Robert Bady and Sally Riessen Hunt (left meeting at 9:00 pm) Staff Present: Scott Mangum, Planning and Zoning Administrator, Division Manager Carlos Ruiz, Senior Planner/Preservation Coordinator Presiding Member: Diane Williams, Chair CALL TO ORDER / DECLARATION OF QUORUM The meeting was called to order at 7:06 pm with a quorum of 8 Commissioners present. Commissioner Riessen Hunt left the meeting at 9 pm. PUBLIC HEARING A. 1726 Hinman Av. - Landmark nomination. Jim Kollross, applicant. Sigma Chi Foundation, owner. Commissioner Riessen Hunt made a motion to close the regular meeting and open the public hearing, seconded by Commissioner Itle. The motion passed unanimously. Jim Kollross of 1210 Michigan, applicant, then presented his nomination of the John Augustus Nyden house at 1726 Hinman. John A. Nyden designed and built the house in 1921. Nyden, an accomplished architect, was the designer of notable buildings in the City of Evanston, the City of Chicago, and elsewhere. According to Mr. Kohlross’ application, the nomination meets the designation criteria specified in Evanston’s Preservation Ordinance Section 2-8-4 (A) 2 and (A) 3 and Section 2-8-4 (B). John A. Nyden immigrated to the Chicago area from Sweden in 1895. Nyden was educated at the Art Institute of Chicago and the University of Illinois, Champaign- Urbana. He started his own architectural firm after interning for other firms and became a very prominent and successful architect. Nyden designed approximately 300 buildings 384 of 677 APPROVED Preservation Commission Page 2 of 9 (multi-family, commercial, retail, hospitals, educational institutions, and residences). Among Nyden’s area works are least eight individual National Register listings, seven Evanston landmarks, and several City of Chicago landmark buildings. Nyden also served as the State Architect for the State of Illinois in 1926-27. 1726 Hinman Avenue is a three-story brick residence located on the west side of Hinman Avenue. The original residence at 1726 Hinman, dating to 1891, was built for a prominent Evanston family. Nyden purchased the property and constructed his residence there in 1921 on a portion of the original home’s foundation. Its distinguishing design features include: South façade: 2-story sun porch with side alcoves with windows featuring limestone keystones and decorative brick. North façade: 2 chimneys with stone caps. East façade: Off-center front porch with 8 Doric columns connected by a unique interlocking wood design. The front door has an open pediment structure with pilasters, a fully divided door, and an arched transom. West façade: Arched three-window panel with keystones, and a distinctive dormer with two separate roofs and arched windows. coach house is unique; it has full double doors on the alley and driveway sides; matching details in terms of brick, key stones, copper, etc. The original Colonial tile roof was replaced with asphalt. Other distinguishing features on 1726 Hinman include: the bay window in the dining room with an original seam copper roof and copper gutters. Original coach house: full double doors on the alley and driveway sides; matching design details with the main house, though the original tile roof was replaced with asphalt. Mr. Kollross stated that there have been no significant changes to the exterior of the house, based on the original plans located at the Evanston History Center. It remains an extremely well built house with quality materials. Nyden-designed Evanston landmarks include 17 buildings in Southeast Evanston, representing vintage apartment buildings listed in the National Register of Historic Places and designated as Evanston Landmarks, including: Westminster, 632-640 Hinman Avenue (1912); Stoneleigh Manor, 904-906 Michigan Avenue (1913); Fountain Plaza Apartments, 830-856 Hinman Avenue (1922): and 830-844 Hinman Avenue (1923). Other important Evanston Landmarks by Nyden are: Hahn Building, 1618 Orrington and 1609 Sherman Avenues (1927) a commercial building in downtown Evanston; 2855 Sheridan Place (1911) a residential building; 807-817 Judson (1925) an apartment building; Stoneleigh Castle, 822-828 Judson Avenue (1927) an apartment building. John Nyden’s Chicago works include the Victory Monument, located at 35th Street and M. L. King Drive, (1927). Listed in the National Register of Historic Places, the Victory Monument honors an African American Regiment that lost 137 lives in World War I. In addition to the Victory Monument, Nyden designed buildings are also City of Chicago 385 of 677 APPROVED Preservation Commission Page 3 of 9 landmarks and listed in the National Register of Historic Places. Examples include Belmont-Sheffield Trust and Savings Building (1928), originally a neighborhood bank building, now apartments and retail; and 257 East Delaware Place (1917); originally an apartment building, now condo. Nyden’s work on behalf of Chicago’s Swedish community included varied building styles and uses, such as Caroline Hall and the President’s Residence at North Park College (1924-1925), now North Park University. Nyden designed North Park’s grounds in 1913 and built the initial gymnasium auditorium. Nyden designs in Illinois and elsewhere and listed in the National Register of Historic Places include: the Grandstand at Illinois’ State Fairgrounds, Springfield, IL (1927); Goddard Chapel in Rose Hill Cemetery, Marion, IL (1918); and the American Swedish Historical Museum in Philadelphia (1926), the oldest Swedish historical museum in the U.S. This building was jointly modeled after a castle in Sweden and George Washington’s Mount Vernon. Mr. Kohlross also cited a City of Evanston Zoning Board of Appeals (ZBA) hearing on November 18, 1975. At that hearing, the then Executive Director of Sigma Chi Foundation, Mr. Bingham, testified that the Sigma Chi Foundation will ‘preserve the exterior appearance of the house as a single family residence’ and ‘maintain it in a fine condition of upkeep and repair.” A recorded Covenant with the City dated February 26, 1976 states “…2. No changes shall be made that will not preserve the appearance of a single family dwelling…” Although the house currently needs maintenance, repairs such as the roof and the soffits, and painting, the structure still retains its integrity. Commissioner Simon then asked if this recorded Covenant is still in effect, and Mr. Kollross stated yes, but the Covenant was not sufficient. After the conclusion of Mr. Kohlross’ presentation, Hal Morris, attorney, representing the Sigma Chi Foundation, the owner of record of 1726 Hinman; Ashley Woods, CEO and President of the Sigma Chi Foundation; and Scott Hezner, a Libertyville-based architect retained by the owner, spoke against the nomination to designate 1726 Hinman as an Evanston Landmark and stated that 1726 Hinman does not meet the criteria for designation. Hal Morris noted that 1726 Hinman was on the City’s radar for the last 40 years, as stated by Mr. Kollross. During those 40 years, the property was excluded from the Lake Shore Historic District, that district’s original survey, and the 2012 re-survey and never nominated for landmark designation by the Commission or by the City. Moreover, the City of Evanston in the third and fourth quarter of 2016, found it appropriate under the City’s code to issue a demolition permit and a secession of utilities permit for the property. James Ashley Woods, President of Sigma Chi Foundation, noted that the Foundation has been in the area since the 1950s. They relocated from the Harley Clarke Mansion to 1726 Hinman Avenue, establishing their first international headquarters in the 1960s. 386 of 677 APPROVED Preservation Commission Page 4 of 9 They purchased 1726 Hinman in the 1970s to house the Foundation’s traveling advisors. The Foundation maintained the home until five years ago when their advisors program was decommissioned. The Foundation is the largest charitable organization of its type, raising funds and providing support to undergraduate students across the United States. The Foundation focuses on campus-related social problems and serves and supports 240 campuses, distributing about $4.5 million annually to 17,000 students. Mr. Wood also observed that Sigma Chi Foundation has completed significant work to maintain the 1726 property. Scott Hezner, architect with the Hezner Corporation, addressed architectural styles and the importance of John Nyden’s work in his presentation. Mr. Helzner noted that Colonial Revival, the property’s described style, represents of many elements, such as Neo-Classical detail with certain common details within the overall building type. Common details in Classical Revival buildings include rectangular footprints, symmetrical facades, porticos and shutters, centered porches, and slate roofs. The structure at 1726 Hinman is asymmetrical and not rectangular, given this building was built on an existing foundation. The elevations have varied stylistic elements and designs. The front porch is not centered, and the terra cotta roof dormer tiles do not reflect the Colonial Revival style. Based upon the site plan, the floor plans, and the design attributes of the building’s elevations, 1726 is not a Colonial Revival structure but a derivative of that style. Mr. Hezner also noted John Nyden came to the U.S. at 16 years old. He worked as an apprentice for numerous teams of architects working on many projects. Mr. Hezner asserted that John Nyden did not do any design work on his own, except perhaps design his house. He worked with teams of people: draftsmen, architects, engineers, and contractors. Nyden was able to obtain his architectural education through trade schools, the Art Institute of Chicago, and the University of Illinois. The Swedish community helped Nyden with his career. Nyden’s name is not included in architectural histories, and he did not was not create the Colonial Revival style. John Nyden was a working architect, but not a great architect. Nyden’s name does not appear on the list of Notable Early 20th Century Architects. Mr. Hezner estimated the cost of rehabilitating 1726 Hinman Avenue to a useable condition at $3.2 million. This estimate includes: window, door, details, and walls that need to be stripped; repairs to the building shell and roof; garage door and window replacements in the coach house; restoring and repointing all masonry; stone detail repairs; and fully insulating the structure. Custom features, such as the frieze, gutters, dentils, windows, and columns, would require removal, repair or restoration, and replacement. Mr. Hezner also noted that he house has not had heat or electricity for five months. Hal Morris, the Foundation’s attorney, summarized the three (3) presentations as follows: 387 of 677 APPROVED Preservation Commission Page 5 of 9 Evanston’s Preservation Ordinance includes a duty to conduct an ongoing survey to identify historically, culturally, and architecturally significant areas, properties, and structures. For forty years, 1726 Hinman was not included. It was not included within the boundaries of the Lake Shore historic district, either originally or when re- inventoried in 2012. It was not identified anywhere for designation until now. City staff issued permits for the disconnection of utilities (#16WSRP-0062) and demolition in the third and fourth quarter of 2016. In issuing these permits, the City staff concluded that demolition was appropriate. Architecturally, 1726 Hinman is not representative of the Colonial Revival style and is not a new style or standard. Regarding historic significance, it is not an important place. There is no suggestion that either Nyden worked there or met important clients there. It was his residence. 1726 Hinman Avenue is not a place associated with someone of actual preeminence or prominence. Nyden was an accomplished architect, but he is not recognized as notable in lists of prominent architects. Nyden may have been prolific, but he was not architecturally or historically noteworthy. Though his work includes designated landmarks, National Register properties, and significant Evanston buildings, it does not mean that 1726 Hinman Avenue is worthy of designation. Regarding integrity, 1726 Hinman was never identified for landmark status or inclusion in any historic district, and the building has been known to the City of Evanston for years. The building lacks any stylistic integrity, and the high cost of restoration strongly suggests that it lacks integrity. Designating 1726 Hinman as a Landmark would seriously impact the charitable mission of the Sigma Chi Foundation, given the projected $3.2 million rehabilitation cost. The need for repairs would require the Foundation to cease or curtail its charitable work, negatively impacting their ongoing charitable programs. The estimated cost of restoration would represent over 70 percent of their annual budget for their charitable work. Finally, Mr. Morris stated that the nomination of this particular structure simply does not meet the criteria for landmark designation specified in Evanston’s Ordinance and asked the Commission to find that 1726 Hinman does not meet those Ordinance criteria. Initial Commission Questions: Chair Williams reminded the Commission that their role was to determine if this application, based upon the information provided to the Commission, meets the criteria for landmark designation as stated in Evanston’s Ordinance. Chair Williams then asked if a full existing conditions report on the property had been obtained to support the estimated $3.2 million restoration cost? Mr. Morris said no. The Hezner Corporation did not have access to the attic, and they did not look behind the walls in conducting their assessment. Commissioner Itle asked about the 1970s ZBA decision and Covenant, allowing the single-family home to be used for a different purpose, with the understanding that its appearance be maintained. What part of that agreement is pertinent today, and is there something that carries with the title? Mr. Morris said the agreement goes with the property title. It is the City’s decision to issue permits. If landmarked, there will be the $3.2 million cost to bring it back on line. 388 of 677 APPROVED Preservation Commission Page 6 of 9 Commissioner Riessen Hunt asked about the 1976 ZBA/City Covenant’s life span. Mr. Morris said such covenants could run for a substantial amount of time. However, do intervening events cause a covenant to no longer be applicable? The answer is yes. Commissioner Dudnik asked, when did the building’s use as a rooming house stop? Mr. Woods said it stopped about eight years ago. Commissioner Dudnik then asked, was there a responsibility for the Foundation to continue maintaining the building? Mr. Woods said that they invested tens of thousands of dollars in maintaining the property until submitting the 2016 permit applications. Public Comment In advance of the public hearing, Chair Williams noted that the Commission had received 18 communications from area residents supporting landmark designation for 1726 Hinman Avenue. Gretchen Fathauer of 1730 Hinman, 4D, submitted pictures to the Commission showing the deterioration of the 1726 Hinman buildings over the years. Ms. Fathauer said that nearby residents believe that a new commercial building or parking lot would change neighborhood character. Kitty Finn of 1730 Hinman, 3B, stated that the home and the trees could be saved. Mary McWilliams, Associate member of the Preservation Commission, also spoke. She has served the Commission in various roles since 1977. She and Anne Earle, Associate member (in the audience), were members of the original Committee that surveyed Evanston to identify potential landmarks and historic districts. This work took about 10 years, and unfortunately, they missed 1726 Hinman Avenue. This does not indicate that 1726 Hinman is unworthy of designation; it was overlooked. She said the purpose of the Lakeshore Historic District re-survey was to review the historic resources already included and not to expand the boundaries of the District. The current context of 1726 Hinman Avenue is also not necessarily a reason to deny designation. As the author of the nomination of the Woman’s Temperance Christian Union Historic District, Ms. McWilliams noted that this District lacks context, with multi-family buildings surrounding it. But the City felt that this District was worthy of designation. Ms. McWilliams also stated that the building’s composition and style holds together well and is worthy of designation. Applicant and Owner Responses Jim Kollross responded to several comments made by Foundation representatives. Regarding Mr. Hezner’s comment about Colonial revival buildings with porches. The Woman’s Club of Evanston (1702 Chicago), a local and national landmark, has a front porch. Regarding context, the parking structure behind 1726 Hinman is directly across the street from the Frances Willard house, probably the most famous building in Evanston and a National Historic Landmark. Regarding permits, the Building staff looks at a list of existing landmark buildings. If a building (by address) is not on the list, it will be cleared for permit issuance. There is no review by the Building Department. Regarding Nyden’s earlier career, Mr. Kollross noted that Nyden was Chief Draftsman for Arthur Heun, most notably for the Armour Estate in Lake Forest. By 1917 Nyden had 389 of 677 APPROVED Preservation Commission Page 7 of 9 already created 200 structures primarily in the Chicago area. He was an accomplished architect and was published four times in architectural journals for his work. The Nyden designed museum in Philadelphia, PA, includes a plaque displaying his image. Mr. Kollross also observed that 1726 Hinman Avenue is a special house. It is a well- constructed Colonial Revival residence with both significant and unique features of the style. Mr. Kollross respectfully requested that the Preservation Commission recommend designation of 1726 Hinman as an Evanston landmark. Hal Morris, the owner’s attorney, stated that this is not the 1921 house. Bringing the building back will cost an estimated $3.2 million. The City has had plenty of opportunities over forty years to landmark it, but nothing happened. The property is not proposed to be a high rise or a parking lot but an amenity. Also, suggesting that the City’s Building [Department] readily agreed to demolition, after reviewing pictures of the building during permitting, diminishes staff’s important role. Mr. Morris noted that John Nyden is architect with some accomplishments, but his house is not a place of a significant event, either in history or specific to Nyden. The building neither exemplifies a particular style nor establishes a new style. This building is neither significant to architectural history nor altered it. This house can be re-used only at substantial cost, seriously affecting the Foundation’s charitable mission. Mr. Morris urged the Commission to look at what exists today, not what was there years ago. This building lacks the necessary integrity and does not meet the Ordinance criteria for landmark designation. Commission’s Discussion and Findings: Chair Williams asked, the nomination cites criteria 2-8-4 (A) 2 and (A) 3; why was (A) 4 not included? Mr. Kollross said he could have included (A) 4. However, he believed he covered (A) 4 with the inclusion of (A) 2 and (A) 3 in the interest of keeping a succinct nomination. The Commission agreed that criterion 2-8-4 (A) 4 could be included as part of their decision. Commissioner Simon noted the conflicting statements made about the actions taken by the City staff and the Covenant. Those seemed to be relevant to what is being discussed. Commissioner Simon said that it seemed that the Covenant was recently discovered. There has not been any kind of determination by the City or the City Attorney as to the effect of it. He wondered if it is advisable to seek that determination. He expressed concern about making a determination without understanding the significance of it. Commissioner Schmitt said regardless of what the Covenant means, the nomination made the property worthy of landmark designation. Commissioner Itle said while he was curious about the legal status of the previous agreements, he views them as a zoning question for the ZBA. Zoning might have an impact on what they can do with property. It represents a sort of a parallel track to anything the Preservation Commission will do. 390 of 677 APPROVED Preservation Commission Page 8 of 9 Commissioner Simon found the relationship between the Covenant and the Commission’s determination too indistinguishable. He thought the Covenant is like a partial landmarking. Commissioner Simon said the status of the Covenant is integral to his decision. Commissioner Dudnik said the ZBA did not grant a variance; rather they wanted to retain the building. Chair Williams said the ZBA’s decision predates any preservation program or any Preservation Ordinance. Chair Williams said theoretically if the Commission makes a determination and if there were a City issue associated with the property that goes with the title, having clarification about that would be useful. Hal Morris stated that the owner has asked that the demolition-related permits not be revoked, given City’s actions and the landmark nomination submittal. Chair Williams indicated that the Commission considers the nomination data presented to determine if the Ordinance’s landmark criteria is met. The issues noted add a level of complexity to the Commission’s role determining landmark status. Mr. Morris, in response to a question about what is planned for the site, indicated that the plan over the next couple of years is to effectively create a campus for the headquarters with additional green space, landscaping and trees and to add to the existing headquarters building in the future. Chair Williams said the Commission’s options are to proceed and make a motion to consider whether 1726 should be designated, to continue the nomination to the next meeting to obtain more ZBA/Covenant background, or do a combination of both. The Commission discussed the 35-day period after the closing of the public hearing where the Commission is supposed to make its final recommendation. Commissioner Itle suggested the Commission take whatever action it deems appropriate now and use the 35-day period to confirm that there is no legal issue caused by the 1970s agreement that would interfere with whatever action the Commission takes. Jim Kollross stated he had met with Corporation Council and the City Manager to share the information (Hearing and Covenant) with them. He believed that they are waiting for the Preservation Commission decision. He had discovered the ZBA actions and brought them to the City’s attention because he assumed they were forgotten. The Covenant can be canceled, as a separate protection and has no bearing on his landmark nomination. He wanted to move forward applying the Ordinance’s criteria. The Commissioners agreed to vote on the nomination. Commissioner Itle noted criterion 4 is the more relevant criterion in this case. Criterion 2 is more broadly written, describing historical development. The Commission discussed Nyden’s work and that 1726 Hinman was his home, concluding that Criterion 4 is more relevant. Commissioner Dudnik made a motion to designate 1726 Hinman Avenue as an Evanston Landmark, and recommend landmark designation to the Evanston City Council. The applicable Ordinance criteria for designation are: 391 of 677 APPROVED Preservation Commission Page 9 of 9 2-8-4 (A) 3. Its exemplification of an architectural type, style or design distinguished by innovation, rarity, uniqueness or overall quality of design, detail, materials or craftsmanship; and 2-8-4 (A) 4. Its identification as the work of an architect, designer, engineer or builder whose individual work is significant in the history or development of the City, the State, the Midwest region or the United States. Commissioner Itle seconded the motion. Commissioner Dudnik then amended his motion to include criterion 2-8-4 (B) stating “Integrity of Landmarks and Districts. Any area, property, structure, site or object that meets any one or more of the criteria in Subsection 2-8-4(A) shall also have sufficient integrity of location, design, materials and workmanship to make it worthy of preservation or restoration.” Commissioner Itle seconded the amended motion. The motion passed as amended (the recommendation of landmark status for 1726 Hinman was approved). Vote: 5 ayes, 3 nays. Commissioner Riessen made a motion to close the public hearing and re-open the Commission’s regular meeting at 9:02 pm on Tuesday, March 21, 2017. The motion was seconded by Commissioner Vogel. The motion passed unanimously. Respectfully submitted: Carlos D. Ruiz Preservation Coordinator. 392 of 677 APPROVED Preservation Commission Page 1 of 2 MEETING MINUTES EVANSTON PRESERVATION COMMISSION Tuesday, April 18, 2017 Lorraine H. Morton Civic Center, 2100 Ridge Avenue, Room 2404 8:00 P.M. Members Present: Robert Bady, Elliott Dudnik, Ken Itle, Mark Simon, Tim Schmitt, and Karl Vogel Members Absent: Julie Hacker, Sally Riessen Hunt, and Diane Williams Staff Present: Scott Mangum, Planning and Zoning Administrator, Division Manager Carlos Ruiz, Senior Planner/Preservation Coordinator Presiding Member: Ken Itle, Vice Chair CALL TO ORDER / DECLARATION OF QUORUM Vice Chair Itle called the meeting to order at 8:03 pm with a quorum of six Commissioners present. B. 1726 Hinman Av. - Landmark nomination. Jim Kollross, applicant. Sigma Chi Foundation, owner. Approval of Preservation Commission’s Report Recommending City Council Landmark Designation of 1726 Hinman Avenue, and adoption of Resolution Requesting the City Manager to Transmit The Evanston Preservation Commission’s Recommendation and Report that the City Council. This item was discussed later in the meeting after New Business. The following revisions were made (delete and new text) on page 6 of the Report: First paragraph: …posed at this the 1975 hearing focused … Second paragraph: Also, As as a result of the 1975 ZBA Hearing, a Covenant dated February 26, 1976, between Sigma Chi Foundation and the City of Evanston recorded against the property states “2. No changes shall be made that will not preserve the appearance of a single family dwelling.” Third paragraph: Despite needed maintenance and repairs,Although the house currently needs maintenance and repairs typical for a building of its age, it still retains its historic integrity. 393 of 677 APPROVED Preservation Commission Page 2 of 2 Commissioners discussed the procedure for the review of the Commission’s report at City Council, whether the Chicago Tribune article following the public hearing about the Victory Monument in Chicago should be included as part of the Commission’s report. Commissioner Dudnik said that criterion 2-8-4 (A) 4 should be emphasized to the City Council. John A. Nyden is an important person in the architecture of the region. Vice Chair Itle read for the record the Commission Resolution approving its Report recommending that City Council designate 1726 Hinman Av as a landmark and requesting the City Manager transmit the Commission’s recommendation and Report to the City Mayor and the City Council, and that the Commission’s Report be sent to the applicant and to the owner of record. Commissioner Simon made a motion to adopt the Resolution as read and the Report as amended, seconded by Commissioner Bady. The motion passed unanimously. Vote: 6 ayes, 0 nays. ADJOURNMENT Commissioner Simon made a motion to adjourn the meeting at 9:38 p, seconded by Commissioner Dudnik. The motion passed unanimously. Vote: 6 ayes, 0 nays. Respectfully Submitted, Carlos D. Ruiz Senior Planner/Preservation Coordinator 394 of 677 395 of 677 396 of 677 397 of 677 Tatum - page 1 RAYMOND TERRY TATUM 6434 North Washtenaw Avenue Chicago, Illinois 60645 773-761-6055 (home) 773-852-9886 (cell) rttatum2@att.net Education Ph.D. in art and architectural history, University of Illinois at Urbana-Champaign, (major - modern architecture, 1750 to present; minor: American Art, 1820-1940); ABD. M.S. in historic preservation, School of Architecture, Planning & Preservation, Columbia University, 1985. A.B. in history, Western Kentucky University, 1977. Academic Appointments Instructor (part-time), Art & Design Department, Columbia College Chicago February 1995 - present I currently teach "History of Art I" and "History of Art II.” I’ve previously also taught “History of Architecture I” and “History of Architecture II.” Instructor (part-time), Historic Preservation Program, The School of The Art Institute of Chicago August 1999 - present Spring 2017 - "History of American Residential and Institutional Architecture"- I also have taught "Archival Documentation," "Politics of Preservation," "History and Theory of Historic Preservation," “Preservation Planning Studio,” "Thesis I," and “Thesis II.” Professional Experience Consultant in historic preservation and Chicago history August 2014 – present I consult on historic preservation projects, including preliminary determinations of National Register eligibility, National Register nominations, and Part I applications. I also research general topics concerning Chicago history upon request. Supervising Historian and Director of Research Chicago Department of Planning and Development, Historic Preservation Division July 2000 - August 2014 I supervised a 2-person unit handling landmark designation and survey for the City of Chicago’s Historic Preservation Division of the Department of Planning and Development, which staffs the Commission on Chicago Landmarks. I also supervised consultants that prepare designation reports. In addition, I advised other Historic Preservation Division staff working in building permit review. Historic Preservation Consultant; Freelance Architectural Historian May 1992 - July 2000 I completed a wide variety of historic preservation and architectural history projects, including historic resources surveys, National Register nominations, Chicago Landmark designation 398 of 677 Tatum - page 2 reports, assessments of National Register eligibility, “house histories,” historic photograph research, architectural photography, Chicago architectural tours, and general research, writing and consultation on historic preservation, architecture, art, and Chicago history. Editor, Chicago Architectural Club Journal 1999 - 2001 I edited and assisted in planning the annual publication of this professional organization for architects. Contributing Reviewer, eBLAST, Encyclopaedia Britannica June 1998 - January 1999 I reviewed web sites in the fields of architecture, historic preservation, and conservation for Encyclopaedia Britannica's proprietary Internet search engine. Editorial assistant, Chicago Design Consortium Newsletter August 1997 - March 1998 I edited a calendar of current events in the fields of architecture, landscape architecture, planning, design, and historic preservation for a newsletter published by the Chicago Design Consortium, an umbrella organization founded by the American Institute of Architects, the American Society of Landscape Architects, and the American Planning Association. Project Manager, Chicago Department of Planning and Development April 1995 - February 1997 As an independent contractor reporting to the Landmarks Division of the Chicago Department of Planning and Development, I managed the planning, implementation, and production of The Chicago Historic Resources Survey, a publication documenting a 12-year preservation planning project started by the Commission on Chicago Landmarks and completed by the Landmarks Division, Chicago Department of Planning and Development. President, Society of Architectural Historians (Chicago chapter) August 1987- July 1991 As the chapter's volunteer president, I planned and administered programming for nonprofit group. Landmark Preservation Specialist II, Commission on Chicago Landmarks September 1985 - August 1991 I was the field coordinator and supervisor for the Chicago Historic Resources Survey, a comprehensive survey of Chicago's historic architecture. Selected Writings, Research Projects & Editorial Services Preliminary determinations of National Register eligibility; Part I applications: • Blue Bell, Inc. Factory Building, Columbia City, Indiana • Vaughn Building, Midland, Texas • Appleton Woolen Mill, Appleton, Wisconsin • St. Adalbert Parish Complex, South Milwaukee, Wisconsin • Dover Street School and Social Center, Milwaukee, Wisconsin 399 of 677 Tatum - page 3 • Olsen Publishing Building, Milwaukee, Wisconsin • St. Mary and St. Joseph parishes, Fond du Lac, Wisconsin • St. Mary School, Fond du Lac, Wisconsin • Bloomington High School, Bloomington, Illinois • Rapid Roller Company Factory Building, Chicago, Illinois National Register of Historic Places nominations: • "Vaughn Building, Midland, Texas" - 2016 • "Blue Bell, Inc. Factory Building, Columbia City, Indiana" - 2015 • “St. Matthew Evangelical Lutheran School, Chicago, Illinois,” 1999 • "Decatur and Macon County Welfare Home for Girls, Decatur, Illinois," 1999 • "The Loop Retail Historic District [State Street & Wabash Avenue], Chicago, Illinois," 1998 • "Boyce Building, Chicago, Illinois," 1995 • "7th District Police Station, Chicago, Illinois," 1995 Chicago Landmark designation reports for the Commission on Chicago Landmarks (partial list): • "(Former) Anshe Sholom Synagogue Building," March 2014 • "Northwestern University Chicago Campus District," February 2014 • "Cairo Supper Club Building," December 2013 • "(Former) James Mulligan Public School Building," September 2013 • "42nd Precinct / Town Hall Police Station," April 2013 • "Sheridan Road Mansions," December 2012 • "Augustus Warner House," October 2012 • "Martin Schnitzius House," June 2012 • “Kenwood United Church of Christ,” April 2011 • “White Castle #16,” March 2011 • “Griffiths-Burroughs House,” September 2009 • “Dr. Philip Weintraub House,” May 2009 • "Lincoln Avenue Row House District,” 2009 • “Chicago Orphan Asylum Building,” November 2008 • “Giles-Calumet District,” July 2008 • “6901 Oglesby Cooperative Apartment Building,” March 2008 • “Arlington-Deming District,” October 2006 • “Surf-Pine Grove District,” September 2006 • “Roberts Temple Church of God in Christ Building,” November 2005 • “Oakdale Avenue District,” April 2005 • “Logan Square Boulevards District,” October 2004 • "Madonna della Strada Chapel" • “Main Building and Machinery Hall, IIT,” January 2004 • “St. Gelasius Church Building,” September 2003 • “R. R. Donnelley & Sons Co. Calumet Plant,” July 2003 • “Fremont Row House District,” June 2003 • “Pate-Comiskey House,” April 2003 • “Pulaski Park Fieldhouse,” February 2003 400 of 677 Tatum - page 4 • “Trustees System Service Building,” January 2003 • “West Town State Bank Building,” November 2002 • “South Pond Refectory and Men’s & Ladies’ Comfort Station,” September 2002 • “Jewelers Row District,” July 2002 • “Armitage-Halsted District,” February 2002 • “Congress Theater,” August 2000 • “Burling Row House District,” June 2000 • “LaSalle Street Cable Car Powerhouse,” May 2000 • “Heyworth Building,” April 2000 • “Medinah Temple,” May 1999 • “Allerton Hotel,” February 1998 • "McGraw-Hill Building," co-written with Charles Thurow, March 1995 • "John Rath House," researched with Timothy Barton, November 1992 • "Eighth Church of Christ, Scientist," August 1992 • "Frank F. Fisher, Jr. Apartments," August 1991 “The First Boy Scout's Legacy: Chicago's Boyce Building,” Historic Illinois 22, # 1 (June 1999), pp. 3 - 8. Image researcher, Art of the State of Illinois, published by Harry N. Abrams and Walking Stick Press, 2000. Project manager and photograph editor, The Chicago Historic Resources Survey, published by the Commission on Chicago Landmarks and the Chicago Department of Planning and Development, Landmarks Division, 1997. Architectural historian for booklets accompanying videos, Perspectives: Films/Videos: • "Chicago: City of Neighborhoods," 1999 • "Chicago: A City in a Garden," 1997 Architectural historian, "African-American Architects and Builders." Documentary produced by WBBM-TV (Channel 2) and Museum of Science & Industry (aired February 12, 1995). "Richard J. Daley Center." In Guide to Chicago Architecture, published by Harcourt Brace Jovanovich for the Chicago Chapter, American Institute of Architects, 1993. [with Joan E. Draper]. "The Buildings of Andrew Nicholas Rebori." The Chicago Architectural Journal 4 (1984), pp. 14 - 22. "A Brief Guide to Chicago's Building Types," Essay in Out of the Loop, Chicago, Vernacular Architecture Forum Chicago, 2015. Expert Witness Testimony Bissell Street District, before Commission on Chicago Landmarks Oakdale Avenue District, before Commission on Chicago Landmarks 401 of 677 Tatum - page 5 McCormick Double House, before Commission on Chicago Landmarks Terra Cotta Row District, before Commission on Chicago Landmarks Greenwood Row House District, before Commission on Chicago Landmarks Champlain Building, before Commission on Chicago Landmarks Fisher Apartments, before Commission on Chicago Landmarks Northeast Evanston Historic District, before Evanston Preservation Commission Awards & Fellowships Graduate Scholarship, Columbia University, 1982 Graduate Fellowship, University of Illinois at Urbana-Champaign, 1991 Travel Grant, University of Illinois at Urbana-Champaign, 1993 Laing Graduate Fellowship, University of Illinois at Urbana-Champaign, 1996 Participation on Award Juries and Review Boards Historic Chicago Bungalow Association Awards, 2012, 2013, 2014, 2015 Richard Driehaus Preservation Awards, Landmarks Illinois, 2006 Winnetka (Illinois) Preservation Awards, 2000 Evanston (Illinois) Preservation Awards and Margery B. Perkins Award, 1990 Illinois Historic Sites Advisory Council, State of Illinois, 2015 - present Professional Memberships and Offices with Professional Organizations Landmarks Preservation Council of Illinois Society of Architectural Historians (national; Chicago chapter) • Vice-President (Chicago chapter), 1986-1987 • President (Chicago chapter), 1987-1991 • Chair, Nominating Committee (Chicago chapter), 1992, 1993, 2001 • Treasurer (University of Illinois chapter), 1992-1993 • Chair, Keeper’s Preservation Education Fellowship Committee (national), 1999 • Board member (Chicago chapter), 2003 – 2005 • Tour Coordinator, SAH 2010 annual meeting in Chicago Vernacular Architecture Forum Victorian Society in America • Greater Chicago Chapter: Vice-President, 2010 - 2012 402 of 677 403 of 677 404 of 677 405 of 677 ACHIEVING THE AMERICAN DREAM: THE CAREER OF JOHN AUGUSTUS NYDEN, 1895-1932 BRADLEY SKELCHER John Augustus Nyden immigrated from Sweden to the United States in order to pursue his dream of becoming a master builder. Once in America, he succeeded far beyond Ms expectations; he became a leading architect and made many significant contributions especially to the Chicago area. In order to do this, he followed the accepted path toward upward mobility for immigrants in America at the turn of the century; he learned English and a trade. Of equal importance at this time, he conformed to traditional American values: hard work, modesty, punctuality, sobriety, frugality, and charity. Above all, he was a faithful man; he devoted his life to his family and the Church. While conforming to American standards, however, he never broke the bonds with his homeland or with his proudly maintained Swedish heritage. Over the years, Nyden and his work have largely fallen into obscurity. This circumstance renders the perception that both were unimportant. All the same, his life and work in America were significant, because he was representative of most immigrants—and for that matter most middle-class Americans of his day. His life and work provide important clues as to the lives of "undistinguished" people who lived during the early 1900s. This article is the result of initial findings, the ultimate aim of which is a forthcoming book on the life and work of John A. Nyden. In 1895 at the age of 16, Nyden arrived in Chicago. He came from the province of Småland, Sweden, joining thousands of others who left what then was an impoverished area. Like so many other immigrants who came to the Land of Promise, he set a course aimed at achieving the American Dream. Unlike some of his fellow immigrants, Nyden did indeed achieve his aspirations and thereby tried to set an example for others to follow. That is, by assimilation, his fellow Swedish immigrants could also attain their dreams. He believed that one could become an American and still preserve one's 406 of 677 Swedish cultural heritage.1 Ironically, when Nyden died at the age of 54 in 1932, there were doubts as to whether he had achieved what he sought. His financial status at the time of his death is still unclear. Most likely he was then experiencing financial difficulties, as were so many others at the onset of the Great Depression. Obviously, he died without the recognition Ms family thought he deserved, as his daughter Valborg painfully testified following his death: It is indeed quite [remarkable] how easily a man is forgotten after his death, even if he has contributed [considerably] to the world. During the whole tercentenary campaign [to commemo- rate the first Swedish colony in America] Father's name was never mentioned, not even as the architect of the [American Swedish Historical] Museum [in Philadelphia]. So just before the big celebration, a well-known Swedish man, living near Stockholm, Sweden, wrote directly to the Crown Prince about the above.2 A bronze plaque of John Augustus Nyden in the American Swedish Historical Museum, Philadelphia. (Courtesy of Bradley Skelcher.) 407 of 677 In and of itself, the story of John A. Nyden is probably insignifi- cant. Placed in the context of immigration history, however, his biography sheds. light on the Swedish immigrant experience in America and, in particular, Chicago. It shows how an immigrant group seeking the American Dream aspired to establish itself within American culture. Yet, its constituents also wanted to remain separated from the new setting, clinging to a familiar past. If nothing more, these people wanted to maintain cultural links with Sweden. As an architect and developer, Nyden played a significant role in building a Swedish-American community on the north side of Chicago and in the adjacent suburbs. This part of town was similar to other neighborhoods in the city; it was highly segregated. This was nowise unusual for immigrant groups, who created ethnic enclaves for mutual support and to preserve their Old World cultures. Nyden helped to establish and nurture institutions that reinforced this kind of separation. At the same time, he encouraged his fellow Swedes to assimilate by following the accepted paths to upward mobility. For Nyden, this meant hard work, education, diligence, fidelity, and above all sobriety. To be sure, he held these values long before arriving in Chicago, and they were reflected in his strong religious beliefs.3 Nyden was bom on 25 March 1878 at Nybygget in Moheda parish, Kronobergs län, about twenty kilometers northwest of Växjö. He had three siblings, two of whom died in infancy. In 1895 he changed his name from Johan Augustus Carlsson to John Augustus Nyden. He derived his surname from his birthplace, Nybygget (his first name was also that of his brother Johan Walfred, who died in infancy). His father was Carl Gustaf Johansson and his mother, Maria Daniels- dotter Humble. She died in 1889, leaving his maternal grandmother Maja Lisa Humble to raise him. She was responsible for his religious upbringing.4 Nyden was born into a family of craftspeople. His father was a contractor and a mason, but poor economic conditions in Sweden had forced him to work as a farm laborer. It was from his father that Nyden learned the construction trade of masonry. Little documenta- tion of his early life remains, but Nyden did report that at the age of 12 he built a two-room house. At this time, Nyden recalled, he decided to become an architect, a choice that won his father's approval and encouragement. Nyden studied architectural plans that his father borrowed from building contractors. He also borrowed books and plans from a library in Växjö. This was the extent of his 408 of 677 architectural background before he reached the United States. In 1895, then, Nyden made the monumental decision to leave Sweden and pursue his dream in America. Lamenting Ms son's departure, his father prophetically said to him, "I guess this will be the last time we will ever see each other, as I will not live very long." Nyden never saw Ms father again.5 That same year, Nyden arrived in Chicago via Quebec, Canada, one of the ports of entry for Swedish immigrants. Reaching his destination, he moved into his cousin John E. Mohlin's home. This was a common occurrence in the immigration experience, step or stage migration. Family members or friends often supported new immigrants in the process of transition. He also joined the Swedish Evangelical Lutheran Mission Church of Lake View; churches were another important source of support for newly arrived immigrants.6 Nyden had followed a path well traveled by other Scandinavians. Between 1851 and 1930, about 1.25 million of them were Swedish immigrants. Almost 85 percent of them were 35 years old or younger. A great many of the Swedish immigrants settled within urban areas, and Chicago was the primary destination for most. By the first decade of the twentieth century more people of Swedish descent lived in Chicago than anywhere else outside of Sweden. In part, Swedish immigration to Chicago helped contribute to the city's population explosion. This in turn stimulated the needs for more housing and for people with building skills such as the ones Nyden possessed.7 During the late nineteenth century, Chicago attracted thousands of immigrants. By the end of the century its population had grown to 1,768,000. This made it the second largest city in the United States. To some extent the rapid growth of its population at this time had been a result of annexation of the immediate suburbs, but immigra- tion had been the chief factor at work here. This dramatic increase in population spurned the growth of the construction industry, in which several Swedish Americans were participants. It emerged as a lucrative business, especially for residential builders. The Chicago and Milwaukee Railroad opened the northern areas to development, but it was not until 1909 when Daniel H. Burnham completed the Michigan Avenue Bridge that the north side began to attract businesses and residents in large numbers.8 These areas were now settled by the growing middle class, many of whom were of Swedish descent. This naturally enabled numerous skilled builders within the Swedish community to participate in the 409 of 677 growing construction industry. Lars Gustaf Hallberg, the first of the renowned builders of Swedish descent, arrived after the Chicago Fire of 1871. He was among the first to use reinforced concrete in his structures. After Hallberg, others followed such as Nils Persson Severin, Henry and John E. Ericsson, Louis M. Nelson, Adolph Lindström, Eric P. Strandberg, and E. C. Carlson. Probably the most famous builder among these early ones was Andrew Lanquist of Lanquist & Illsley, the firm that constructed the first skyscraper in Chicago, the Monon Building.9 Along with the rapid population growth and the subsequent need for new construction, there was a demand for labor. This especially held true for bricklayers and their assistants. After the Chicago Fire of 1871, ordinances required the construction of fireproof buildings; brick structures complied with the regulations. Thus it was no accident that Nyden was first employed in America working as a bricklayer. He found a job in Winnetka, just north of Chicago. There he took part in the construction of New Trier High School. This required hours that were long and hard. Twelve-hour days were not unusual at the turn of the century for American workers.10 Upon completing his arduous workdays, Nyden nevertheless managed to continue his education along with many of his immigrant cohorts. After work, he attended classes at the Emigrants' Evening School in Chicago. Most of these sessions focused on language education. They also facilitated immigrants from rural agrarian societies to make the transition to an urban industrial one. Within three years, he completed grammar and high school and then went to Columbia Trade School, also in Chicago. Clearly, Nyden made rapid progress in adapting to his new American life." At the Emigrants' Evening School, John met a classmate who later became his wife. Her name was Alma Ottilia Hemmingsson and she, too, was from Småland. Ottilia was born on 13 March 1874 at Löv- udden in Kristdala parish, Kalmar län, about twenty kilometers from the port city of Oskarshamn. Her parents were Sven Peter Hem- mingsson and Kajsa Lisa Carlsdotter. Sven Peter served as nämdeman (assessor) of the Ishult Courthouse for fifteen years. He then became supervisor of public works in the district. He also served as a trustee of the Kristdala church. Her mother was a descendant of the noble families Bagge af Berga and Sabelsköld. She also traced her lineage to the Meurling family of clergymen.12 Arriving in America the same year as Nyden, Ottilia joined her sister Hilda in Chicago. Like many other Swedish immigrant women, Ottilia found work as a seamstress. 410 of 677 57 percent of Swedish immigrant women were domestics, while the others were generally seamstresses. After this Job, she took a position as both governess and dressmaker. Her evenings were spent attend- ing language classes, where she met Nyden, her husband-to-be.13 Following the completion of his basic education in 1898, Nyden attended Northern Indiana Normal School and Business Institute in Valparaiso, Indiana (the forerunner of Valparaiso University). He enrolled in the Preparatory Department, which offered ten-week terms. Records of his studies there are scant, but they do show that he attended three such terms, that is, until 1899. The curriculum consisted of preparatory classes similar to a community college's offerings today. There was heavy emphasis on English. He did not neglect, however, the study of architecture. Apparently, Nyden required additional preparation beyond the high-school level before enrolling in regular college courses.14 After completing his studies at Valparaiso, Nyden began pursuing a career in the construction industry. He took a position with the George A. Fuller Company, a contracting firm in New York City. It appears that he worked as a drafter. Because of Ms short stay, this was most likely an apprenticeship and part of his practical training. This was commonplace for individuals entering the professions of construction engineering and architecture at the time. He stayed there for only a year before permanently relocating in Chicago.15 Nyden now matriculated at the school of the Art Institute of Chicago, expressly to study architecture. He worked simultaneously as the chief drafter for the Northwestern Terra Cotta Company, a job he held for six years. At this time, the preeminent architects in Chicago were also associated with the Art Institute. Nyden's experiences under their tutelage influenced his own building style, a revival of the Gothic one, but placed in a contemporary context.16 Most influential in the 1890s was Louis Sullivan, who developed the Chicago style of architecture, much of which had roots in the École, taught at the Massachusetts Institute of Technology where Sullivan had studied. Once in Chicago, he combined it with Classical and Gothic traditions. Sullivan maintained that he was merging the intellectual driving force of the Classical tradition with the emotional strength of its Gothic counterpart. In combining them, he infused a dynamic motion into his skyscrapers.17 Ralph Adams Cram of the firm Cram and Goodhue was also influential. He considered the Gothic tradition of northern Europe to constitute the most important style and set out on a mission to revive it in American architecture. 411 of 677 He apparently succeeded in accomplishing this mission, especially on the north side of Chicago and in the adjacent suburbs. Frank Lloyd Wright agreed with Cram. He spent long hours at the Art Institute lecturing on the use of the Gothic style. For Wright, it was truly organic architecture.18 The standard architectural education at the Art Institute also emphasized drawing skills, stressing proficiency in the use of pencil, pen, and brush. The school required its students to paint buildings within landscape settings in order to show their skills. From these exercises, Nyden developed a keen interest in painting and listed it as his chief avocation. In 1907 he won first place in the Twentieth Exhibition of the Chicago Architectural Club. His painting was a watercolor of the ruins of St. Karin's church in Visby, Sweden. Like so much else in his life, the choice of a Gothic church as his subject was not accidental. It represented the enduring strength of the Protestant faith and Nyden's own northern European roots.19 Goddard Chapel in Rose Hill Cemetery, Marion, Ill. (Courtesy of Bradley Skelcher.) Nyden's ancestral home lay in a part of Sweden that had a strong 412 of 677 religious heritage. Småland and its Värend district was the site of an early Christian community in Sweden. Nyden reported that in 1882 his father renovated the church at Moheda, which was built in 1050 A.D. The experience of having been nurtured in this particular religious culture had deeply affected Nyden, and the power of religious architecture was a daily reminder of this heritage. In 1892 at Moheda, the Reverend Gösta Ydström confirmed Nyden into the State Lutheran Church. During his career, Nyden designed several churches, most of which reflected the Gothic style of northern Europe.20 Nyden completed his studies at the Art Institute in 1901, and the following year he and Ottilia were married. After their honeymoon in Sweden, the Nydens began their marriage in a modest house in Chicago. They later moved to a better one in the Edgewater neighbor- hood as their family expanded. Their first child Adelaide was born in 1902 and their second, Valborg, in 1904. That same year Nyden completed his architectural education at the University of Illinois at Urbana. He passed the examination that allowed him to practice architecture and engineering in the state of Illinois. With his certifica- tion, Nyden began to make his mark on the construction industry.21 Following a brief period of employment with the Barnett, Haymer and Barnett Company, he assumed the position of chief designer and planner for Arthur Heun of Chicago, serving in this capacity from 1907 to 1909. His most significant work for Heun was the design of the J. Ogden Armour estate in Lake Forest, Illinois. This structure is not typical, however, of his dominant style because of its Italian Renaissance ambience and a lack of symmetry on the side elevations. Nonetheless, it does have some features that would characterize Nyden's subsequent work, for example, its frontal symmetry. He also directed the construction of the Illinois Athletic Club and the New Southern Hotel. In addition to being employed by Heun, Nyden also worked on his own jobs. In 1907 he opened an office on LaSalle Street in downtown Chicago and launched his career as an independent architect. He focused his efforts on the Swedish-American communi- ties in the North Park and Edgewater neighborhoods of Chicago. In these areas he designed and constructed several buildings, apartment complexes, and residences. One was for his cousin John E. Mohlin (Nyden designed several apartment houses for members of his family as sources of income for them). He played an important role, moreover, in the building of these communities.22 413 of 677 Armour Estate, Lake Forest, Illinois (Courtesy of Bradley Skelcher.) The North Park area, along with Edgewater, had attracted Swedish Americans since the 1890s. Real estate promoters first advertised the sale of lots in Chicago's Swedish-language newspa- pers. The North Park subdivision possessed those qualities that an upwardly mobile population wanted. Nyden also took an interest in the area. It had access to the Loop via the Chicago and Northwestern Railroad. Lake Michigan lay only three miles to the east. There was an air of suburban exclusiveness surrounding it. This was especially attractive to families-who wanted to escape the problems of the inner city. Its promoters also emphasized education; North Park College and Theological Seminary, founded in 1891 by the Swedish Evangeli- cal Mission Covenant Church, was central to the advertisements. Above all, the community offered a homogenous society of Swedish Americans.23 In these neighborhoods, Nyden worked to build a community for upwardly mobile Swedish Americans. Those who had located here were devout in their religious beliefs and were pursuing their dreams. To preserve their cultural heritage, many wanted to remain separate from the rest of Chicago's growing ethnic popula- tions. 414 of 677 In 1908 Nyden moved his family to the Edgewater community directly northeast of North Park. Here he built his home on Wayne Avenue and was a founding member of a new congregation, the Edgewater Evangelical Lutheran Mission Church (which later became the Edgewater Mission Covenant Church). He designed the perma- nent church building, completed in 1909.24 This was the first of Nyden's numerous charitable projects primarily for the Mission Covenant Church. Along with Strandberg Contractors and Company, Nyden donated his services in the construction of the Women's Building at Augustana College in Rock Island, Illinois. Between 1907 and 1932, his charitable works included the Colony of Mercy in Bartlett, Illinois; the Swedish Covenant Home of Mercy in Chicago; the Covenant Children's Home and its gymnasium in Princeton, Illinois; alterations on the Swedish Covenant Hospital and Home of Mercy in Chicago; the Missionary Home for the Mission Covenant Church, also in Chicago; and the Minnehaha Academy Auditorium Building in Minneapolis, Minnesota.25 Edgewater Swedish Covenant Church. (Courtesy Covenant Archives and Historical Library.) Nyden also took an active interest in North Park College and 415 of 677 Theological Seminary. He became one of its trustees and an energetic participant in the growth of this institution. In 1914 he designed several buildings as well as the landscape, that is, his "Plan for Development of the North Park College Campus." His buildings included Caroline Hall, the President's Home (now the Student Services Building), and the school's first gymnasium, which originally had a porch, a typical characteristic of Ms work. He was also the architect of the central heating plant that was completed in 1925 but only part of which remains.26 Caroline Hall, North Park College. (Courtesy Covenant Archives and Historical Library.) At the beginning of his practice, Nyden's own distinct style was emerging. This was a period of transition in American society as well as its political and economic systems. Transitions were also occurring in architecture. Many practitioners of this art clung to traditional styles yet also adopted modern elements, as did Nyden. Unlike other architects, however, Nyden wanted to maintain a link with the past while making the transition to modernity. This also provided security 416 of 677 and solace for immigrants in the process of adapting from an Old World culture to a modern American idiom. In this regard, Nyden was an historic preservationist managing cultural change. This is apparent in those of his apartment and church building designs that have strong Gothic elements. His eclectic house designs have elements of the Prairie School in their low sweeping lines along with nuances of an eighteenth-century Swedish style.27 In 1917 when the United States entered World War I, Nyden had established himself as an important architect in Chicago, The following year he became a naturalized citizen of this country and joined the Army. He received a commission as a Major in the Construction Division of the Quartermaster Corps. During the war, he acted as the liaison officer between the Construction Division of the United States Army and the Surgeon-General. While in the armed services he supervised the construction of forty-two general and debarkation hospitals throughout the country. In 1923 he received a commission of Lieutenant-Colonel in the Reserves, and in 1926 the Army promoted him to Colonel.28 After the war, Nyden returned to Chicago and continued his practice. He prospered, along with the economy during the 1920s. He also became involved in several business ventures during this time. In 1919 he moved his practice to North State Street and launched a prosperous and successful period in his career. By 1921 he had the financial wherewithal to move to the wealthy suburb of Evanston. As he had done in Edgewater, Nyden contributed to the building of a community here, too. His daughter Valborg has credited him with the construction of one-third of the buildings in Evanston.29 His col- leagues elected him Director of the A.I.A. Chicago Chapter. During 1920 and 1921 he served as Vice President of the Illinois Society of Architects. He was also Vice President of the North Shore Association of Architects. The war, however, had brought a decided change to his life and practice. He now expanded his business activities into the sphere of banking and moved into large-scale real estate investment. The popularity of real estate bonds fueled the growth of housing construction, and the sale of Liberty Bonds during World War I had started this phenomenon. Nyden continued to design apartment buildings and residences, but he also began to design skyscrapers that revealed contemporary influences.30 In the early 1920s he founded the Admiral Hotel Company of Chicago and served as its president, and in 1922 he completed the Admiral Apartment Hotel Building. He 417 of 677 subsequently built the Commonwealth and Melrose hotels.31 To help finance their real estate ventures many developers and builders invested in savings and loan banks, and Nyden did likewise. In 1926 he founded the Belmont—Sheffield Savings Bank of Chicago and constructed its building. He also became a member of the board of the City National Bank and Trust Company of Evanston.32 By 1926 Nyden had reached the peak of his career. He incorporat- ed his business and turned his attention to other matters. That same year Governor Len Small appointed Nyden as State Architect of Illinois, in which capacity he served until 1927. He now supervised several state construction projects and designed the grandstand of the State Fairgrounds Stadium in Springfield (now demolished). In a letter to his daughter Valborg, he mentioned his sensing the omni- presence of Abraham Lincoln. These experiences seemed to have impressed upon him the importance of public service and of history itself.33 Upon returning to Chicago, Nyden allotted time to scholarly activities. He studied literature, languages and fine arts; but his research on ancestry and the preservation of his Swedish heritage were dominant activities. As an avid genealogist, he wrote to people in Sweden inquiring about his forbears. This enabled him to produce a complex genealogy that traced the lineage of his own and his wife's families. Nyden also traveled to Sweden several times and remained in close contact with relatives and friends there. After his trip in 1925, he donated funds to restore the belfry of the church in Moheda. To reaffirm a link to his past, he purchased Öhrsholm, his maternal ancestral estate, in 1930.34 Nyden also became an active participant in Swedish-American historical enterprises. He was a member of the Swedish Colonial Society in Philadelphia and contributed to the planning for the tercentenary celebration of the New Sweden colony in the Delaware Valley. Along with P. A. Waller and Amandus Johnson, Nyden was a charter member of the committee organized in 1926 to raise funds for the forthcoming tercentenary. In 1938 their plans were that the celebration would culminate with the grand opening of a museum in Philadelphia. Nyden often complained about a lack of support outside of Illinois, but the committee managed nonetheless to raise sufficient funds to begin.35 Surely the highlight of Nyden's career was his commission in 1926 to design the John Morton Memorial Museum (now the American Swedish Historical Museum) in Philadelphia. Eric P. Strandberg of 418 of 677 Chicago was the building contractor. Amandus Johnson founded the museum that same year. The intention was to honor John Morton, a signatory of the Declaration of Independence and an American of Swedish descent.36 The exterior of Nyden's design strikingly illustrates his desire to preserve historical styles, in that he has deferred to the Swedish and American pasts by combining elements from both countries. The structure itself is a replica of Eriksberg, a seventeenth-century Swedish manor house in Södermanland. Its cupola is based on the one atop the City Hall in Stockholm. Integrat- ed into the main structure's exterior sides are arcades that resemble those at George Washington's residence, Mount Vernon.37 John Morton Memorial Museum, Philadelphia. Crown Prince Gustaf Adolf and his consort Princess Louise of Sweden laid the cornerstone of the building on 2 June 1926. It was during this ceremony that the crown prince failed to acknowledge the work of Nyden, which later so upset his daughter Valborg. Nyden himself, however, did not mention the oversight; and this seems in keeping with his Swedish values—his work would stand on its own 419 of 677 merits. This omission was somehow brought to the attention of the crown prince. To make amends, he sent his personal chief of staff Count Goran Posse and his private secretary Captain Gösta Åsbrink to visit Nyden at his home in Evanston. All the same, this inadvertent disregard for his work seems to prefigure Ms lack of recognition perhaps in the remaining years of Ms life, certainly in the period following Ms death. But Nyden was still undeterred in his efforts to preserve the heritage of his Swedish ancestors. In anticipation of the tercentenary celebration, he wrote and published The Story of Our Forefathers (1928).38 The successful phase of Ms work, however, was now a thing of the past. Following the Stock Market Crash of 1929, Nyden suddenly retired at the age of 51. Taking into consideration the facts of Ms career to this point, it hardly seems possible that he would decide so abruptly to retire from his life's work of architectural design. At present, however, further research is needed to determine Ms financial status at the time. But it does appear that the economic crash dealt Mm a severe blow similar to numerous other real estate investors and financiers. He was forced to sell the family home in Sweden and other properties. Nyden lived for three more years apparently without doing any more work. He was stricken by a heart attack and died on 4 September 1932.39 John Augustus Nyden was a remarkable person. His biography reflects the general experience of many immigrants who came to America from an impoverished Sweden in search of a better life. Through assimilation, he made the American Dream come true, that is, by means of study and hard work, he aspired to and indeed became a leading architect in Chicago, the downward turn of events of Ms last three years notwithstanding. He also strove to maintain continuity with his Swedish heritage, thereby contributing to the preservation of historic architectural styles by way of his designs. This, too, was a notable accomplishment in a day and age when architects were by and large embracing modernity. Nyden's life story provides an example of the general upward mobility that many immigrants experienced in America. It also serves, however, to illustrate how precarious and uncertain the human condition was during the Great Depression. NOTES 1 Valborg Nyden, "Scenes of His Childhood" (unpublished essay, undated). The John 420 of 677 A. Nyden Collection, Swedish-American Archives of Greater Chicago, North Park College and Theological Seminary, Chicago, Illinois (hereafter, The Nyden Collection). 2 Valborg Nyden to Maurice Pratt Dunlap, Scottish Consul to the United States, 9 August 1938, Box 6, The Nyden Collection. 3 Valborg Nyden, "Family Recollections" (unpublished, undated), Box 7, The Nyden Collection. 4 Valborg Nyden, "Scenes of His Childhood." 5 Ibid. 6 Valborg Nyden, "John A. Nyden Chronology" (unpublished, undated), The Nyden Collection. 7 Lars Ljungmark, Swedish Exodus, translated by Kermit B. Westerberg (Carbondale, Illinois, 1979), 7,53-55, 93. 8 Robert P. Howard, Illinois: A History of the Prairie State (Grand Rapids, Michigan, 1972), 432. 9 Adolph B. Benson and Naboth Hedin, Americans from Sweden, edited by Louis Adamic (Philadelphia, 1950), 276-92. 10 Howard, Illinois, 353; Valborg Nyden, "John A. Nyden Chronology." 11 Valborg Nyden, "John A. Nyden Chronology." 12 John A Nyden, "Genealogy and Family Tree," The Nyden Collection. 13 Elaine Helgeson Hasleton, "John Augustus Nyden, Swedish-American Architect," Swedish American Genealogist, 11 (1991), 55-56. 14 Valborg Nyden, "John A. Nyden Chronology;" Alumni Record Card, Archives, Moellering Library, Valparaiso University, Valparaiso, Indiana. "Valborg Nyden, "John A Nyden Chronology;" The National Cyclopaedia of American Biography, 24 (New York, 1935), 392-93. 16 Valborg Nyden, "John A. Nyden Chronology." "Robert Twombly, Louis Sullivan: His Life and Work (New York, 1986), 225-26. "Richard Oliver, "Cram and Goodhue," in Master Builders, edited by Diane Maddex (Washington, D.C., 1985), 114-17; H. Allen Brooks, "Frank Lloyd Wright," in Master Builders, 118-23. 19 Item 95, Box 3, The Nyden Collection. 25 Item 3, Box 1, The Nyden Collection. 21 Valborg Nyden, "John A. Nyden Chronology." 22 John A. Nyden Drawings, Chicago Historical Society, Chicago, Illinois. 23 Leland H. Carlson, A History of North Park College: Commemorating the Fiftieth Anniversary, 1891-1941 (Chicago, 1941), 79-81, 209. 24 Valborg Nyden, "John A. Nyden Chronology." 25 John A Nyden Drawings, Chicago Historical Society. 26 Ibid. 27 Ibid. 28 Valborg Nyden, "John A. Nyden Chronology;" military records are also located at the National Personnel Records Center in St. Louis, Missouri. 29 Valborg Nyden, "John A. Nyden Chronology." 30Gail Radford, "New Building and Investment Patterns in 1920s Chicago," Social Science History, 16 (1992), 2-3. 31 John A. Nyden Drawings, Chicago Historical Society. 32 Valborg Nyden, "John A. Nyden Chronology." 33 Report of the Directors under Civil Administrative Code, 1927 (Springfield, Illinois, 1928), 400-02, 441-42, 459-66; items 95 and 97, Box 3, John A. Nyden to Valborg Nyden, 2 421 of 677 September 1926, The Nyden Collection. "Item 3, Box 1, The Nyden Collection. 35 "An Important Meeting of the Board of Governors," Swedish-American 300th Anniversary Bulletin, 1 (1927), 1; "A Letter from Colonel John A, Nyden," Swedish-Amer- ican 300th Anniversary Bulletin,2 (1928), 2; "The Biennial Meeting Report," Swedish-Amer- ican 300th Anniversary Bulletin, 2 (1928), 2-4. "Benson and Hedin, Americans from Sweden, 278, 283, 355, 357, 408-09. 37 "Self-Guided Tour," the American Swedish Historical Museum, Philadelphia, Pennsylvania. 38 John A. Nyden, The Story of Our Forefathers (Chicago, 1928). 39 Valborg Nyden, "John A. Nyden Chronology." 422 of 677 Permanent Link: Svenska Tribunen-Nyheter -- September 07, 1932 John A. Nyden, Prominent Architect Taken by Death The noted Swedish architect, John A. Nyden, died early this week in his home, 1726 Hinman Avenue, of a heart Ailment. The disease seems to have developed suddenly, and the news of his passing comes as a shock to his many friends in Chicago and other parts of the country. Nyden was born in Moheda, Sweden, in 1878. His father was a building contractor, and John became familiar with the building industry at an early age. When he was fifteen years old he was already helping his father to supervise the work on the large army buildings which he was erecting for the Swedish government. The boy took advantage of this opportunity to learn to read blueprints and other intricacies of the trade, and thus laid the foundation for his future career. But he also developed a strong desire to see America, which he had heard so much about, and at the age of seventeen he came to Chicago. Here he attended technical schools and also obtained practical experience by working on building projects. In 1898 he entered the technological department of Valparaiso University, Indiana, and studied there for two years. Later he obtained employment with the George A. Fuller Company, a large building firm in New York State, and in 1902 he went abroad on a study trip, during which he visited England, France, Belgium, Germany, Sweden, Norway, and Denmark. Upon his return to Chicago he became an executive in the Northwestern Terra Cotta Company here, and remained there until 1905. During 1906 and 1907 he was office manager of the architectural firms of Barnett, Hoynes, and Barnett and Arthur Huen. It was in 1904 that Nyden graduated from the Department of Architecture of the University of Illinois and in 1907 he established his own business. He was successful from the beginning, and enjoyed a fine reputation as an architect. He drew up the plans for many of the larger buildings here in Chicago and in the suburbs, among which are several hotels, churches, and schools. It may also be mentioned that he was engaged as consulting architect for the Minnehaha Academy in Minneapolis and the North Park College here. During the World War Nyden served in the army's construction corps with the rank of colonel, and he also served a term as state architect for Illinois. He was much interested in the preservation of Swedish- American historical relics and was a member of the Swedish Historical Society of America and of the John Morton Foundation in Philadelphia. The drawings for the new John Morton Museum in that city were prepared by him. He is survived by his widow, Alma Ottelia Nyden, and two daughters, and by one brother here in Chicago and one brother and a sister who are living in Sweden. Primary Listing Secondary listings SwedishIV, II A 1 John A. Nyden, Prominent Architect Taken by Death http://flps.newberry.org/article/5423404_5_0390 1 of 2 3/27/2017 6:40 PM 423 of 677 This digital collection was made possible by a grant from the Any views, findings, conclusions, or recommendations expressed here do not necessarily reflect those of the National Endowment for the Humanities. This project and other ongoing projects of the Newberry's are also supported by the John A. Nyden, Prominent Architect Taken by Death http://flps.newberry.org/article/5423404_5_0390 2 of 2 3/27/2017 6:40 PM 424 of 677 For City Council meeting of June 12, 2017 Item P3 Ordinance 37-O-17, Planned Development/Special Use at 831 Emerson For Action To: Honorable Mayor and Members of the City Council Planning and Development Committee From: Johanna Leonard, Director of Community Development Department Scott Mangum, Planning and Zoning Administrator Meagan Jones, Neighborhood and Land Use Planner Subject: Ordinance 37-O-17 Planned Development, 831 Emerson St, 17PLND-0011 Date: June 7, 2017 Recommended Action The Plan Commission and staff recommend adoption of Ordinance 37-O-17 for approval of the Planned Development with rezoning from C1 Commercial and R5- General Residential to C1a Commercial Mixed use and a Special use for a convenience store. The 9-story 242-unit residential building would include 3,300 square feet of ground floor commercial space and 174 parking spaces on site. Due to the requested development allowances listed below, per subsection 6-3-6-6, approval of this project will require a favorable vote of two-thirds of the City Council. Staff will continue to work with the applicant on the design of the building throughout the approval process. If the project is approved, final Design and Project Review (DAPR) approval and issuance of the building permit will not be granted until there is agreement between staff and the applicant regarding building elevations. The development includes 10 site development allowances for: number of dwelling units (242 units proposed where maximum 121 are allowed by Code), building height (103 feet proposed where maximum 67 is allowed by Code), floor area ratio (4.66 proposed where maximum 4.0 is allowed by Code), number of parking spaces (174 spaces proposed where 358 are required by Code), 0-foot rear yard setback for open parking along the north property line where minimum 10 feet is required, 0-foot side yard setback for open parking along the east property line where minimum 10 feet is required, 0-foot side yard setback for open parking along the west property line where 5 feet is required, no landscaping buffer along the rear (north) property line where minimum 10-foot landscape buffer is required, loading berths in the front yard which are open to the sky and within 30 feet of an intersection and reduced setback and screening for transformers located within 2 feet of a building. Memorandum 425 of 677 Livability Benefits Built Environment: Provide compact and complete streets and neighborhoods. Update Since 4/17/17 Planning & Development Committee Meeting Since the Ordinance was introduced on April 17, the applicant has proposed to revise the development site plan to provide a 3 ft. 6 in. front building setback, where the building was initially proposed to be constructed at the front property line. A revised site plan showing this setback will be provided prior to the June 12 City Council meeting. Staff recommends making this a condition of approval within the Ordinance. Additionally, during the April 17, 2017 Planning & Development Committee meeting, the Committee requested that staff provide additional information regarding recent apartment trends in order to inform Council discussion of the proposed 831 Emerson Street Planned Development project. Staff conducted research regarding regional and national trends for apartment size and pricing and has provided links to articles below. Also included in this research is information regarding unit sizes for recently approved and constructed apartment buildings in Evanston (chart provided below). Development Name Address Year Approved Apartment Unit Sizes (sq. ft.) Studio 1-bed 2-bed 3-bed 824 Noyes* 824-828 Noyes St. 2016 500-502 663-751 900-1021 1193-1247 1571 Maple* 1571 Maple Ave. 2015 586-610 579-895 976-1151 1463-1485 Chicago + Main 835 Chicago Ave. 2014 568-658 752-854 1009-1120 1306 1620 Central* 1620 Central St. 2015 NA 633-836 1167-1214 1285 Central Station 1700-1720 Central St. 2011 590-635 785-885 1185-1305 1485 E2 1881 Oak Ave./ 1890 Maple Ave 2013 504-542 590-810 1000-1250 1391 1717 Ridge 1717 Ridge Avenue 2011 514 656-1057 1050-1261 1273-1411 *Construction not yet completed The majority of the research provided mentioned a trend towards smaller dwelling units. This trend was seen as being driven largely by millennials seeking affordable living in areas near transit and amenities while not requiring a large living space. A similar trend was noted in several studies for the growing senior population, who may look to downsize and also seek to have amenities in closer vicinity to their residence. One article indicated that in some areas, apartment and condominium units may actually begin to increase in size. Much of the research noted a steady increase in rents within larger multi-family residential buildings in recent years. Data varied on whether or not this trend was expected to continue or begin to taper off in the coming years as more rental units 426 of 677 become available on the market. Staff research is included as attachments in addition to an article summary provided by the applicant. Background The 0.97-acre property, commonly known as 831 Emerson Street, is improved with a two-story commercial building and a 57-space open parking lot. 831 Emerson Street Proposed Planned Development - South Elevation The uses surrounding the site include an 11-story multiple-family senior residential building (Perlman Apartments) owned by the Cook Co. Housing Authority adjacent to the east and CTA railroad right-of-way adjacent to the west. The parking lot located immediately to the north is owned by and serves the Sherman Gardens Co-op residential development that is located to the south of the site. A one-story commercial bank with a drive-through and a restaurant use are also located directly to the south. Site Layout The massing of the proposed building creates a U-shaped structure with the bulk of the 9-stories adjacent to the east, west and north property lines and opening onto an amenity space along Emerson Street on the second level. There is a 16-foot wide alley to the east of the site and the CTA railroad property and elevated tracks to the west. 427 of 677 The building meets all required setbacks of the C1a Zoning District. The building height is 103 feet with an amenity level at a height of 20 feet along a large portion of the front (south) property line along Emerson Street. At its closest points, the building is located 8 feet from the west property line, 10 feet from the north property line 15 feet from the east property line and is built to the south property line. A majority of the ground level is devoted to an open parking lot (59 spaces) that is largely covered by the building. One level of underground parking (69 spaces), mezzanine level parking (44 spaces) and two car-share spaces bring the total amount of on-site parking spaces to 174. Of that, four parking spaces on the west end of the site closest to Emerson Street and the loading area will be devoted for the commercial tenant and two parallel parking spaces next to the alley will be devoted for car-share vehicles (i.e. Zipcars or Enterprise Car Share cars or similar). The vehicular access to the site will be provided in two locations; a two-way drive-aisle from the alley and a two-way drive-aisle from Emerson Street next to the railroad tracks near where the current access driveway exists. The access is located on the applicant’s property; however, the loading berths and a portion of the parking are located on CTA property. The property next to the railroad tracks is part of the CTA right-of-way for which the current property owner has access rights and the applicant has provided a land lease agreement with the CTA. The applicant will install an eleven-foot wide public sidewalk with four new street trees and 9 new bike racks for building visitors along Emerson Street. A bike room for approximately 162 bicycles spaces for building residents will be located on the ground floor of the building. The applicant is also proposing a new 5-foot wide sidewalk on the east end of the property along the alley with additional landscaping near the two car- share spaces located in this area. The sidewalk will also improve access from Emerson Street to the parking lot adjacent to the north. 428 of 677 831 Emerson Street, First Floor Plan Compliance with the Zoning Ordinance Rezoning The applicant is requesting rezoning of the property from C1, Commercial and R5, General Residential, to C1a, Commercial Mixed-use. Unlike the C1, Commercial district, the proposed C1a, Commercial Mixed-use district allows residential dwellings above the ground floor. There is one other C1a, Commercial Mixed-use district in the City located along Chicago Avenue near the Main Street Metra and CTA stations. Special Use The applicant is requesting Special Use approval for a 3,300 square foot convenience store on the ground floor. A convenience store is allowed as a Special Use in the C1a district. The existing 7-Eleven convenience store is expected to occupy the space. Planned Development The applicant is also requesting Special Use approval for a Planned Development to construct the 9-story (103-foot high) multiple-family building with 242 dwelling units, 3,300-square foot commercial area and 174 parking spaces. 429 of 677 The applicant is requesting approval of ten site development allowances: 831 Emerson St. Site Development Allowances Required / Max. Permitted Site Development Allowance Proposed Lot Size (# of dwelling units) 121 (350 sq. ft. /DU) +48 (40%)=169 242 Building Height 67 ft. +30 ft. = 97 ft. 103 ft. FAR 4 +1.5 = 5.5 4.66 # of parking spaces 358 N/A 174 Rear (north) setback for open parking 10 ft. N/A 0 ft. Side (east) setback for open parking 10 ft. N/A 0 ft. Side (west) setback for open parking 5 ft. N/A 0 ft. Landscape buffer along the north property line abutting residential district 10 ft. wide N/A None proposed Loading berth location Must not be open to sky if in front yard nor w/in 30 ft. of intersection N/A Within 30 ft. of intersection and open to sky w/in front yard Generator and Transformer setback 8 ft. or 4 ft. if within 2 feet of bldg. and screened N/A < 4 ft. and no landscaping (transformers) Parking and Traffic Based on the number and type of dwelling units proposed (71 studio units, 40 one- bedroom units, 93 two-bedroom units and 38 three-bedroom units) and 3,300-square foot commercial space, the proposed building is required to have a total of 358 parking spaces. The applicant is proposing a total of 174 parking spaces (0.71 per dwelling unit) for the proposed development. All of the 174 parking spaces, including the two car- share spaces, will be provided on site. 430 of 677 The Parking and Traffic Study submitted by the applicant concludes that the proposed parking arrangement will meet the parking demand of the building tenants. The study provides an analysis of the existing traffic conditions (including vehicle, bicycle and pedestrian traffic) and assesses the impact of the proposed development on the existing road network. Based on the traffic counts on roadways surrounding the site, the peak traffic volume is expected to occur weekday mornings between 8 am - 9 am and weekday evenings between 5 pm - 6 pm. According to the most recent Census Data, only 30% of residents in the area commute to work by car. The traffic study anticipates the same commute behavior as is currently the trend in the neighborhood. Considering this, the location of the development within a denser area and proximity to other modes of transportation, the anticipated morning and evening peak hour traffic is reduced by 70%. As a result, the traffic study anticipates approximately 36 new trips generated by the residential portion of the development during the morning peak hour and 141 vehicular trips during the evening peak hour. There are no increases in traffic volumes expected to be generated by the commercial use on the site (7-Eleven convenience store) since traffic this use generates is included in the existing peak hour volumes. The study indicates that all surrounding streets will continue to operate at acceptable levels of service due to the minimal addition of new traffic based on building residents. The applicant is proposing a $20,000 contribution towards pedestrian countdown timers for the traffic signals near the proposed development (outlined in the Public Benefits below). The proposed Ordinance also includes a condition that the residents of the development would not be eligible for residential on-street parking permits in the area. Public Benefits The proposed development will replace an underutilized two-story commercial building with a minimum LEED Silver certified development (as required by the Green Building Ordinance) and generate additional property tax to the community. The applicant will also be paying a fee in-lieu contribution towards the City’s Affordable Housing Fund in the amount of $2,400,000 in compliance with the Inclusionary Housing Ordinance. As there is groundwater contamination from previous uses on site, environmental cleanup will occur prior to construction. The applicant has committed, and the Ordinance includes the following public benefits as part of the Planned Development proposal: 1. A $20,000 contribution to the City of Evanston towards the installation of pedestrian countdown timers for nearby traffic signals. 2. Incorporation of two car-share spaces on the site. 3. Repaving of the alley to the east adjacent to the property to city standards and installation of a sidewalk to aid in access to the car-share spaces and the 431 of 677 parking lot immediately north of the property. 4. Streetscape improvements along Emerson Street including lighting, new sidewalk and landscaping. 5. Street crosswalk restriping in the vicinity of the site and a raised crosswalk installation at the Emerson Street entrance to the adjacent alley. 6. Utilization of measures to mitigate harm to migratory birds. 7. Bicycle parking for visitors and customers along Emerson Street for approximately 18 bicycles. Standards of Approval The proposed development meets the standards for approval of Zoning Ordinance Map Amendment (rezoning) in Section 6-3-4-5, standards for Special Use in Section 6-3-5- 10, the Standard for Planned Developments in Section 6-3-6-9 and standards and guidelines established for Planned Developments in the C1a, Commercial Mixed-Use District. (Section 6-10-1-9) The proposed rezoning of the property into a mixed-use commercial district to accommodate a mixed-use development is consistent with the Comprehensive General Plan. The proposal is consistent with the vision and goals of the Plan for redevelopment of underutilized properties with uses compatible with surrounding neighborhood. The Plan also calls for higher density of residential development on the outskirts of the downtown and near transit stops. The ten proposed site development allowances are necessary for a desirable redevelopment of the site with significant public benefits. The proposed development will not have an adverse effect on the value of adjacent properties. There are adequate public utility services and infrastructure available adjacent to the property. The applicant has submitted a detailed report of the availability of public utility infrastructure in the area. The proposal will not cause undue traffic congestion. The access to the rear parking lot will be provided via the alley and an existing driveway access adjacent to the railroad tracks. The applicant will close one existing curb cut on Emerson Street. The applicant is also proposing a new sidewalk on the subject property adjacent to the alley that will provide access to two car-share vehicles on-site and improve the access from Emerson Street to the private parking lot north of the site. The loading docks and parking for the commercial use are located adjacent to the railroad tracks and away from Sherman Gardens and Pearlman Apartments buildings to minimize adverse effects on adjacent residential uses. The proposed development is compatible with other similar developments in the area and is not of such nature in height, bulk and scale to exercise any influence contrary to the purpose and intent of the Zoning Ordinance. 432 of 677 Legislative History March 22, 2017 – The Plan Commission recommended, 6-1, to approve the proposed Planned Development with conditions outlined in the staff report memo dated March 16, 2017 and incorporated into the Ordinance. March 8, 2017 – The Plan Commission opened the public hearing and heard testimony by the applicant and general public. At the request of a nearby resident, the hearing was continued to March 22, 2017. March 1, 2017 –The Design and Project Review Committee (DAPR) Committee recommended unanimous approval of the proposed development subject to compliance with developmental allowances, comments at DAPR, and subsequent written staff comments. Attachments Proposed Ordinance 37-O-17 Staff Researched Apartment Trend Articles • Responding to Changing Households (77 pages)- http://furmancenter.org/files/NYUFurmanCenter_RespondingtoChangingHouseholds_2014_1.p df • CMAP, Rental Multi-family Housing Development Trends in the CMAP Region • The Macro View on Micro Units (included in applicant attachment): • 2016 3rd and 4th Quarter Apartment Trends • Midwest Experts Forecast 2017 Multi-family Real Estate Trends Applicant Review of Urban Land Institute Study on Micro-Units and study Plan Commission Meeting Minutes 03/08/2017 and 03/22/2017 Link to Plan Commission Packet for 03/22/2017 https://www.cityofevanston.org/home/showdocument?id=11906 433 of 677 3/29/2017 4/5/2017 4/21/2017 37-O-17 AN ORDINANCE Granting Special Use Approval for a Planned Development and Special Use Approval for a Convenience Store Located at 831 Emerson Street and Amending the Zoning Map to Re-Zone Certain Properties from the C1 Commercial Zoning District and R5 General Residential Zoning District to the C1a Commercial Mixed Use District WHEREAS, the City of Evanston is a home-rule municipality pursuant to Article VII of the Illinois Constitution of 1970; and WHEREAS, as a home rule unit of government, the City has the authority to adopt ordinances and to promulgate rules and regulations that protect the public health, safety, and welfare of its residents; and WHEREAS, Article VII, Section (6)a of the Illinois Constitution of 1970, states that the “powers and functions of home rule units shall be construed liberally,” was written “with the intention that home rule units be given the broadest powers possible” (Scadron v. City of Des Plaines, 153 Ill.2d 164, 174-75 (1992)); and WHEREAS, it is a well-established proposition under all applicable case law that the power to regulate land use through zoning regulations is a legitimate means of promoting the public health, safety, and welfare; and WHEREAS, Division 13 of the Illinois Municipal Code (65 ILCS 5/11-13-1, et seq.) grants each municipality the power to establish zoning regulations; and 434 of 677 37-O-17 ~2~ WHEREAS, pursuant to its home rule authority and the Illinois Municipal Code, the City has adopted a set of zoning regulations, set forth in Title 6 of the Evanston City Code of 2012, as amended, (“the Zoning Ordinance”); and WHEREAS, CA/Focus Evanston JV, LLC (“Applicant”), the Applicant for the proposed development located at 831 Emerson Street, Evanston, Illinois (the “Subject Property”), legally described in Exhibit A, which is attached hereto and incorporated herein by reference, applied, pursuant to the provisions of the Zoning Ordinance, specifically Section 6-7-2, “Zoning Map,” 6-3-5, “Special Uses,” Section 6-3- 6, “Planned Developments,” and Subsection 6-10-1-9, “Planned Developments” in Commercial Zoning Districts, to place certain properties within the C1a Commercial Mixed Use Zoning District (“C1a District”) and permit the construction and operation of a Planned Development with a Convenience Store and accessory parking located at the Subject Property in the C1a District; and WHEREAS, the Applicant sought approval to re-zone the Subject Property from the current C1 Commercial and R5 General Residential Zoning Districts to the proposed C1a Commercial Mixed-Use Zoning District; and WHEREAS, the Applicant sought approval to construct a new nine (9) - story one hundred three (103) foot tall mixed-use building consisting of up to two hundred forty-two (242) dwelling units, with a floor area ratio of approximately 4.66, approximately three thousand, three hundred (3,300) gross square feet of commercial space, one hundred seventy-four (174) open on-site parking spaces, zero (0) foot rear yard setback for open parking along the north property line, zero (0) foot side yard setback for open parking along the east property line, zero (0) foot side yard setback for 435 of 677 37-O-17 ~3~ open parking along the west property line, zero (0) foot landscape buffer along the rear (north) property line, an uncovered loading berth in the front yard and within thirty (30) feet of an intersection, and reduced setback and screening for transformers located within two (2) feet of a building; and WHEREAS, construction of the Planned Development, as proposed in the application, requires exception from the strict application of the Zoning Ordinance with regards to the number of dwelling units, building height, floor area ratio, number of parking spaces, rear yard setback from the north property line for open parking, side yard setback for the east property line for open parking, side yard setback from the west property line for open parking, landscape buffer along the north property line, location and configuration of the loading berth and transformer location requirements; and WHEREAS, pursuant to Subsection 6-3-6-5 of the Zoning Ordinance, the City Council may grant Site Development Allowances from the normal district regulations established in the Zoning Ordinance; and WHEREAS, on March 8, 2017 and March 22, 2017, in compliance with the provisions of the Illinois Open Meetings Act (5 ILCS 120/1 et seq.) and the Zoning Ordinance, the Plan Commission held a public hearing on the application for Special Use Approval for a Planned Development with a Convenience Store and Rezoning from C1 and R5 Zoning Districts to C1a Zoning District, case no. 17PLND-0011, heard extensive testimony and public comment, received other evidence, and made written minutes, findings, and recommendations; and WHEREAS, the Plan Commission’s written findings state that the application meets applicable standards set forth for Special Uses in Subsection 436 of 677 37-O-17 ~4~ 6-3-5-10 of the Zoning Ordinance and Planned Developments in the C1a Commercial Mixed-Use District per Subsection 6-10-1-9 of the Zoning Ordinance and Map Amendments per Subsection 6-3-4-5 of the Zoning Ordinance; and WHEREAS, on March 22, 2017, the Plan Commission recommended the City Council approve the application with conditions; and WHEREAS, on April 17, 2017, the Planning and Development (“P&D”) Committee of the City Council held a meeting, in compliance with the provisions of the Open Meetings Act and the Zoning Ordinance, received input from the public, carefully considered and adopted the findings and recommendations of the Plan Commission, and recommended approval thereof by the City Council; and WHEREAS, at its meetings on April 17, 2017 and April 24, 2017, held in compliance with the Open Meetings Act and the Zoning Ordinance, the City Council considered the recommendation of the P&D Committee, received additional public comment, made certain findings, and adopted said recommendation; and WHEREAS, it is well-settled law that the legislative judgment of the City Council must be considered presumptively valid (see Glenview State Bank v. Village of Deerfield, 213 Ill.App.3d 747) and is not subject to courtroom fact-finding (see National Paint & Coating Ass’n v. City of Chicago, 45 F.3d 1124), NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF EVANSTON, COOK COUNTY, ILLINOIS, THAT: SECTION 1: The foregoing recitals are hereby found as facts and incorporated herein by reference. 437 of 677 37-O-17 ~5~ SECTION 2: The City Council hereby amends the Zoning Map to remove those properties with the addresses and PINs listed in Exhibit B and identified in Exhibit C, both attached hereto and incorporated herein by reference, from the C1 Commercial and the R5 General Residential Districts and place them within the C1a Commercial Mixed-Use District. SECTION 2: Pursuant to the terms and conditions of this ordinance, the City Council hereby grants the Special Use Approval applied for in case no. 17PLND- 0011, to allow construction and operation of the Planned Development with a Convenience Store for a nine (9) -story one hundred three (103) foot tall mixed-use building consisting of up to two hundred forty-two (242) dwelling units, with a floor area ratio of approximately 4.66, approximately three thousand, three hundred (3,300) gross square footage of commercial space, one hundred seventy-four (174) open on-site parking spaces, zero (0) foot rear yard setback for open parking along the north property line, zero (0) foot side yard setback for open parking along the east property line, zero (0) foot side yard setback for open parking along the west property line, zero (0) foot landscape buffer along the rear (north) property line, an unenclosed loading berth in the front yard and within thirty (30) feet of an intersection, and reduced setback and screening for transformers located within two (2) feet of a building. SECTION 3: The City Council hereby grants the following Site Development Allowances: (A) Number of Dwelling Units: A Site Development Allowance is hereby granted for two hundred forty-two (242) residential dwelling units, whereas subsection 6-10- 3-4(B) of the Zoning Ordinance allows for a maximum of one hundred twenty-one (121) residential dwelling units in the C1a District. 438 of 677 37-O-17 ~6~ (B) Height: A Site Development Allowance is hereby granted for a building height of one hundred three (103) feet, whereas subsection 6-10-3-9 of the Zoning Ordinance allows for a maximum building height of sixty-seven (67) feet in the C1a District. (C) Floor Area Ratio (“FAR”): A Site Development Allowance is hereby granted for an FAR of 4.66, whereas subsection 6-10-3-7 of the Zoning Ordinance requires a maximum FAR of 4 in the C1a District. (D) Number of Parking Spaces: A Site Development Allowance is hereby granted for a total of one hundred seventy-four (174) parking spaces, whereas subsection 6-16-3-3 of the Zoning Ordinance requires a minimum of three hundred fifty-eight (358) parking spaces for the proposed Planned Development in the C1a District. (E) Rear Yard Setback for Open Parking Along the North Property Line: A Site Development Allowance is hereby granted for a rear (north) yard setback of zero (0) feet, whereas subsection 6-10-3-8(D) of the Zoning Ordinance requires a rear yard setback of ten (10) feet when abutting a residential district. (F) Side Yard Setback for Open Parking Along the East Property Line: A Site Development Allowance is hereby granted for a side yard setback of zero (0) feet, whereas subsection 6-10-3-8(C) of the Zoning Ordinance requires a side yard setback of ten (10) feet when abutting a residential district. (G) Side Yard Setback for Open Parking Along West Property Line: A Site Development Allowance is hereby granted for a side yard setback of zero (0) feet, whereas subsection 6-10-3-8(E) of the Zoning Ordinance requires a side yard setback of five (5) feet when abutting a residential district. (H) Landscape Buffer Along the North Property Line: A Site Development Allowance is hereby granted for a landscape buffer along the north property line zero (0) feet wide, whereas subsection 6-10-1-6 of the Zoning Ordinance requires a landscape buffer ten (10) feet wide when abutting a residential district. (I) Loading Berth Location and Screening: A Site Development Allowance is hereby granted for an unenclosed loading berth to be located within the front yard setback within thirty (30) feet of an intersection, whereas subsection 6-16-4- 1(B) requires that a loading berth may be in the rear yard when open to sky and may not be located within thirty (30) feet of street intersections. (J) Transformer Location: A Site Development Allowance is hereby granted for reduced setback and screening of transformers, whereas subsection 6-4-6-9 of the Zoning Ordinance requires a four-foot setback when located within two (2) feet of the principal structure and obscured from view by screening methods such as landscaping. 439 of 677 37-O-17 ~7~ SECTION 4: Pursuant to Subsection 6-3-5-12 of the Zoning Ordinance, the City Council imposes the following conditions on the Special Use Approval granted hereby, which may be amended by future ordinance(s), and violation of any of which shall constitute grounds for penalties or revocation of said Special Use Permit pursuant to Subsections 6-3-10-5 and 6-3-10-6 of the Zoning Ordinance: (A) Compliance with Applicable Requirements: The Applicant shall develop and operate the Planned Development authorized by the terms of this ordinance in substantial compliance with the following: the terms of this ordinance; the Site and Landscape Plans in Exhibit D and E, attached hereto and incorporated herein by reference; all applicable City Code requirements; the Applicant’s testimony and representations to the Design and Project Review Committee, the Plan Commission, the P&D Committee, and the City Council; and the approved documents on file in this case. (B) Change in Use: Any change in use of the property, except change in occupancy of the commercial space by one or more uses permitted in the C1a Commercial Mixed-Use District, must be approved as an amendment to the Planned Development (C) Construction Management Plan: The Applicant shall sign and agree to a Construction Management Plan (CMP) with the City of Evanston prior to issuance of the Building Permit. The CMP shall include but is not limited to the following: construction staging plan, on-street and on-site construction parking restrictions, hours of operation, a plan including cross sections showing pedestrian access around the site with the use of curb ramps, signage and/or striping, if necessary, foundation survey of surrounding structures including weekly reporting of seismographs for the duration of construction, submittal of environmental testing report prior to construction, visibility diagram for all construction site access points, proposed schedule for street opening for utility connections with cross section details, and project updates via monthly newsletter and project website. (D) Building Resident Parking Permits: Building residents shall not be eligible for residential on-street parking permits. (E) Landscaping on Emerson Street: Applicant must install and maintain the landscaping materials on the Subject Property along Emerson Street, adjacent to the loading area and along the alley off of Emerson Street, as depicted in Exhibit E. (F) Traffic Study: The Applicant shall submit a traffic study within one year after issuance of the final Certificate of Occupancy for the building, analyzing the 440 of 677 37-O-17 ~8~ turning movements at the western access drive, including analysis of any traffic incidents adjacent to the Subject Property. Upon review of the Applicant’s submitted traffic study, the City reserves the right to restrict movement in or out of the proposed western access drive. (G) Environmental Clean-Up of Any Contaminations: The Applicant shall remove and remedy any contaminations located on the Subject Property in accordance with the Illinois Environmental Protection Agency. (H) Illinois Environmental Protection Agency Approval: The Applicant shall submit an approval letter from the Illinois Environmental Protection Agency prior to the issuance of the Final Certificate of Occupancy. Said letter must explicitly state that any and all environmental contamination on the Subject Property has been remedied and/or removed. (I) Delivery Hours for the On-Site Commercial Use: Delivery hours for the on- site commercial use is prohibited between the hours of 7:00 a.m. to 9:00 a.m. and between the hours between 4:00 p.m. and 6:00 p.m. on any given Monday through Friday. (J) CTA Access Agreement: The Applicant shall provide an executed copy of the access agreement between the CTA and the Applicant for the use of the CTA property adjacent to the railroad tracks prior to the issuance of the building permit. (K) Affordable Housing Contribution: The Applicant shall pay a one-time contribution of two million four hundred thousand dollars ($2,400,000.00) to the City’s Affordable Housing Fund. The contribution will be made prior to the issuance of a Temporary Certificate of Occupancy (TCO). (L) Alley Resurfacing: The Applicant shall resurface the alley to the east adjacent to the Subject Property per City Engineering standards and install a sidewalk to aid in access to the car-share spaces and the parking lot immediately north on the Subject Property. (M) On-Site Car Share Spaces: Two on-site car share spaces must be available through an arrangement with a common third party commercial car-share company. (N) On-Site Electric Charging Stations: One on-site electric charging stations must be installed. (O) City of Evanston Employment: The Applicant agrees to employ at least five (5) Evanston residents during construction. (P) LEED Silver Certification: The Applicant agrees to comply with the City of Evanston Green Building Ordinance and obtain a LEED Silver Certification Rating or higher for the Planned Development on the Subject Property. 441 of 677 37-O-17 ~9~ (Q) Streetscape Improvements: The Applicant shall construct the streetscape improvements inclusive of new street trees along Emerson Street per proposed development plans and landscape plans in Exhibit D and Exhibit E. (R) Street Crosswalk Improvements: The Applicant shall install a raised crosswalk at the Emerson Street entrance to the alley and restripe the following crosswalks to high-visibility: (1) all sides of the intersection of Elgin Road and Benson Avenue; (2) all sides of the intersection of Sherman Avenue and Emerson Street; (3) all sides of the intersection of Maple Avenue and Emerson Street; and (4) the west side of the intersection of Emerson Street and public alley located immediately adjacent to and east of the subject property. (S) Pedestrian Countdown Timers: The Applicant shall make a twenty thousand dollar ($20,000.00) contribution to the City of Evanston prior to issuance of the Final Certificate of Occupancy (FCO) as a contribution towards the installation of pedestrian countdown timers for nearby traffic signals. (T) Migratory Bird Consideration: The Applicant shall install utilization measures to mitigate harm to migratory birds, including use of fritted glass on the amenity deck railing. (U) Bicycle Parking: The Applicant shall install bicycle parking for visitors and customers along Emerson Street for approximately eighteen (18) bicycles. (V) Front Yard Building Setback: The Applicant shall provide a three and a half foot (3’6”) front yard building setback. (W) Notice to Sherman Gardens for Remediation: The Applicant shall provide adequate notice to the residents of Sherman Gardens prior to demolition of the existing building and remediation of the site. (X) Construction Schedule: Pursuant to Subsection 6-11-1-10(A)4 of the Zoning Ordinance, the Applicant shall obtain a building permit within twelve (12) months of the passing of this Ordinance. Additionally, the Applicant must complete the construction of this Planned Development within twenty-four (24) months from the date the Applicant receives its building permit. (Y) Recordation: Pursuant to Subsection 6-3-6-10 of the Zoning Ordinance, the Applicant shall, at its cost, record a certified copy of this ordinance, including all exhibits attached hereto, with the Cook County Recorder of Deeds, and provide proof of such recordation to the City, before the City may issue any permits pursuant to the Planned Development authorized by the terms of this ordinance. SECTION 5: When necessary to effectuate the terms, conditions, a nd purposes of this ordinance, “Applicant” shall be read as “Applicant’s tenants, agents, assigns, and successors in interest.” 442 of 677 37-O-17 ~10~ SECTION 6: This ordinance shall be in full force and effect from and after its passage, approval, and publication in the manner provided by law. SECTION 7: Except as otherwise provided for in this ordinance, all applicable regulations of the Zoning Ordinance and the entire City Code shall apply to the Subject Property and remain in full force and effect with respect to the use and development of the same. To the extent that the terms and provisions of any of said documents conflict with the terms herein, this ordinance shall govern and control. SECTION 8: All ordinances or parts of ordinances that are in conflict with the terms of this ordinance are hereby repealed. SECTION 9: If any provision of this ordinance or application thereof to any person or circumstance is ruled unconstitutional or otherwise invalid, such invalidity shall not affect other provisions or applications of this ordinance that can be given effect without the invalid application or provision, and each invalid provision or invalid application of this ordinance is severable. SECTION 10: The findings and recitals herein are hereby declared to be prima facie evidence of the law of the City and shall be received in evidence as provided by the Illinois Compiled Statutes and the courts of the State of Illinois. Introduced:_________________, 2017 Adopted:___________________, 2017 Approved: __________________________, 2017 _______________________________ Elizabeth B. Tisdahl, Mayor Attest: _____________________________ Rodney Greene, City Clerk Approved as to form: _______________________________ W. Grant Farrar, Corporation Counsel 443 of 677 37-O-17 ~11~ EXHIBIT A Legal Description Parcel 1: LOT 11 IN PAUL PRATT'S ADDITION TO EVANSTON, SAID ADDITION BEING A SUBDIVISION OF THE SOUTHWEST 8 1/2 ACRES OF THE SOUTH 1/2 OF THE NORTHEAST 1/4 OF THE NORTHWEST 1/4 OF SECTION 18, TOWNSHIP 41 NORTH, RANGE 14 EAST OF THE THIRD PRINCIPAL MERIDIAN, IN COOK COUNTY, ILLINOIS. Parcel 2: LOT 10 (EXCEPT THE WEST 40.0 FEET THEREOF) IN PAUL PRATT'S ADDITION TO EVANSTON, BEING A SUBDIVISION OF THE SOUTHWEST 8 1/2 ACRES OF THE SOUTH 1/2 OF THE NORTHEAST ¼ OF THE NORTHWEST 1/4 OF SECTION 18, TOWNSHIP 41 NORTH, RANGE 14 EAST OF THE THIRD PRINCIPAL MERIDIAN, IN COOK COUNTY, ILLINOIS. Parcel 3: THE SOUTH 25.30 FEET OF LOT 14 IN HUSE AND POWER'S ADDITION TO EVANSTON IN SECTION 18, TOWNSHIP 41 NORTH, RANGE 14 EAST OF THE THIRD PRINCIPAL MERIDIAN, IN COOK COUNTY, ILLINOIS. Parcel 4A: THAT PART OF THE NORTH 24.70 FEET OF LOT 14 IN HUSE AND POWER'S ADDITION TO EVANSTON IN SECTION 18, TOWNSHIP 41 NORTH, RANGE 14 EAST OF THE THIRD PRINCIPAL MERIDIAN, DESCRIBED AS FOLLOWS: COMMENCING AT THE SOUTHEAST CORNER OF THE NORTH 24.70 FEET OF LOT 14 OF HUSE AND POWER'S ADDITION; THENCE WEST PARALLEL WITH THE NORTH LINE OF SAID LOT 14, 30.09 FEET TO THE EAST LINE OF LOT 12 IN PAUL PRATT'S ADDITION; THENCE SOUTH 0.77 FEET TO THE SOUTHEAST CORNER OF SAID LOT 12 IN PAUL PRATT'S ADDITION; THENCE WEST ON THE SOUTH LINE OF LOTS 12 AND 13 OF PAUL PRATT'S ADDITION TO A POINT 15.0 FEET EAST OF THE SOUTHWEST CORNER OF LOT 13; THENCE NORTHWESTERLY 19.12 FEET TO A POINT 13.34 FEET EAST OF THE WEST LINE OF SAID LOT 13 AND 19.05 FEET NORTH OF THE SOUTH LINE OF SAID LOT 13; THENCE EASTERLY IN A STRAIGHT LINE TO A POINT ON THE EAST LINE OF LOT 14 IN HUSE AND POWER'S ADDITION, WHICH POINT IS 19.04 FEET NORTH OF THE SOUTH LINE OF THE NORTH 24.70 FEET OF LOT 14 OF SAID HUSE AND POWER'S ADDITION' THENCE SOUTH ON THE EAST LINE OF SAID LOT 14 OF HUSE AND POWER'S ADDITION, 19.04 FEET TO THE PLACE OF BEGINNING. Parcel 4B: 444 of 677 37-O-17 ~12~ THAT PART OF LOTS 12 AND 13 IN PAUL PRATT'S ADDITION TO EVANSTON, A SUBDIVISION OF THE SOUTHWEST 8 1/2 ACRES OF THE SOUTH 1/2 OF THE NORTHEAST 1/4 OF THE NORTHWEST 1/4 OF SECTION 18, TOWNSHIP 41 NORTH, RANGE 14 EAST OF THE THIRD PRINCIPAL MERIDIAN DESCRIBED AS FOLLOWS: COMMENCING AT THE SOUTHEAST CORNER OF THE NORTH 24.70 FEET OF LOT 14 OF HUSE AND POWER'S ADDITION; THENCE WEST PARALLEL WITH THE NORTH LINE OF SAID LOT 14, 30.9 FEET TO THE EAST LINE OF LOT 12 IN PAUL PRATT'S ADDITION; THENCE SOUTH 0.77 FEET TO THE SOUTHEAST CORNER OF SAID LOT 12 IN PAUL PRATT'S ADDITION; THENCE WEST ON THE SOUTH LINE OF LOTS 12 AND 13 OF PAUL PRATT'S ADDITION TO A POINT 15.0 FEET EAST OF THE SOUTHWEST CORNER OF LOT 13; THENCE NORTHWESTERLY 19.12 FEET TO A POINT 13.34 FEET EAST OF THE WEST LINE OF SAID LOT 13 AND 19.05 FEET NORTH OF THE SOUTH LINE OF SAID LOT 13; THENCE EASTERLY IN A STRAIGHT LINE TO A POINT ON THE EAST LINE OF LOT 14 OF HUSE AND POWER'S ADDITION WHICH POINT IS 19.04 FEET NORTH OF THE SOUTH LINE OF THE NORTH 24.70 FEET OF LOT 14 OF SAID HUSE AND POWER'S ADDITION; THENCE SOUTH ON THE EAST LINE OF SAID LOT 14 OF HUSE AND POWER'S ADDITION, 19.04 FEET TO THE PLACE OF BEGINNING. Parcel 5: LOT 13 IN HUSE AND POWER'S ADDITION TO EVANSTON, A SUBDIVISION OF LOT 7 OF ASSESSOR'S DIVISION OF SECTION 18, TOWNSHIP 41 NORTH, RANGE 14 EAST OF THE THIRD PRINCIPAL MERIDIAN, IN COOK COUNTY, ILLINOIS. PINs: 11-18-109-062-0000 11-18-109-064-0000 11-18-109-053-0000 11-18-109-052-0000 11-18-109-020-0000 11-18-109-019-0000 11-18-109-018-0000 11-18-109-043-0000 COMMONLY KNOWN AS: 815 - 821 Emerson Street, Evanston, IL 60201 445 of 677 37-O-17 ~13~ EXHIBIT B Addresses and PINs of Properties Removed from the C1 Commercial and R5 General Residential Districts and Placed Within the C1a Commercial Mixed-Use District Commonly Known As: 815 - 821 Emerson Street PINs: 11-18-109-062-0000 11-18-109-064-0000 11-18-109-053-0000 11-18-109-052-0000 11-18-109-020-0000 11-18-109-019-0000 11-18-109-018-0000 11-18-109-043-0000 446 of 677 37-O-17 ~14~ EXHIBIT C Map of Properties Removed from the C1 Commercial and R5 General Residential Districts and Placed Within the C1a Commercial Mixed-Use District 447 of 677 8178218158238241862 1864 R5 C1 C1a R6 R6 RP D4 El g i n R d Emerson St Benson AveProposed Zoning Change 815-823 Emerson - C1 & R5 to C1a Tax Parcel Structure Footprint Curbline 0 25 50 Feet ´ This map is provided "as is" without warranties of any kind. See www.cityofevanston.org/mapdisclaimers.html for more information. EmersonSt815-823_C1R5toC1a.mxd 1/27/2016448 of 677 37-O-17 ~15~ EXHIBIT D Development Plans 449 of 677 © 2017 bKL Architecture LLCPg 2 of 25831 EMERSONPROJECT NO. 1501203.07.2017CITY OF EVANSTON PLANNED DEVELOPMENT ZONING MAP - SPECIAL USE APPLICATIONSITE PLANAERIAL VIEWEMERSON ST.PROPERTY SIZE42,331.40 SF831 EMERSONBENSON AVE.SHERMAN AVEALLEYMAPLE AVE.ELGIN R D.450 of 677 © 2017 bKL Architecture LLCPg 7 of 25831 EMERSONPROJECT NO. 1501203.07.2017CITY OF EVANSTON PLANNED DEVELOPMENT ZONING MAP - SPECIAL USE APPLICATIONSITE PLAN12345678910ABCDEFGHEMERSON ST.ALLEYBENSON AVE.PURPLE LINEAMENITY DECK 11' - 10"6' - 0"58' - 0"79' - 1"58' - 0"POOL AREA BELOW30' - 0"30' - 0"60' - 0"30' - 0"25' - 6"181' - 0"58' - 0"79' - 1"58' - 0"MAIN ENTRANCEPUBLIC ALLEYUNCOVERED PARKINGCAR SHARECTA EASEMENTKEYBUILDING SETBACKPARKING SETBACKPROPERTY LINEPROPERTY SIZE: 42,331.40 SFPROPOSEDBUILDINGSETBACKTOWER 9 STORIESSETBACK10'-0"8' - 0"SHERMAN AVE.ELGIN RD.TRANSFORMER PADSGENERATORWITH FENCE AND GATE195' - 1"17' - 0"16' - 0"SETBACK15' - 0"1” = 50’451 of 677 831 EMERSONPROJECT NO. 1501203.07.2017© 2017 bKL Architecture LLCPg 8 of 251/32” = 1’- 0”CITY OF EVANSTON PLANNED DEVELOPMENT ZONING MAP - SPECIAL USE APPLICATIONBASEMENT PLAN12345678910ABCDEFGH195' - 1"RAMP UP18' - 0" 18' - 0" 18' - 0" 27' - 8" 27' - 8" 27' - 8" 18' - 0" 18' - 0" 18' - 0"30' - 0"30' - 0"30' - 0"30' - 0"30' - 0"25' - 6"( 69 PARKING SPACES )SETBACK13'-0"TYP18'-0"SETBACK15' - 0"1'-4"WATER RETENTION TANK24'-0"24'-0"24'-0"TYP9' - 0"OUTLINE OF BLDGABOVE5' - 0"164'-8"PARKING1234567 8910 11 12 13 14 15 16 171819 2022 23 24 25 2627 28 29 3032 33 34 35 36 37 383941 42 43 44 45 46 47485355 56 57 58 59 60 6151 525462 63 64 65 66 676821314049 5069STAIRCORESETBACK8' - 0"SETBACK13'-0"SETBACK10'-0"452 of 677 831 EMERSONPROJECT NO. 1501203.07.2017© 2017 bKL Architecture LLCPg 9 of 251/32” = 1’- 0”CITY OF EVANSTON PLANNED DEVELOPMENT ZONING MAP - SPECIAL USE APPLICATIONGROUND LEVEL12345678910ABCDEFGHTRASHPURPLE LINEEMERSON ST.ALLEY18' - 0" 18' - 0" 18' - 0" 27' - 8" 27' - 8" 27' - 8" 18' - 0" 18' - 0" 18' - 0"30' - 0"30' - 0"30' - 0"30' - 0"30' - 0"25' - 6"RAMP DNRAMP UPCTAEASEMENTTRANSFORMER PADSCAR SHARE34' - 2"69' - 10"25' - 11"61' - 0"BENSON AVE.TYP18'-0"GENERATOR2 LOADINGBERTHSTYP9' - 0"24' - 0"24'-0"15' - 11"OUTLINE OF BLDGABOVE18'-0"4 RETAIL PARKINGSPACES( 55 PARKING SPACES )PARKING1234567 8910 11 12 13 14 1516 17 181912342524 23 2221 202732 31 30 29283435363738394041424345464748495051525354CORECORERETAILRESIDENTIAL FOHMECHANICALBIKE STORAGENOTE: 2' PARKING SETBACK AT GRADE; NEED VARIANCE5' - 1"24' - 0"3' - 0"ENCLOSURE WITH DOOR5' - 9"5' - 0"5' - 0"BIKE STORAGE ACCESS35'-0"10' - 0" 10' - 0"17' - 0"17' - 0"110' - 0"58' - 0"24' - 0"24' - 0"168' - 0"SETBACK15' - 0"26334455SETBACK10'-0"SETBACK8' - 0"SETBACK15' - 0"20' - 0"CANOPY ABOVE453 of 677 831 EMERSONPROJECT NO. 1501203.07.2017© 2017 bKL Architecture LLCPg 10 of 251/32” = 1’- 0”CITY OF EVANSTON PLANNED DEVELOPMENT ZONING MAP - SPECIAL USE APPLICATIONMEZZANINE LEVEL12345678910ABCDEFGHRAMP DN18' - 0" 18' - 0" 18' - 0" 27' - 8" 27' - 8" 27' - 8" 18' - 0" 18' - 0" 18' - 0"30' - 0"30' - 0"30' - 0"30' - 0"30' - 0"25' - 6"32' - 6"148' - 6"195' - 0"EMERSON ST.ALLEYBENSON AVE.PURPLE LINE24' - 0"24' - 0"OPEN TO BELOWOPEN TO BELOWPURPLE LINEOPEN TO BELOWOUTLINE OF BLDGABOVE( 44 PARKING SPACES )PARKING1234567 8 910 11 12 13 14 15161718 19 20 21 22 23242526 27 28 29 303134 35 36 37 3832 3339 40 4142 43 44STAIRCOREMECHANICAL SETBACK15' - 0"SETBACK10'-0"SETBACK8' - 0"454 of 677 831 EMERSONPROJECT NO. 1501203.07.2017© 2017 bKL Architecture LLCPg 11 of 251/32” = 1’- 0”CITY OF EVANSTON PLANNED DEVELOPMENT ZONING MAP - SPECIAL USE APPLICATIONSECOND FLOOR PLAN12345678910ABCDEFGH18' - 0" 18' - 0" 18' - 0" 27' - 8" 27' - 8" 27' - 8" 18' - 0" 18' - 0" 18' - 0"EMERSON ST.ALLEYBENSON AVE.PURPLE LINE18' - 0" 18' - 0" 18' - 0" 27' - 8" 27' - 8" 27' - 8" 18' - 0" 18' - 0" 18' - 0"58' - 0"79' - 1"58' - 0"SETBACK8' - 0"SETBACK10' - 0"SETBACK15' - 0"11' - 10"6' - 0"195' - 1"30' - 0"24' - 0"66' - 0"30' - 0"25' - 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SPECIAL USE APPLICATIONROOF PLAN12345678910ABCDEFGH18' - 0" 18' - 0" 18' - 0" 27' - 8" 27' - 8" 27' - 8" 18' - 0" 18' - 0" 18' - 0"EMERSON ST.ALLEYBENSON AVE.PURPLE LINE18' - 0" 18' - 0" 18' - 0" 27' - 8" 27' - 8" 27' - 8" 18' - 0" 18' - 0" 18' - 0"11' - 10"6' - 0"SETBACK8' - 0"195' - 1"30' - 0"30' - 0"60' - 0"30' - 0"25' - 6"181' - 0"58' - 0"79' - 1"58' - 0"SCREENED ENCLOSURE13'- 6" TALL25' - 6"ELEVATOR OVERRUNROOF HATCHSETBACK10'-0"SETBACK15' - 0"457 of 677 © 2017 bKL Architecture LLCPg 14 of 25831 EMERSONPROJECT NO. 1501203.07.2017CITY OF EVANSTON PLANNED DEVELOPMENT ZONING MAP - SPECIAL USE APPLICATIONPROGRAM MATRIX E>K^ 'ZK^^Z &ZZ Z Ed> Z ^/ Ed> &&// EzKhdKKZD E/d/ ^Z d/>WZ</E'Z ^/ Ed/>WZ</E'hE/dKhEd^dh/KϯϵϬƐĨs'ϭϱϳϱƐĨs'ϮϴϭϱƐĨs'ϯϭϭϱϯƐĨs'Ϯ͕ϱϬϬϮϱ͕ϱϵϲ Ϯϯ͕ϴϬϵ Ϯϭ͕ϵϲϱ ϴϱ͘ϴйϯϭϵϱ ϭϮ ϱϮϱ͕ϱϵϲ Ϯϯ͕ϴϬϵ Ϯϭ͕ϵϲϱ ϴϱ͘ϴйϯϭϵϱ ϭϮ ϱϮϱ͕ϱϵϲ Ϯϯ͕ϴϬϵ Ϯϭ͕ϵϲϱ ϴϱ͘ϴйϯϭϵϱ ϭϮ ϱϮϱ͕ϱϵϲ Ϯϯ͕ϴϬϵ Ϯϭ͕ϵϲϱ ϴϱ͘ϴйϯϭϵϱ ϭϮ ϱϮϱ͕ϱϵϲ Ϯϯ͕ϴϬϵ Ϯϭ͕ϵϲϱ ϴϱ͘ϴйϯϭϵϱ ϭϮ ϱϮϱ͕ϱϵϲ Ϯϯ͕ϴϬϵ Ϯϭ͕ϵϲϱ ϴϱ͘ϴйϯϭϵϱ ϭϮ ϱϮϱ͕ϱϵϲ Ϯϯ͕ϴϬϵ Ϯϭ͕ϵϲϱ ϴϱ͘ϴйϯϭϵϱ ϭϮ ϱϮϱ͕ϱϵϲ Ϯϯ͕ϴϬϵ ϭϲ͕ϲϮϬ ϲϰ͘ϵй ϵ͕ϱϲϰϮϱϴϱϵϯϮϳ͕Ϭϱϯ Ϭϰϰϭϯ͕ϮϬϯ ϲ͕ϱϵϱϰ ϱϳϯϮ͕ϭϮϰ ϬϲϵϮϳϵ͕ϲϰϴ ϭϵϳ͕Ϭϲϳ ϭϳϬ͕ϯϳϱϵ͕ϱϲϰ ϰ ϭϳϬϮϰϮϳϭ ϰϬ ϵϯ ϯϴ^ŝƚĞƌĞĂ͗ϰϮ͕ϯϯϭ͘ϰϬƐĨйŽĨDŝdžϮϵй ϭϳй ϯϴй ϭϲй/E>h ^ϮZ^,Z > s >h^ &d&, /',dZŽŽĨD ,ϵ dLJƉ͘ZĞƐŝĚĞŶƚŝĂůϭϬ͘ϭϳϴ dLJƉ͘ZĞƐŝĚĞŶƚŝĂůϭϬ͘ϭϳϳ dLJƉ͘ZĞƐŝĚĞŶƚŝĂůϭϬ͘ϭϳϲ dLJƉ͘ZĞƐŝĚĞŶƚŝĂůϭϬ͘ϭϳϱ dLJƉ͘ZĞƐŝĚĞŶƚŝĂůϭϬ͘ϭϳϰ dLJƉ͘ZĞƐŝĚĞŶƚŝĂůϭϬ͘ϭϳϯ dLJƉ͘ZĞƐŝĚĞŶƚŝĂůϭϬ͘ϭϳϮ ZĞƐŝĚĞŶƚŝĂůϭϭ͘ϴϯDĞnjnj WĂƌŬŝŶŐϭWĂƌŬŝŶŐ>>Ϭϭ WĂƌŬŝŶŐϵ͘ϱϬϳdzWZĞƐŝ>ĞǀĞůƐdLJƉ͘ZĞƐŝĚĞŶƚŝĂůdLJƉ͘ZĞƐŝĚĞŶƚŝĂůdLJƉ͘ZĞƐŝĚĞŶƚŝĂůdLJƉ͘ZĞƐŝĚĞŶƚŝĂůdLJƉ͘ZĞƐŝĚĞŶƚŝĂůdLJƉ͘ZĞƐŝĚĞŶƚŝĂůdLJƉ͘ZĞƐŝĚĞŶƚŝĂůŵĞŶŝƚLJZĞƚĂŝůZĞƐŝĚĞŶƚŝĂů&K,ϮϬ͘ϬϬdKd>^458 of 677 32124 SFGROSSRAMP UP13203 SFGROSS© 2017 bKL Architecture LLCPg 15 of 25831 EMERSONPROJECT NO. 1501203.07.2017CITY OF EVANSTON PLANNED DEVELOPMENT ZONING MAP - SPECIAL USE APPLICATIONGROSS ENCLOSED PLANSBASEMENT DIAGRAMGROUND LEVEL DIAGRAMMEZZANINE DIAGRAML2-L9 DIAGRAM27053 SFGROSS25596 SFGROSS459 of 677 © 2017 bKL Architecture LLCPg 16 of 25831 EMERSONPROJECT NO. 1501203.07.2017CITY OF EVANSTON PLANNED DEVELOPMENT ZONING MAP - SPECIAL USE APPLICATIONFAR PLANSBASEMENT DIAGRAMGROUND LEVEL DIAGRAMMEZZANINE DIAGRAML2-L9 DIAGRAMRAMP UP32124 SFNON FARCORESTAIR6595 SFFAR AREA32797 SFNON FARRETAIL PARKINGRESIDENTIAL PARKINGMECHANICALCOREBIKESTORAGERESIDENTIAL FOHRETAILTRASHSERVICE CORRIDOR27053 SFNON FAR23809 SFFAR65 SFNON FAR252 SFNON FAR377 SFNON FAR392 SFNON FAR702 SFNON FAR460 of 677 GROUND LEVEL0' - 0"MEZZ10' - 0"LEVEL 220' - 0"LEVEL 331' - 10"LEVEL 442' - 0"LEVEL 552' - 2"LEVEL 662' - 4"LEVEL 772' - 6"LEVEL 882' - 8"LEVEL 992' - 10"T/ ROOF103' - 0"ALLEYEMERSON ST.CTA EASEMENTMAIN ENTERANCEAMENITY DECKLOADING DOCK GATE, PAINTED TO MATCH METAL PANELRETAIL EXTENTSPARKING GARAGEENTRANCEGROUND LEVEL0' - 0"MEZZ10' - 0"LEVEL 220' - 0"LEVEL 331' - 10"LEVEL 442' - 0"LEVEL 552' - 2"LEVEL 662' - 4"LEVEL 772' - 6"LEVEL 882' - 8"LEVEL 992' - 10"T/ ROOF103' - 0"RESIDENTIAL PARKINGGARAGECTA EASEMENTGROUND LEVEL0' - 0"MEZZ10' - 0"LEVEL 220' - 0"LEVEL 331' - 10"LEVEL 442' - 0"LEVEL 552' - 2"LEVEL 662' - 4"LEVEL 772' - 6"LEVEL 882' - 8"LEVEL 992' - 10"T/ ROOF103' - 0"EMERSON ST.CTA EASEMENTLOADING DOCK SCREENRESIDENTIAL PARKINGGARAGEGROUND LEVEL0' - 0"MEZZ10' - 0"LEVEL 220' - 0"LEVEL 331' - 10"LEVEL 442' - 0"LEVEL 552' - 2"LEVEL 662' - 4"LEVEL 772' - 6"LEVEL 882' - 8"LEVEL 992' - 10"T/ ROOF103' - 0"ALLEYEMERSON ST.MAIN ENTRYPARKING GARAGEENTRANCERESIDENTIAL PARKINGGARAGE BEHINDBIKE PARKING ENTRANCETRANSFORMER PADS WITH METAL SCREEN ENCLOSUREGENERATOR ENCLOSURE TO MATCH BUILDING METAL PANEL WITH DOOR831 EMERSONPROJECT NO. 1501203.07.2017© 2017 bKL Architecture LLCPg 17 of 251/32” = 1’- 0”CITY OF EVANSTON PLANNED DEVELOPMENT ZONING MAP - SPECIAL USE APPLICATIONBUILDING ELEVATIONSWest Elevation401020 4080East Elevation201020 4080North Elevation301020 4080South Elevation101020 4080461 of 677 © 2017 bKL Architecture LLCPg 18 of 25831 EMERSONPROJECT NO. 1501203.07.2017CITY OF EVANSTON PLANNED DEVELOPMENT ZONING MAP - SPECIAL USE APPLICATIONBUILDING MATERIALSGROUND LEVEL0' - 0"MEZZ10' - 0"LEVEL 220' - 0"LEVEL 331' - 10"LEVEL 442' - 0"LEVEL 552' - 2"LEVEL 662' - 4"LEVEL 772' - 6"LEVEL 882' - 8"LEVEL 992' - 10"T/ ROOF103' - 0"ALLEYEMERSON ST.MAIN ENTRYPARKING GARAGEENTRANCERESIDENTIAL PARKINGGARAGE BEHINDBIKE PARKING ENTRANCETRANSFORMER PADS WITH METAL SCREEN ENCLOSUREGENERATOR ENCLOSURE TO MATCH BUILDING METAL PANEL WITH DOOR23 4112BrickMedium Ironspot 46Architectural Metal PanelSilver Storm3Glazed Window Wall / Spandrel Glass4Architectural Metal PanelFawn Metallic462 of 677 © 2017 bKL Architecture LLCPg 19 of 25831 EMERSONPROJECT NO. 1501203.07.2017CITY OF EVANSTON PLANNED DEVELOPMENT ZONING MAP - SPECIAL USE APPLICATION1/16” = 1’- 0”ENLARGED ELEVATIONSSouth Elevation1East Elevation2463 of 677 © 2017 bKL Architecture LLCPg 20 of 25831 EMERSONPROJECT NO. 1501203.07.2017CITY OF EVANSTON PLANNED DEVELOPMENT ZONING MAP - SPECIAL USE APPLICATIONPERSPECTIVEFROM BENSON LOOKING NORTHEAST464 of 677 © 2017 bKL Architecture LLCPg 21 of 25831 EMERSONPROJECT NO. 1501203.07.2017CITY OF EVANSTON PLANNED DEVELOPMENT ZONING MAP - SPECIAL USE APPLICATIONPERSPECTIVEFROM EMERSON LOOKING NORTHWEST465 of 677 © 2017 bKL Architecture LLCPg 22 of 25831 EMERSONPROJECT NO. 1501203.07.2017CITY OF EVANSTON PLANNED DEVELOPMENT ZONING MAP - SPECIAL USE APPLICATIONPERSPECTIVEFROM BEHIND LOOKING SOUTHWEST466 of 677 © 2017 bKL Architecture LLCPg 23 of 25831 EMERSONPROJECT NO. 1501203.07.2017CITY OF EVANSTON PLANNED DEVELOPMENT ZONING MAP - SPECIAL USE APPLICATIONPERSPECTIVESTREET VIEW467 of 677 © 2017 bKL Architecture LLCPg 24 of 25831 EMERSONPROJECT NO. 1501203.07.2017CITY OF EVANSTON PLANNED DEVELOPMENT ZONING MAP - SPECIAL USE APPLICATIONLOADING DIAGRAM468 of 677 © 2017 bKL Architecture LLCPg 25 of 25831 EMERSONPROJECT NO. 1501203.07.2017CITY OF EVANSTON PLANNED DEVELOPMENT ZONING MAP - SPECIAL USE APPLICATIONPEDESTRIAN IMPROVEMENT PLAN469 of 677 37-O-17 ~16~ EXHIBIT E Landscape Plans 470 of 677 w Ø fi‰‚•‹»‰‹«fi» —„ –” ºŁ ˛˝—˛ ºØØ˝— ˝ —˛¸ ˚471 of 677 w Ø fi‰‚•‹»‰‹«fi» —„ –” ºŁ ˛˝—˛ ºØØ˝— ˝ —˚ 472 of 677 w Ø fi‰‚•‹»‰‹«fi» —„ º –” ºŁ ˛˝—˛ ºØØ˝— — ˝6"DEPTH OFROOT BALLEXCAVATE TREE PIT TO BE 3 TIMES WIDERTHAN ROOT BALL DIAMETERROOTBALLMULTI-STEM SPECIMEN TREE (DO NOTPRUNE, STAKE, OR WRAP TREES UNLESSDIRECTED TO DO SO BY THE LANDSCAPEARCHITECT)3" DEPTH MULCH LAYER, AFTER SETTLEMENT,IN A 6' DIAMETER RING. DO NOT PLACEMULCH IN CONTACT WITH TREE TRUNKCROWN OF ROOT BALL FLUSH WITH FINISHGRADE LEAVING TRUNK FLARE VISIBLE ATTHE TOP OF ROOT BALLREMOVE ALL TWINE, ROPE, WIRE, BURLAP, ANDPLASTIC WRAP FROM TOP HALF OF ROOT BALL(IF PLANT IS SHIPPED WITH A WIRE BASKETAROUND THE ROOT BALL, CUT WIRE IN FOURPLACES AND FOLD DOWN 8" INTO PLANTINGHOLE)PLANTING MIXTURE BACKFILLTAMP PLANTING MIXTURE AROUND BASEAND UNDER ROOT BALL TO STABILIZE TREETREE WATERING BAG (SEE SPECIFICATIONS)INSTALL SAME DAY TREE IS PLANTED, BAG TOREMAIN ON TREE AND KEPT FULLTHROUGHOUT THE GROWING SEASONDURING FULL WARRANTY PERIODROOT BALL ON UNEXCAVATED OR TAMPEDSOILROUGHEN EDGES OF PLANTING PITUNEXCAVATED OR EXISTING SOILROOTBALLEXCAVATE SHRUB BED TO BE 3 TIMESWIDER THAN ROOT BALL DIAMETERDEPTH OFROOTBALL6"SHRUB (DO NOT PRUNE, STAKE, ORWRAP SHRUBS UNLESS DIRECTED TO DOSO BY LANDSCAPE ARCHITECT)REMOVE ALL TWINE, ROPE, WIRE, BURLAPAND PLASTIC WRAP FROM TOP HALF OFROOT BALL (IF PLANT IS SHIPPED WITH AWIRE BASKET AROUND THE ROOT BALL,CUT WIRE IN FOUR PLACES AND FOLDDOWN 8" INTO PLANTING HOLE)CROWN OF ROOT BALL FLUSH WITHFINISH GRADE LEAVING TRUNK FLAREVISIBLE AT THE TOP OF THE ROOT BALL3" DEPTH MULCH LAYER, AFTER SETTLEMENT,TO EDGE OF PLANTING BED. DO NOTPLACE MULCH IN CONTACT WITH SHRUBPLANTING MIXTURE BACKFILLFINISH GRADEUNEXCAVATED OR EXISTING SOILROUGHEN EDGES OF PLANTING PITTAMP PLANTING MIXTURE AROUND BASEAND UNDER ROOT BALL TO STABILIZE SHRUBNEW CONCRETE CURBEXTENT OF SOIL EXCAVATION ANDBACKFILL110 VOLT DUPLEX, ELECTRICAL RECEPTACLE IN ALOCKABLE WATER PROOF ENCLOSURE (1 PERTREE), RUN CONDUIT OVER ROOTBALL, DO NOTTRENCH THROUGH OR CUT ROOTBALLTREE WATERING BAG (SEE SPECIFICATIONS) INSTALLSAME DAY TREE IS PLANTED, BAG TO REMAIN ONTREE AND KEPT FULL THROUGHOUT THE GROWINGSEASON DURING FULL WARRANTY PERIODSHADE TREE WITH STRONG CENTRALLEADER (DO NOT PRUNE, STAKE, OR WRAPTREES UNLESS DIRECTED TO DO SO BY THELANDSCAPE ARCHITECT)CROWN OF ROOT BALL FLUSH WITH FINISHGRADE LEAVING TRUNK FLARE VISIBLE ATTHE TOP OF ROOT BALLTAMP PLANTING MIXTURE AROUND BASEAND UNDER ROOT BALL TO STABILIZE TREE4'-0"6"6"1'-0"6"6"5'-6"11'-6"BRICK BORDER, TYP.P.I.P. CONCRETE SIDEWALKVARIESSEE PLANT LIST FOR PROPERSPACING OF PLANT MATERIALVARIESSEE PLANT LIST FOR PROPERSPACING OF PLANT MATERIALFINISH GRADEORNAMENTAL GRASS / PERENNIALS /GROUNDCOVERRAISE FINISH GRADE OF PLANTINGBED 4" FOR ADEQUATE DRAINAGEPLANTING MIXTURE. SEE SOIL DEPTHCHARTUNEXCAVATED OR EXISTING SOIL1" DEPTH MULCH LAYER, AFTERSETTLEMENT, TO TOP DRESSPLANTING BED. DO NOT PLACEMULCH IN CONTACT WITH PLANTMATERIAL STEMSPLANTING PALETTETREESPERENNIALS /GROUNDCOVERCODE BOTANICAL NAMECOMMON NAMECAL HT SPRD ROOT REMARKSSINGLE STRAIGHT TRUNK, SPECIMEN QUALITYNF NEPETA X FAASSENIICATMINTSHRUBS-RAE RIBES ALPINUMALPINE CURRANTSBG SPIREA X BUMALDA 'GOLDFLAME'GOLDFLAME SPIREAJHP JUNIPERUS HORIZONTALISANDORRA COMPACT JUNIPEREPM ECHINACEA PURPUREA 'MAGNUS'MAGNUS PURPLE CONEFLOWERHSM HEMEROCALLIS SPECIES MIXDAYLILY1'-6" ON CENTER1'-6" ON CENTER#5-3'-0" ON CENTER#1#1#1#5ROSA X 'RED KNOCK OUT'RED KNOCKOUT ROSERRKO#5-3'-0" ON CENTER#3-QTY3'-0" ON CENTER4'-0" ON CENTER4'-0" ON CENTER1'-6" ON CENTER------ --- - -- ------RHUS AROMATICA 'GRO-LOW'RAGLGRO-LOW SUMAC- -- #5 3'-0" ON CENTERJCSG JUNIPERUS CHINENSIS SEA GREENSEA GREEN JUNIPER--ROSA X 'PINK KNOCK OUT'PINK KNOCKOUT ROSERPKO3'-0" ON CENTER#3---EFC EUONYMUS FORTUNEI 'COLORATUS'PURPLELEAF WINTERCREEPERQT1'-0" ON CENTER- --GRASSESPAH PENNISETUM ALOPECUROIDES 'HAMELN'HAMELN DWARF FOUNTAIN GRASS#1 2'-0" ON CENTER- --CAKF CALAMAGROSTIS ACUTIFLORA 'KARL FORESTER'KARL FORESTER FEATHER REED GRASS#3 2'-0" ON CENTER- --PQ PARTHENOCISSUS QUINQUEFOLIAVIRGINIA CREEPER3'-0" ON CENTER#1- - - --------------UCMGB&BULMUS CARPINIFOLIA 'MORTON GLOSSY'TRIUMPH ELM- -4"DS DIERVILLA SESSILIFOLIASOUTHERN BUSH HONEYSUCKLE#5-4'-0" ON CENTER---POS PHYSOCARPUS OPULIFOLIUS 'SEWARD'SUMMER WINE NINEBARK#5-4'-0" ON CENTER---TMW TAXUS X MEDIA 'WARDII'WARDS YEW- B&B 3'-0" ON CENTER- --#3MSP MISCANTHUS SINENSIS 'PURPURASCENS'PURPLE MAIDEN GRASS#3 3'-0" ON CENTER- ---PVS PANICUM VIRGATUM 'SHENANDOAH'SHENANDOAH RED SWITCH GRASS#1 2'-0" ON CENTER- ---SH SPOROBOLUS HETEROLEPISPRAIRIE DROPSEED#1 1'-6" ON CENTER- ---4SCALE: 1/4"=1'-0"ORNAMENTAL TREE INSTALLATION DETAILSCALE: NOT TO SCALESHRUB INSTALLATION DETAILSCALE: NOT TO SCALEORNAMENTAL GRASSES /PERENNIALS DETAILSCALE: 1/4"=1'-0"PARKWAY PLANTER AND TREE PLANTING DETAIL473 of 677 w Ø fi‰‚•‹»‰‹«fi» —„ Œ –” ºŁ ˛˝—˛ ºØØ 18'-8"6"PREFINISHED 2" SQUARE BY 1/4" STEELTUBE WELDED GATE FRAMEPREFINISHED 6" SQUARE BY 9'-0" HEIGHT1/4" STEEL GATE POST. PLACE IN 18"DIAMETER CONCRETE FOOTING 48" DEEP1 X 6 GALVANIZED STEEL LOUVER GATE3 PREFINISHED HINGES PER GATEWELDED TO POST AND GATE FRAMESTEEL GATE LATCHPREFINISHED POST CAP WELDEDTO TOP OF POSTTRUSS ROD, TYPICAL6"6'-0"DROP RODS9'-4"9'-4"NOTE: POWDER COATED TO MATCH METAL PANEL OF BUILDING2PREFINISHED 2" SQUARE BY 14" STEELTUBE WELDED GATE FRAMEPOWDER COATED LOUVERPOWDER COATED ALUMINUM LOUVERFRAME6" SQUARE GALVANIZED STEEL POSTPREFINISHED POST CAP WELDED TOTOP OF POSTSCALE: 1/2"=1'-0"1. LOADING DOCK GATE DETAILSCALE: 1 1/2"=1'-0"2. LOUVER DETAIL¨— —474 of 677 CMAP May 31, 2013 Rental Multifamily Housing Development Trends in the CMAP Region While rental of single-family homes has grown (http://www.cmap.illinois.gov/policy- updates/-/blogs/single-family-housing-tenure-changes-in-the-cmap-region)in the region over the last decade, multifamily developments house the majority of the region's renters. Since 2000, the region has experienced significant shifts in the balance of multifamily rental units, with a decrease prior to the recession and an increase during and after. Since 2000, construction of large new multifamily rental buildings has tended to be concentrated in the City of Chicago. During 2012 and the first quarter of 2013, however, new multifamily rental permits (http://www.cmap.illinois.gov/policy-updates/-/blogs/residential-building-permits-in- 2012)and construction shifted outward into suburban areas of the region. According to Reis, Inc, a provider of data on multifamily rental developments, this trend is projected to continue for the next several years. Compared to Chicago in the first quarter of 2013, suburban areas experienced higher year-to-year gains in terms both of permitted units and of completed and under construction large rental developments with 40 units or more. Multifamily Units Since 2000 Post-recession gains in multifamily rental development in the region, while positive in terms of encouraging housing balance, must overcome a loss of multifamily rental units since 2000. For example, Reis, Inc. (https://www.reis.com/), which tracks rental buildings with 40 units or more in Cook, DuPage, Kane, Lake, McHenry, and northern Will Counties, has collected data on the conversion of rental buildings to condominiums since 2003. From 2003-10, 4.2 percent of the units Reis, Inc. tracked About Livability Mobility Economy Data Programs & Resources Contact Us Page 1 of 7Rental Multifamily Housing Development Trends in the CMAP Region -Updates -CMAP 4/21/2017http://www.cmap.illinois.gov/about/updates/-/asset_publisher/UIMfSLnFfMB6/content/re... 475 of 677 were converted to condominiums. The region will not reach its 2003 levels of rental units in large buildings until later this year. According to U.S. Census and American Community Survey data, approximately 12 percent of the region's multifamily rental units were converted to the for-sale market, demolished, or left vacant from 2000- 07. By 2011, this loss had halved, likely due to a combination of new construction and rental of formerly for-sale units. Loss of multifamily rental units was concentrated in the region's core, while Kane, Lake, and Will Counties gained multifamily rental units from 2000-11. (/documents/10180/49581/823780e8-3b62-4834-ada5-55b41a91e2c1.pdf/c9e7699d- 8f22-4bf0-98b2-e81e392f1f62) Click for larger image. While the region gained rental units in buildings with 50 or more units from 2000- 11, it lost rental units in all other multifamily building types. These losses were generally concentrated in the City of Chicago and suburban Cook County. The loss of multifamily rental units was most pronounced in buildings with 10 to 49 units, which declined by 20 percent from 2000-11, while owner-occupied units in 10 to 49 unit buildings increased by 23 percent over the same time period. Including vacant, for-rent, and for-sale units, total units in this building type declined by five percent from 2000-11. Page 2 of 7Rental Multifamily Housing Development Trends in the CMAP Region -Updates -CMAP 4/21/2017http://www.cmap.illinois.gov/about/updates/-/asset_publisher/UIMfSLnFfMB6/content/re... 476 of 677 (/documents/10180/49581/de7fedbd-32e0-46a2-86c6-7804c1a8df01.pdf/7a0c5405- 3090-4bfe-a4b3-52cd0c121829) Click for larger image. The region's decline in small multifamily building rental units may be due to currently vacant units, the continuing impact of foreclosures, demolition of these smaller buildings, or conversion to for-sale housing during the housing boom. A 2010 analysis of multifamily foreclosures in Chicago (http://lcbh.org/wp- content/uploads/2010/05/LCBH-2009-REPORT-Chicago-Apartment-Building- Foreclosures-Impact-on-Tenants-RB.pdf)found that in 2009 alone, newly foreclosed multifamily properties contained nearly 20,000 rental units, with an average of three units per building. In many of these cases, tenants were evicted during the foreclosure process, leading to an increase in vacant rental units in small buildings and a loss of affordable rental options. Both the 2010 analysis and the Woodstock Institute's 2009 report Roadblock to Recovery (http://www.woodstockinst.org/blog/blog/chicago%27s-communities-of-color-face- slower-recovery-from-foreclosure-crisis/)found that these foreclosures were concentrated in minority and low-income communities. Additionally, once vacant, these properties were found to be more likely to deteriorate to a condition that made their rehabilitation cost-prohibitive. There are also many roadblocks to obtaining Page 3 of 7Rental Multifamily Housing Development Trends in the CMAP Region -Updates -CMAP 4/21/2017http://www.cmap.illinois.gov/about/updates/-/asset_publisher/UIMfSLnFfMB6/content/re... 477 of 677 loans for the purchase and renovation of these small rental buildings, particularly the two- to-four unit buildings (http://www.preservationcompact.org/our- activities/preserving-2-4-unit-building/)that house 30 percent of the region's renters. Since 2007, the transition of many for-sale condominium units and buildings to the rental market has greatly reduced the region's previous loss of multifamily rental units. However, the region still has approximately six percent less multifamily rental housing available today compared to 2000. In the near term, much of the unmet demand for multifamily rental units has shifted to rental of single-family homes and/or for-sale condominium units. This shift has the positive impact of providing more housing options for renters who may not desire a unit in a multifamily rental building, and it has also reduced vacancies in the for-sale market resulting from the housing crisis. However, it is unclear whether the recent increase in condominium and single-family rentals will be sustained over the long term. Rents and Vacancy Vacancy rates in the region's large rental buildings with 40 units or more have plummeted to 3.7 percent since a recessionary peak of nearly seven percent in 2009, according to Reis, Inc. This vacancy rate is likely lower than the vacancy rate found in all multifamily rental buildings in the region. For example, the American Community Survey has estimated that rental vacancy rates ranged from a low of 5.6 percent in Lake County to 11.9 percent in Kane County in 2011. Lower vacancies indicate a tighter rental market and often lead to rising rents. Recent increases in rent have outpaced household incomes. According to American Community Survey data, median rents in the region increased by nearly nine percent from 2007-11, but median household income declined by slightly more than two percent, leading to higher housing cost burdens. The number of households in the region that are rent-burdened, or households paying more than 30 percent of their income in rent, has increased by 18 percent from 2007-11. This follows a nationwide trend (http://www.realestateeconomywatch.com/2013/05/housing-costs-rose-for- working-families-during-housing-bust/)of increased housing cost burdens for both renters and homeowners. Data from Reis, Inc. indicates that rents in the region's large rental buildings rose by a lesser 3.6 percent from 2007-11. Reis, Inc. projects accelerated increases in rent in the region's large buildings, with average annual increases in rent of nearly 3.6 percent from 2013-17. Development of New Multifamily Rental Buildings Multifamily rental units under construction in the region have increased, following the trend of increasing multifamily building permits in 2012. Page 4 of 7Rental Multifamily Housing Development Trends in the CMAP Region -Updates -CMAP 4/21/2017http://www.cmap.illinois.gov/about/updates/-/asset_publisher/UIMfSLnFfMB6/content/re... 478 of 677 (http://www.cmap.illinois.gov/policy-updates/-/blogs/residential-building-permits-in- 2012)While 2012 saw completion of few new rental units, a historically high number of units are under construction in the region. Reis, Inc. therefore projects that more new multifamily rental units in large buildings will be completed during 2013 and 2014 than any year since the company began collecting such data in 1990. (/documents/10180/49581/4f63a018-cdd9-4dce-b294-174a18152738.pdf/c58c55e5- ffd8-4ab4-977c-e0133212fbc7) Click for larger image. Page 5 of 7Rental Multifamily Housing Development Trends in the CMAP Region -Updates -CMAP 4/21/2017http://www.cmap.illinois.gov/about/updates/-/asset_publisher/UIMfSLnFfMB6/content/re... 479 of 677 Also, following on the 2012 trend of more multifamily permits being issued in suburban areas, a higher proportion of the region's multifamily rental units are now being constructed in suburban areas. While data from the U.S. Census and Reis, Inc. indicate that the majority of multifamily units were constructed in suburban areas prior to 2000, the 2000-10 period saw a significant shift of multifamily development, both rental and for-sale, into Chicago. According to Reis, Inc. data, from 2000-10, approximately 60 percent of large multifamily rental developments built in the region were within Chicago. In the latter half of the decade, that proportion rose to 87 percent. Of the currently under-construction multifamily rental projects in the region, 35 percent of the units are in suburban areas. Reis, Inc. projects that at least half of the region's new multifamily units by 2014 will be built in suburban areas, with increasing proportions through 2017. This is a positive trend that supports livable communities (http://www.cmap.illinois.gov/2040/livable- communities), as recommended by GO TO 2040. Livability entails a balanced supply of owner-occupied housing and rental housing distributed throughout the region, ensuring that each household has access to the region's assets. (/documents/10180/49581/f36a8a8f-2de1-4b84-986d-a1cf5870fdd9.pdf/6c7c73ae- aee0-4c4c-994e-82df26f2a81a) Click for larger image. Looking Forward There have traditionally been many impediments to construction of multifamily rental developments in suburban areas. In the many communities that do not have Page 6 of 7Rental Multifamily Housing Development Trends in the CMAP Region -Updates -CMAP 4/21/2017http://www.cmap.illinois.gov/about/updates/-/asset_publisher/UIMfSLnFfMB6/content/re... 480 of 677 zoning to allow development of rental buildings, developers must undertake long and costly approval processes when seeking to build rental housing. Additionally, many residents fear negative impacts from rental developments. While GO TO 2040 does not seek to increase density for its own sake, the plan does highlight adding density, particularly near transit assets, as one strategy to create livable communities. The addition of rental housing in areas served by transit is one method to add density and provide housing for residents at all stages of life. This diversity of housing options can help to create more vibrant, livable communities. Adding more housing options can help residents to live near where they work, reducing travel and congestion in the region. CMAP assists communities in planning for their future housing needs through the Homes for a Changing Region (http://www.cmap.illinois.gov/moving-forward/livable-communities-in- detail/-/asset_publisher/Q4En/content/homes-for-a-changing-region? isMovingForward=1)program. Comment Permalink Terms & Conditions (/about/terms-and-conditions)Careers (/about/careers)Sitemap (/sitemap) Contact Us (/contact-us)© 2016 Chicago Metropolitan Agency for Planning Page 7 of 7Rental Multifamily Housing Development Trends in the CMAP Region -Updates -CMAP 4/21/2017http://www.cmap.illinois.gov/about/updates/-/asset_publisher/UIMfSLnFfMB6/content/re... 481 of 677 Tweet 2 Q3 2016 Apartment Trends Posted by Victor Calanog on Nov 22, 2016 The national apartment market’s vacancy rate largely remained flat in the third quarter, coming in at 4.4 percent. Asking and effective rents did rise, both registering a one percent increase in the third quarter, but these are markedly weaker figures compared to the third quarter of 2014, or to the third quarter of 2015. Last quarter we noted that the economy and specific property types looked much like what we saw in 2013 – and the same observation holds for apartment rent growth this year. Expect 2016 to sport much slower asking and effective rent growth relative to the banner year that was 2015 – but this is no surprise. For years, we’ve been predicting weakness in the apartment markets given how supply growth will eventually catch up to demand. ShareShare 23 Like 4 Share Page 1 of 2Q3 2016 Apartment Trends 4/21/2017https://www.reis.com/cre-news-and-resources/q3-2016-apartment-market-trends 482 of 677 Supply and Demand Trends As we can see in the chart of Reis's top 50 Apartment markets, with new construction at levels unseen since 1998 – and for some metros, historic highs – supply growth has certainly caught up to demand, which remains strong. We are expecting vacancies to rise for the next five years at a modest pace, but the world isn’t ending if vacancies rise to the low 5’s by 2020. After all, the long run vacancy rate is at 5.4 percent and we will just be reverting to that mean. In the meantime, there’s ample evidence that lenders and investors are putting the brakes on financing new multifamily development, so we should see a drop off in construction starting at or around late 2018. TOP AND BOTTOM APARTMENT MARKETSTOP AND BOTTOM APARTMENT MARKETS Topics: Apartment, Vacancy Rates, Articles, Rents, Absorption Rates, Construction, All Page 2 of 2Q3 2016 Apartment Trends 4/21/2017https://www.reis.com/cre-news-and-resources/q3-2016-apartment-market-trends 483 of 677 Tweet 1 Q4 2016 Apartment Trends Posted by Victor Calanog on Feb 15, 2017 National vacancies remained flat at 4.2 percent for the last three quarters of 2016, but National vacancies remained flat at 4.2 percent for the last three quarters of 2016, but National vacancies remained flat at 4.2 percent for the last three quarters of 2016, but National vacancies remained flat at 4.2 percent for the last three quarters of 2016, but that is a sign of strength given the amount of new supply that was coming to market. that is a sign of strength given the amount of new supply that was coming to market. that is a sign of strength given the amount of new supply that was coming to market. that is a sign of strength given the amount of new supply that was coming to market. How did landlords accomplish this feat of stable occupancies? By reintroducing How did landlords accomplish this feat of stable occupancies? By reintroducing How did landlords accomplish this feat of stable occupancies? By reintroducing How did landlords accomplish this feat of stable occupancies? By reintroducing concessions and giving up some of their ability to extract higher rents from tenants.concessions and giving up some of their ability to extract higher rents from tenants.concessions and giving up some of their ability to extract higher rents from tenants.concessions and giving up some of their ability to extract higher rents from tenants. Asking and effective rents rose by a paltry 0.3 percent in the fourth quarter, the Asking and effective rents rose by a paltry 0.3 percent in the fourth quarter, the Asking and effective rents rose by a paltry 0.3 percent in the fourth quarter, the Asking and effective rents rose by a paltry 0.3 percent in the fourth quarter, the sector’s weakest showing since the first quarter of 2010, when the recovery began. On sector’s weakest showing since the first quarter of 2010, when the recovery began. On sector’s weakest showing since the first quarter of 2010, when the recovery began. On sector’s weakest showing since the first quarter of 2010, when the recovery began. On a year-over-year basis, asking rents grew by 3.7%, and effective rents grew by 3.6%. a year-over-year basis, asking rents grew by 3.7%, and effective rents grew by 3.6%. a year-over-year basis, asking rents grew by 3.7%, and effective rents grew by 3.6%. a year-over-year basis, asking rents grew by 3.7%, and effective rents grew by 3.6%. This is a steep descent of over 200 basis points relative to the sector’s 2015 cyclical This is a steep descent of over 200 basis points relative to the sector’s 2015 cyclical This is a steep descent of over 200 basis points relative to the sector’s 2015 cyclical This is a steep descent of over 200 basis points relative to the sector’s 2015 cyclical highs, when both asking and effective rents rose by 5.8 percent.highs, when both asking and effective rents rose by 5.8 percent.highs, when both asking and effective rents rose by 5.8 percent.highs, when both asking and effective rents rose by 5.8 percent. The fact that effective rents rose at a slower rate than asking rents is evidence that The fact that effective rents rose at a slower rate than asking rents is evidence that The fact that effective rents rose at a slower rate than asking rents is evidence that The fact that effective rents rose at a slower rate than asking rents is evidence that concession packages have returned with a vengeance. In the third quarter, about five concession packages have returned with a vengeance. In the third quarter, about five concession packages have returned with a vengeance. In the third quarter, about five concession packages have returned with a vengeance. In the third quarter, about five metro markets actually exhibited a decline in effective rents; in the fourth quarter, metro markets actually exhibited a decline in effective rents; in the fourth quarter, metro markets actually exhibited a decline in effective rents; in the fourth quarter, metro markets actually exhibited a decline in effective rents; in the fourth quarter, that number rose to fifteen, and the negative growth group includes former that number rose to fifteen, and the negative growth group includes former that number rose to fifteen, and the negative growth group includes former that number rose to fifteen, and the negative growth group includes former superstars like New York and San Francisco.superstars like New York and San Francisco.superstars like New York and San Francisco.superstars like New York and San Francisco. ShareShare 58 Like 11 Share Page 1 of 2Q4 2016 Apartment Trends 4/21/2017https://www.reis.com/cre-news-and-resources/q4-2016-apartment-market-trends 484 of 677 One reason why occupancies remained stable – aside from significantly weaker rent One reason why occupancies remained stable – aside from significantly weaker rent One reason why occupancies remained stable – aside from significantly weaker rent One reason why occupancies remained stable – aside from significantly weaker rent growth relative to 2015 – was because a lot of projects earmarked for 2016 openings growth relative to 2015 – was because a lot of projects earmarked for 2016 openings growth relative to 2015 – was because a lot of projects earmarked for 2016 openings growth relative to 2015 – was because a lot of projects earmarked for 2016 openings appear to have been postponed to 2017. That suggests continuing pressure on appear to have been postponed to 2017. That suggests continuing pressure on appear to have been postponed to 2017. That suggests continuing pressure on appear to have been postponed to 2017. That suggests continuing pressure on landlords to compete against new stock, and Reis expects these market dynamics to landlords to compete against new stock, and Reis expects these market dynamics to landlords to compete against new stock, and Reis expects these market dynamics to landlords to compete against new stock, and Reis expects these market dynamics to keep a lid on rent growth for the next five years.keep a lid on rent growth for the next five years.keep a lid on rent growth for the next five years.keep a lid on rent growth for the next five years. TOP AND BOTTOM APARTMENT MARKETSTOP AND BOTTOM APARTMENT MARKETS Topics: Apartment, Vacancy Rates, Articles, Cap Rates, Rents, Absorption Rates, Sales, Construction, All Page 2 of 2Q4 2016 Apartment Trends 4/21/2017https://www.reis.com/cre-news-and-resources/q4-2016-apartment-market-trends 485 of 677 Midwest Experts Forecast 2017 Multifamily Real Estate Trends January 9, 2017 Continuing their seven-year run, Chicago apartment developers added another 3,800 units to the downtown market in 2016, with an additional 8,700 expected to deliver over the next 24 months, according to Chicago-based Appraisal Research Counselors. While Class A rents are projected to soften in 2017, the combination of higher land and construction costs, tighter lending standards and rising real estate taxes – along with stricter regulations under Chicago’s Affordable Requirements Ordinance – is expected to keep supply in check with demand, extending the current cycle. How will the market evolve as new buildings open their doors in the New Year? Chicago’s leading multifamily experts recently weighed in on the trends that will drive development and leasing activity in 2017 and beyond. (Note: please see trend headlines below, then scroll down for full write-ups and click here for photos): •Bigger is Better •Rightsizing Apartment Amenities •Co-Living Goes Mainstream •Luxury Rentals Racing to the Neighborhoods •It’s a New Dawn for Deliveries •Seeing Green in Gray •Not Your Grandfather’s Retirement Home •Luxury ‘Trickle Down’ Ups Affordable Housing Game 1) Bigger is Better: The number of people opting to rent in the U.S. once again increased in 2016, prompting many developers to up the square footage of their units for the first time in years. In 2017, Fifield Realty Corp. will deliver The Sinclair, a luxury rental development in Chicago’s Gold Coast that will include three- and four-bedroom residences. “The Gold Coast is a neighborhood where renters, particularly high Page 1 of 9Midwest Experts Forecast 2017 Multifamily Real Estate Trends | Taylor Johnson 4/21/2017http://www.taylorjohnson.com/tj-news/midwest-experts-forecast-2017-multifamily-real-est... 486 of 677 earners, want more square footage,” said Randy Fifield, chairwoman of Fifield Realty Corp. “What’s interesting is the larger units often have only one or two occupants – they just want the extra room. And with the Sinclair’s penthouses, it’s not just that the bedroom count is larger, but all rooms, including the terraces, are bigger for entertaining.” Forrest D. Bailey, president and CEO of Draper and Kramer, Incorporated, noted his firm’s residential management and leasing division is also experiencing significant demand for larger rentals due to a more diverse renting population. “At properties we currently own and manage, particularly in high-demand neighborhoods, we have more renters looking for three bedrooms or simply more space,” Bailey said. “That’s informing our decision to include more three-bedroom apartments in the overall unit mix and increase the square footage of units at our new rental developments still in the planning stages.” Renters aren’t alone in wanting more space. At Renelle on the River, a new downtown condominium tower along the Chicago River, residences start at $1,584,900 and offer up to four bedrooms, 4½ baths and 3,434 square feet. “Just because buyers are looking to trade in their suburban home for a city residence doesn’t mean they want to downsize,” said Buzz Ruttenberg, founder of Belgravia Group. “These residences offer all the space of a single-family home but without the maintenance. They have the same mix of casual and formal spaces that people expect in a single-family home, yet are hard to come by in a condominium.” In the same vein, Related Midwest‘s One Bennett Park, a Robert A.M. Stern Architects- designed ultra-luxury residential tower under construction in Streeterville, will offer gracious three- and four-bedroom floor plans among its 69 condominiums and 279 apartments. Priced from $1.85 million, the condos will average 3,200 square feet. “We’re creating distinctive vertical homes for a range of buyers, including families and empty nesters seeking a downtown lifestyle, as well as those in search of a centrally located pied-a-terre,” said Curt Bailey, president of Related Midwest. 2) Rightsizing Apartment Amenities: While amenities continue to be king among renters, look for developers to move away from the one-upmanship that defined recent market cycles. “Developers will continue to offer strong amenity packages, but the spaces will be more thoughtful instead of putting in an amenity for the sake of having one,” said Aaron Galvin, owner and managing broker of Luxury Living Chicago Realty. “We’re counseling developers to center amenities around building a Page 2 of 9Midwest Experts Forecast 2017 Multifamily Real Estate Trends | Taylor Johnson 4/21/2017http://www.taylorjohnson.com/tj-news/midwest-experts-forecast-2017-multifamily-real-est... 487 of 677 community within a building, which helps with retention. As the Chicago apartment market becomes increasingly competitive, it will be more important than ever to create connections with, and among, residents.” Other developers are putting a new twist on tried-and-true amenities they know resonate with renters. For example, Draper and Kramer, Incorporated, is introducing a saltwater pool at EVO, a new rental development in the St. Louis area. “A pool is a must-have amenity for our residents, but we’re improving on it with a saltwater pool that is gentler on the skin because it uses fewer chemicals,” said Forrest Bailey, Draper and Kramer’s president and CEO. “We’re also testing the concept of having the pool open 24 hours a day, so residents are able to make the most of the amenity within their schedule.” According to Kristin Larkin, ASID and principal at FitzGerald Associates Architects, the million-dollar amenity word is adaptability. “Developers want spaces they can easily convert to other uses when amenity trends shift,” said Larkin. “We’re designing a lot of common spaces for high-tech hobbies, like video gaming as well as ‘vintage’ arcade rooms that include table games like foosball and ping-pong. These areas are configured so they can be easily re-worked as tastes, and technology, change.” Meanwhile, with affordable apartments in short supply, renovating older apartments to replicate amenities in Class A buildings will be a popular strategy in 2017. “Standard ‘A’ amenities like workout rooms, business centers and community areas are also becoming the norm in the Class B market,” said David Schwartz, co-founder and CEO of Waterton. “These additions not only have a high impact on resident satisfaction, but also translate to rent premiums that enable owners to recoup the costs in as little as five years.” 3) Co-Living Goes Mainstream: With services like WeWork, Uber and Airbnb skyrocketing in popularity, co-living has emerged as a way to make luxury rentals accessible to those who can’t afford to – or don’t want to – lease their own units. “Millennials, including college students and young professionals, want to live in urban centers where jobs and nightlife are steps from their front door, yet many have been priced out of housing in these areas,” said JJ Smith, chief operating officer at CA Ventures. “While co-living is a newer strategy for market-rate communities, it’s a model we’ve been using for more than a decade in our off-campus student housing developments.” Page 3 of 9Midwest Experts Forecast 2017 Multifamily Real Estate Trends | Taylor Johnson 4/21/2017http://www.taylorjohnson.com/tj-news/midwest-experts-forecast-2017-multifamily-real-est... 488 of 677 Across the firm’s portfolio, the share of non-student residents in co-living residences has doubled from less than 2 percent a few years ago to 5 percent today. Non-student residents, including transient corporate workers in search of furnished housing, make up as much as 15 percent of the tenant mix at the company’s multifamily properties in urban centers. Aaron Galvin, owner and managing broker of Luxury Living Chicago Realty, estimates that if units are designed correctly, have the right marketing strategy and are located in a desirable area, developers can potentially achieve more aggregate rent on some unit types than they would in a typical market rate apartment. In turn, renters can lease a bedroom for approximately 20 percent less than what they would pay for a studio in the same building. “This can save hundreds of dollars each month, and these are renters who appreciate the sharing economy,” said Galvin, whose firm recently leased-up “L”, a 120-unit development in Chicago’s Logan Square neighborhood that includes 30 co-living bedrooms. Apartment-sharing also benefits property owners by reducing vacancy, according to Mark Durakovic, principal of Kass Management Services, which manages the “L” community in Logan Square. “Take, for example, a three-bedroom apartment that has been set up as a co-living unit,” said Durakovic. “In theory, each bedroom would have its own separate lease – ideally with staggered terms – rather than a single lease for the entire unit. This helps minimize or even eliminate loss of rent when someone moves out, as a portion of the unit is still generating income.” 4) Luxury Rentals Racing to the Neighborhoods: While companies like McDonald’s and Motorola are trading the suburbs for the city, luxury rentals are embarking on a reverse commute as they make their way into Chicago neighborhoods. “With land and construction costs rising, developers known for their downtown high-rises are pursuing boutique apartment projects in neighborhoods where land is more abundant and affordable,” said Aaron Galvin, owner and managing broker of Luxury Living Chicago Realty. “Not only is the demand there, but so are the profits. New developments along Milwaukee Avenue are generating rents near $3 per square foot, which was unheard of a few years ago.” One neighborhood welcoming a new Class A rental building is Wrigleyville. “Most people view Wrigleyville as a fun place to be during Cubs games, but with excellent transit and dining options, the neighborhood also offers the perfect location for new rentals and year-round entertainment,” said Anthony Rossi Sr., president of M&R Page 4 of 9Midwest Experts Forecast 2017 Multifamily Real Estate Trends | Taylor Johnson 4/21/2017http://www.taylorjohnson.com/tj-news/midwest-experts-forecast-2017-multifamily-real-est... 489 of 677 Development, which is developing Addison & Clark, a mixed-used development across from Wrigley Field. Upon completion in 2018, the project will bring 148 luxury apartments and 150,000 square feet of retail to the neighborhood, including a 10- screen luxury CMX movie theater and Lucky Strike. And just down the street from Wrigley Field, BlitzLake Partners has begun pre-leasing at Lakeview 3200, a 90-unit transit-oriented development that will house one of the first flexible-format Target stores in Chicago. “Everyone from millennials to empty nesters is interested in this area of Lakeview, yet there has been no new apartment development within a half-mile radius,” said David Blitz, managing partner of BlitzLake. “The addition of buildings like Lakeview 3200 allows renters to enjoy the modern finishes and amenities of a downtown high-rise in a classic Chicago neighborhood.” 5) It’s a New Dawn for Deliveries: Just when multifamily developers and property managers had a handle on the influx of packages delivered to their buildings due to online shopping, new services like Amazon Prime Now have emerged, compelling owners and operators to fine-tune their delivery processes for 2017. The Habitat Company was ahead of the curve when it introduced its package delivery locker system in 2013 at Hubbard Place, a luxury rental tower in downtown Chicago. Today, the lockers are one of the building’s most-used amenities. “Amazon Prime Now’s one-hour delivery didn’t even exist when we opened Hubbard Place, but our package process works seamlessly with expedited deliveries,” said Matt Fiascone, president of The Habitat Company. “On one hand, technology has created this delivery dilemma, but it’s also part of the solution. We’re constantly exploring how to manage future changes, like the use of delivery drones through Amazon Prime Air and other services.” With the emergence of companies like Blue Apron, deliveries of perishables also are growing rapidly. “Fresh food delivery is very popular with the 29-39 year-old demographic as they want to eat healthy, but don’t necessarily have the time to cook or the resources to dine out every night,” said Diana Pittro, executive vice president of RMK Management Corp. To keep food fresh, the company is retrofitting some of its existing properties with coolers and adding separate refrigeration rooms to future developments. Page 5 of 9Midwest Experts Forecast 2017 Multifamily Real Estate Trends | Taylor Johnson 4/21/2017http://www.taylorjohnson.com/tj-news/midwest-experts-forecast-2017-multifamily-real-est... 490 of 677 Even smaller buildings without on-site staff or coolers are making adjustments. At select apartment communities it manages, Kass Management Services has started offering Doorman, a service through which packages are sent to, signed for and stored at an off-site location until residents schedule a delivery for later that same day or when they are next available. “In buildings small and large, package delivery has become a service that residents expect, so we wanted to find a solution that addressed the need, yet was still economical,” said Mark Durakovic, principal of Kass Management. But it’s not just an increase in package deliveries that developers need to prepare for – soon, entire services will arrive on residents’ doorsteps. “We already have refrigerated storage to meet the demand of Peapod and other grocery deliveries, but we’re also starting to coordinate the delivery of ‘lifestyle services’ – everyone from Pilates instructors, to dog groomers, to personal chefs – who are providing more of their services in-home,” said Steve Fifield, president of Fifield Companies. 6) Seeing Green in Gray: Looking to replicate their success in the apartment sector, a number of developers and investors that specialize in market-rate rentals are diversifying into a new, but very familiar, segment of multifamily housing: senior living. In 2015, Waterton, which owns and operates a portfolio of nearly 20,000 apartments and 13 hotels across the country, acquired a 50 percent interest in Chicago-based senior housing developer/operator Pathway Senior Living, marking the firm’s foray into senior housing. “The senior living sector holds tremendous potential for growth and profitability,” said Waterton CEO David Schwartz. “While the wants, needs and lifestyles of this age cohort are very different from those of a typical renter, from an operations standpoint, there are a lot of synergies between the two sectors, making senior housing a natural extension of our core business.” As some firms invest in existing entities, others are launching their own senior divisions. Drawing on more than a decade of student housing and apartment development experience, CA Ventures formed CA Senior Living in 2012, partnering with many of the same equity partners. The firm opened its first senior community in summer 2016 and has entered into a joint venture with a Goldman, Sachs & Co. affiliate to develop 14 senior housing communities across the U.S. “With capital pouring into the sector, it’s important to move quickly and strategically to grow market share,” said John Dempsey, principal of CA Senior Living. Page 6 of 9Midwest Experts Forecast 2017 Multifamily Real Estate Trends | Taylor Johnson 4/21/2017http://www.taylorjohnson.com/tj-news/midwest-experts-forecast-2017-multifamily-real-est... 491 of 677 The demand for senior housing will attract new players well beyond 2017, noted Steve Rappin, president of Evergreen Real Estate Group, a developer of affordable and market-rate rental communities, including assisted living and memory care facilities for seniors. “This diversification was very evident at the National Investment Center for Seniors Housing & Care Fall Conference in Washington, D.C.,” said Rappin. “Almost half of the attendees were experienced real estate developers but new to senior housing – it’s a number that has continued to climb over the past five years and will likely do so again in 2017.” 7) Not Your Grandfather’s Retirement Home: The rising interest in senior housing from developers is bringing more than just capital to the sector – new players also bring new concepts and designs. “Amenities and services that are standard in luxury rental communities are increasingly being incorporated into senior communities for boomers who want to avoid the stigma associated with typical ‘retirement homes,’” said John Dempsey, principal of CA Senior Living, the senior housing division of CA Ventures. At the firm’s Travanse Living at Olathe assisted-living development in Olathe, Kan., residents enjoy kitchens featuring granite countertops and stainless steel appliances. Shared amenities range from a spa, fitness center and therapy gym, to a movie theater/chapel, library, craft room, teaching kitchen and tech center. “In terms of marketing, it’s similar to student housing in that you’re selling a lifestyle ‒ instead of targeting the future resident and their parents, it’s typically the future resident and their children,” said Dempsey. David Kennedy, principal at KTGY Architecture + Planning‘s Chicago/Midwest office, agrees that adult children have come to play a significant role in the design of today’s senior communities. “After consulting with their children, seniors tend to gravitate toward communities that feel less institutional and more like home,” said Kennedy. “Even assisted living communities are being designed in a way that makes essential healthcare features less visible, such as wearable nurse-call systems instead of emergency pull-down cords.” The emphasis on amenities also is leading some developers to take a closer look at existing properties that could easily be converted into senior housing, including former hotels. “The footprint of a hotel is very similar to a senior housing community – from the entrance and common areas, to the layout of individual units, many of which already include a small kitchen or kitchenette,” said Rick Whitney, principal of Page 7 of 9Midwest Experts Forecast 2017 Multifamily Real Estate Trends | Taylor Johnson 4/21/2017http://www.taylorjohnson.com/tj-news/midwest-experts-forecast-2017-multifamily-real-est... 492 of 677 FitzGerald Associates Architects, which in 2016 helped convert the former Bollero Hotel in Palatine, Ill., into The Grand at Twin Lakes, a senior-oriented housing development. As new communities open their doors in 2017, existing facilities will undergo remodeling projects to stay competitive, according to Chuck Taylor, director of operations for commercial general contractor Englewood Construction. “Waiting areas are being turned into sophisticated hotel-style lounges where residents can spend time with each other and visitors,” said Taylor. “And outdoors, we’re seeing demand for low-impact amenities like community gardens, fire pits, and walking paths that allow residents to socialize while staying active.” 8) Luxury ‘Trickle Down’ Ups Affordable Housing Game: Class A apartment buildings may be known for their five-star service, but they aren’t alone in upping the ante when it comes to design. To offer a similar residential experience at an attainable price point, affordable housing developers have started incorporating finishes and amenities inspired by those in the newest buildings, a trend that’s expected to continue in 2017 as offerings that were once ‘extras’ become standard. “Within units, we’ve added wood-inspired flooring, premium-looking cabinets and countertops, modern appliances, and contemporary lighting,” said Steve Rappin, president of Evergreen Real Estate Group, which develops and manages both affordable and market-rate communities. “Common-area enhancements include lounges with fireplaces and kitchens; computer rooms; playgrounds and landscaped courtyards. We’ve found these upfront investments can translate to long-term savings, as residents are more likely to take care of a community they’re proud to call home and also more likely to stay, which reduces turnover costs.” Like market-rate communities with retail space leased to a restaurant or fitness studio, some affordable housing developments have added a mixed-use component designed to complement its residential units. KTGY Architecture + Planning’s Kennedy notes that while commercial space in an affordable development may attract a different set of users than space in a luxury high-rise, the concept remains the same. “Affordable housing focuses less on entertainment and more on social services, so we’re seeing developments that include libraries and YMCAs,” he said. “Incorporating a mix of uses that address the residents’ daily needs elevates the overall experience.” Page 8 of 9Midwest Experts Forecast 2017 Multifamily Real Estate Trends | Taylor Johnson 4/21/2017http://www.taylorjohnson.com/tj-news/midwest-experts-forecast-2017-multifamily-real-est... 493 of 677 Affordable housing is also getting greener as developers realize the value of features like LED lighting, high-efficiency heating and cooling systems, and Energy Star appliances. “Expect to see affordable housing become more energy efficient in 2017 as developers incorporate features that can reduce utility costs by 20 percent or more,” said Jeffrey Head, vice president of community development at The Habitat Company, a leading multifamily property developer and manager in the United States and the largest property manager for the Chicago Housing Authority (CHA),”These cost savings can then be put back into the communities in terms of increased services, amenities or building improvements.” PHOTOS: Click HERE to view photos and captions that accompany this story via Flickr. Page 9 of 9Midwest Experts Forecast 2017 Multifamily Real Estate Trends | Taylor Johnson 4/21/2017http://www.taylorjohnson.com/tj-news/midwest-experts-forecast-2017-multifamily-real-est... 494 of 677 April 20, 2017 Evanston City Staff: Enclosed is the complete study from the Urban Land Institute, The Macro View on Micro Units. While the units at 831 Emerson are not micro-units, they will exemplify some of the same characteristics. The ULI study gives evidence to the trend towards smaller units in multifamily housing among young professionals. We recognize that this is a lot of information to review. However, the Executive Summary on pages 4-6 is instructive and provides a high level overview of compact living. Urban Land Institute (full study attached) Smaller and micro units outperform conventional units in the marketplace, in terms of achieving higher occupancy rates and garnering significant rental rate premiums (rent per square foot) compared with conventional units. The market is shifting toward a greater mix of smaller studio and one-bedroom units being included in traditional apartment communities, as well as more construction of micro-unit communities. Studio and one-bedroom units accounted for nearly 51 percent of the 2012– 2013 completions, up drastically from 41 percent in 2002–2003. The appeal of the micro unit is largely about economics, as well as place and privacy. Those interested in micro units are seeking to lower their rental costs (the units typically rent for 20 to 30 percent less); they are also drawn to the trendy “hip” locations where micro units tend to be built, and by the ability to live alone. The target market profile for micro units is predominantly young professional singles, typically under 30 years of age, earning less than $40,000 per year, trending slightly more toward males than females. Other market segments include couples, older single empty nesters, and temporary users. Singles currently living with roommates tend to be the most interested in making the switch from a traditional unit to a micro unit. Thank you, Tim Anderson Focus Development 495 of 677 The Macro View on Micro Units The Urban Land Institute Multifamily Housing Councils were awarded a ULI Foundation research grant in fall 2013 to evaluate from multiple perspectives the market performance and market acceptance of micro and small units. 496 of 677 2 The Macro View on Micro Units About the Urban Land Institute The mission of the Urban Land Institute is to provide leadership in the responsible use of land and in creating and sustaining thriving communities world- wide. ULI is committed to n Bringing together leaders from across the fields of real estate and land use policy to exchange best practices and serve community needs; n Fostering collaboration within and beyond ULI’s membership through mentoring, dialogue, and problem solving; n Exploring issues of urbanization, conservation, regeneration, land use, capital formation, and sustainable development; n Advancing land use policies and design practices that respect the uniqueness of both the built and natural environments; n Sharing knowledge through education, applied research, publishing, and electronic media; and n Sustaining a diverse global network of local prac- tice and advisory efforts that address current and future challenges. Established in 1936, the Institute today has more than 33,000 members worldwide, representing the entire spectrum of the land use and development disciplines. Professionals represented include developers, builders, property owners, investors, architects, public officials, planners, real estate bro- kers, appraisers, attorneys, engineers, financiers, academics, students, and librarians. ULI relies heavily on the experience of its members. It is through member involvement and information resources that ULI has been able to set standards of excellence in development practice. The Institute has long been recognized as one of the world’s most respected and widely quoted sources of objective infor- mation on urban planning, growth, and development. © 2014 by the Urban Land Institute 1025 Thomas Jefferson Street, NW Suite 500 West Washington, DC 20007-5201 All rights reserved. Reproduction or use of the whole or any part of the contents without written permission of the copyright holder is prohibited. About the ULI Foundation The mission of the ULI Foundation is to serve as the philanthropic source for the Urban Land Institute. The Foundation’s programs raise endowment funds, major gifts, and annual fund monies to support the key initiatives and priorities of the Institute. Philan- thropic gifts from ULI members and other funding sources help ensure ULI’s future and its mission of providing leadership in the responsible use of land and in creating and sustaining thriving communities worldwide. The Foundation exists to support the content de- velopment and dissemination efforts of the Urban Land Institute and to educate the public—and those making decisions on behalf of the public—about responsible land use practice and patterns. Whether creating scholarship opportunities for worthy stu- dents, publishing original research on critical land use issues, or convening decision makers to discuss current industry developments, the ULI Foundation enables members to make a visible difference in communities around the world—and in the lives of countless individuals within those communities. The ULI Foundation has benefited from the generous philanthropy of many donors, who see in their giving an opportunity to provide for others through an organization that has meant so much in their own lives and careers. ULI Project Staff Kathleen Carey Chief Content Officer John McIlwain Senior Resident Fellow/J. Ronald Terwilliger Chair for Housing Michelle McDonough Winters Senior Visiting Fellow, Terwilliger Center for Housing Alison Johnson Program Manager, Content James A. Mulligan Senior Editor David James Rose Managing Editor Betsy Van Buskirk Creative Director Laura Glassman, Publications Professionals LLC Manuscript Editor 2 497 of 677 The Macro View on Micro Units 3 Acknowledgments The Multifamily Research Committee wishes to thank ULI for creating ULI Grants and funding the research effort to provide hard data to inform ULI members and the industry at large about the performance, market acceptance, and current best practices of small and micro units. In addition, the committee thanks Mary Ann King, president of Moran and Company, for serving as its unofficial adviser and invaluable resource regarding internal ULI processes and for simply being available to answer any questions that arose over the course of the committee’s work. The committee especially thanks Equity Residen- tial, Flaherty & Collins, Milestone Management, Riverstone Residential, and UDR for enabling it to conduct a comprehensive consumer survey of residents in properties owned or managed by these companies. Moreover, the committee acknowledges and thanks the companies that were interviewed for the purpose of obtaining developer and operator experience with small and micro units, including Holland Partner Group, JBG Companies, Panoramic Interest, Stage 3 Properties Inc., TCA Architects, Perkins Eastman, Village Green, and Waterton Residential. Without the generous cooperation and sharing of information, this research project would not have been possible. Contents Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . .4 Definition of Micro Unit............................................5 Approach .......................................................6 Research Partners . . . . . . . . . . . . . . . . . . . . . . . . . .7 Historical Market Performance . . . . . . . . . . . . . . .8 Product Characteristics ..........................................8 Occupancy Performance .........................................10 Rental-Rate Performance ........................................11 Performance of Properties with Units Less Than 500 Square Feet ......12 Key Findings ...................................................15 Consumer Feedback . . . . . . . . . . . . . . . . . . . . . . . .16 Participants....................................................16 Survey Results .................................................17 Key Findings ...................................................20 Best Practices and Lessons Learned . . . . . . . . . . . .22 Target Market Audiences ........................................22 Purchase and Rent Motivations ...................................24 Selling Proposition .............................................24 Ideal Size ......................................................25 Micro-Unit Solutions ............................................25 Amenity and Gathering-Space Trends ..............................26 General Design Considerations ...................................28 Kitchen Design .................................................28 What’s Next—Micro Suites? ......................................29 Location, Location, Location ......................................30 Marketing and Branding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Cautious Capital ...............................................31 Case Study Projects .............................................32 Key Findings ...................................................35 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37 Research Committee Members . . . . . . . . . . . . . .38 Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40 498 of 677 4 The Macro View on Micro Units Executive Summary A common perception exists that unit sizes in new apartments have been shrinking as developers seek higher density and higher revenue per square foot to offset rising land value and construction costs and to hold monthly rent at an affordable level relative to income. The ultimate incarnation of this trend has been the introduction—or the reintroduction—of very small units, often referred to as micro units. These very small (by traditional standards) apartments, leasing at approximately 20 percent to 30 percent lower monthly rent than conventional units, yet at very high value ratios (rent per square foot), have been offered or are being considered in urban and urbanizing locales, par- ticularly high-density, expensive metropolitan markets such as Boston, New York, San Francisco, Seattle, and Washington, D.C. This research report explores this re- newed trend in the United States and seeks to answer the following key questions: n What exactly is a micro unit? n How have smaller and micro-unit rental apart- ments performed in the marketplace compared with larger, more conventional apartments? n Does the higher per square foot rent justify the higher construction cost? n What are some of the examples across the country where micro units have been successfully developed and operated? n What are the critical success factors and lessons learned from developers, owners, operators, and design professionals that have experience with this new breed of micro-unit community? n What has been the experience of residents who have actually lived in one of these tiny apart- ments, what do they like and dislike, and what motivated them to consider a micro unit in the first place? n What would motivate potential renters of conven- tional apartments to live in a smaller unit? n Based on a compilation of all of the above, what is the likely future for micro units; is this a passing fad or a growing trend? To answer these and other questions, the research team for this report analyzed hard data to understand the performance of smaller and micro units in the marketplace. The team also conducted consumer research with residents of micro units to understand their experience and satisfaction levels compared with occupants of conventional units. Finally, the team compiled case studies of micro-unit rental apartment communities and conducted a series of interviews with industry experts to identify best prac- tices and lessons learned. The ultimate objective of this research is to gather and share innovative ideas that can contribute to the successful development of micro-unit communities in the future. Some of the key findings, which the report provides in greater detail, follow: n Although micro unit has no standard definition, a working definition is a small studio apartment, typically less than 350 square feet, with a fully functioning and accessibility compliant kitchen and bathroom. Under this definition, a 160-square-foot single-room-occupancy (SRO) unit that relies upon communal kitchen or bathroom facilities does not qualify as a true micro unit. n Smaller and micro units outperform conventional units in the marketplace—they achieve higher oc- cupancy rates and garner significant rental-rate premiums (rent per square foot) compared with conventional units. However, the stock of very small units is still quite limited, and it is diffi- cult to know whether the performance of these smaller units is driven by their relative scarcity or whether significant pent-up demand for micro units actually exists. n Both the consumer research and the case studies indicate that a segment of renters is indeed inter- ested in the micro-unit concept; nearly a quarter of renters in conventional apartments indicate they would be interested or very interested in renting a micro unit. Depending upon one’s perspective, 499 of 677 The Macro View on Micro Units 5 either this speaks to a potentially huge untapped market, or it remains a niche market. n The appeal of micro units is largely about eco- nomics, but place and privacy are all part of the equation. Most respondents interested in micro units are willing to consider them in exchange for a lower monthly rent (approximately 20 percent to 30 percent below that of a conventionally sized unit), a highly desirable (typically authentic, urban/urban- izing, walkable, trendy) location, and the ability to live alone. n The target market profile for micro units is pre- dominantly young professional singles, typically under 30 years of age, with most under 27 years of age, trending slightly more male than female. Secondary segments include some couples and roommates, some older move-down singles, and pied-à-terre users. n Developing and operating a rental apartment community with micro units are more expensive, but the premium rent per square foot achieved more than makes up for the added cost. n Developers and design professionals have come up with a number of creative solutions that ensure micro units are compliant with Fair Housing Amendment Act and accessibility requirements, livable, and actually feel larger than they really are. Such items include flexible furniture systems, high ceilings (more than nine feet), oversized windows, built-in storage, gadget walls, and movable kitchen islands. n Rental apartment communities with micro units also emphasize what is outside the confines of the unit itself. Developers tend to offer an exten- sive array of amenities, intimate gathering spac- es, and services to residents that enable them to experience community outside their micro unit. n A definite shift has taken place toward a greater mix of smaller studio and one-bedroom apart- ments, and micro units are a growing trend across the country with a number of communities under construction and many more in the planning stages. However, to hedge their bets, some savvy developers are building in the flexibility to convert side-by-side micro units back into conventional one- and two-bedroom units, just in case the concept is a flash in the pan. Definition of Micro Unit What exactly qualifies as a micro unit? A micro unit might be 300 square feet in New York City or 500 square feet in Dallas. This study learned that no standard definition exists. A micro unit is a some- what ambiguous term that covers anything from a relatively small studio or one-bedroom apartment to a short-term lease, SRO unit with communal kitch- en and common room areas. In fact, many in the industry are moving away from branding their units as micro because the term has begun to arouse neg- ative connotations associated with higher density, overcrowding, and transient populations. In New York City and Philadelphia, the minimum size requirement for a new dwelling unit is 400 square feet. However, former New York City mayor Bloomberg waived this requirement for the adAPT NYC competition, which defined micro apartments as studio apartments that range between 275 and 300 square feet and include fully functioning kitchens and accessible bathrooms. In the city of San Francisco, new legislation was passed allowing apartments as small as 220 square feet, so long as 70 square feet of this space is allocated to a bath- room and kitchen. In the District of Columbia, the minimum size for an apartment is also 220 square feet but with no prescription regarding allocation of space within the unit. In Boston, the minimum size for a dwelling unit The size of what qualifies as a micro unit is determined by the market in which it exists . An average micro unit on the East and West Coasts, such as those proposed in the adAPT NYC competition, can be around 300 square feet (top), but in some Midwestern and Texas markets, units, such as those designed by Urban Studio, can range between 400 and 500 square feet (bottom) . CURBED NY “MICRO DWELLINGS” (TOP); IDEABOX (BOTTOM) 500 of 677 6 The Macro View on Micro Units is 450 square feet within one mile of public transit, but again this requirement was waived for a demon- stration project in the Inno- vation District to allow de- velopment of smaller units. In some Midwestern and Texas markets, units rang- ing between 400 and 500 square feet are described as micro units. Seattle and Portland have no minimum size requirements, which probably explains why these markets are two of the best examples of cities demon- strating a tremendous amount of experimenta- tion with very small units, including a wide range of communities offering SROs and micro units. Thus, the concept of micro units is to some degree relative to the market in which they exist. For the pur- poses of this research effort, a distinction was made between SRO units and micro-unit apartments with fully functioning kitchens and bathrooms. Although some trading range probably exists in the square footage depending upon the market, a good definition of a micro unit is a purpose-built, typically urban, small studio or one-bedroom using efficient design to appear larger than it is and ranging in size from as little as 280 square feet up to as much as 450 square feet (which roughly equates to 20 percent to 30 percent smaller than conventional studios in a given market). Many mi- cro units under 350 square feet feature built-in storage units and flexible furniture systems (e.g., Murphy beds, hideaway kitchen modules, convertible tables, and so on) to make these smaller spaces work. To put the size of a micro unit into perspective, a 300-square-foot micro-unit studio apartment is slightly larger than a one-car garage but consider- ably smaller than a two-car garage. Approach This study evaluates the market performance and market acceptance of small and micro units from multiple perspectives, including the following: n Market performance—MPF Research, a divi- sion of RealPage Inc., took a data-driven look at performance metrics of small and micro units (as available), including rents, value ratios, and occu- pancy, compared to conventionally sized units. This analysis examined key characteristics of apart- ments completed during 2012–2013 in significant construction centers across the United States, documenting the evolution of typical unit size and mix compared to the product built previously. In addition, variations in occupancy and rent achieve- ment performance are compared across unit size and floor plan categories to determine whether small units (not just micro units) have outperformed or underperformed other unit types in occupancy and rent rate premiums. n Consumer research—Kingsley Associates conduct- ed the apartment resident survey portion of this research to ascertain attitudes toward smaller and micro units by both conventional apartment renters and current micro-unit renters. The survey exam- ined what interior, common area and neighborhood amenities, and locational conveniences would drive residents’ decisions to rent a small or micro unit over other options; what amenities actually matter most to consumers when making the choice of where and what to rent; and what tradeoffs they would be willing to make in deciding to rent a small or micro unit. n Best practices and lessons learned—RCLCO (Robert Charles Lesser & Co.) interviewed ULI Multifamily Council member participants and other developers, operators, and design professionals to obtain feedback on their experience and innovative ideas (both tested or under consideration) regarding micro units to shape and inform the debate. This input was also used to shape the survey instrument used in the consumer research component of this report previously described. RCLCO also conducted a series of case studies of existing rental apartment communities that had micro units. From this effort, RCLCO prepared a summary of best practices and lessons learned with smaller and micro units, including unit features and finishes, community amenities and services, locational characteristics, operating experience, and construction and opera- tional costs. In another perspective, micro units are larger than a one-car garage but smaller than a two-car garage . DECOSOUP 501 of 677 The Macro View on Micro Units 7 Research Partners The Multifamily Research Committee enlisted the services of MPF Research, Kingsley Associates, and RCLCO as research partners for this project. A brief corporate biography of each of these partners follows. MPF A division of RealPage, MPF Research has been providing apartment market trends and objective insights to the multifamily industry since 1961. With exclusive access to a completely unique data source and a solid foundation of sound statistical methodol- ogies, MPF Research publishes 72 individual apart- ment market reports covering the top 100 markets nationally. MPF is relied upon to formulate and fine- tune business strategies in a variety of multifamily industry specialties, including investment, opera- tions, and development. Visit the company website at www.realpage.com/mpf-research for additional information. Kingsley Associates Since 1985, real estate leaders have turned to Kingsley Associates to maximize their portfolio and organizational performance. With a depth and breadth of insight unmatched in the industry, Kings- ley Associates is a leader in resident and tenant satisfaction surveys, client perception studies, em- ployee engagement surveys, strategic consulting, and operations benchmarking. Learn more at www.kingsleyassociates.com. RCLCO Since its founding in 1967, RCLCO has been at the leading edge of real estate trends and issues, offering strategic guidance that is market-driven, analytically based, and financially sound. RCLCO’s multidisciplinary team combines real-world experi- ence with the analytical underpinnings drawn from thousands of consulting engagements and propri- etary research to develop and implement plans that strengthen our clients’ position in their markets, at every point in the market cycle. Visit the company website at www.rclco.com for addtional information. 502 of 677 8 The Macro View on Micro Units Historical Market Performance To assess the market response to very small, or micro, units, MPF Research examined key characteristics of apartments completed during 2012–2013 in significant construction centers across the United States and documented the evolution of typical unit size and mix compared to the product built in previous cycles. MPF also identified patterns in occupancy and rent achievement across unit size and floor plan categories. The properties studied were located in the 35 met- ropolitan areas where U.S. deliveries were concen- trated in 2012–2013; these metros accounted for 82 percent of all apartment product built in the nation’s 100 biggest markets during this two-year period. (The specific communities included in the analysis totaled some 90,000 units in more than 400 proper- ties, representing 41 percent of all units delivered in 2012–2013 in these 35 metros.) To understand how product design has evolved, MPF compared characteristics of the newest generation of apartments with (a) those of properties built a de- cade earlier, in 2002–2003 (based on 920 properties with 220,000 units), and (b) those built in 2008–2009 (950 properties with 232,000 units), which represent the tail end of the last development cycle before the Great Recession briefly brought construction of conventional market-rate apartments to a virtual standstill. (All figures in this section are courtesy of MPF Research, Real Page Inc.) Product Characteristics Confirming the general perception that exists in the industry, typical unit size has been shrinking. This shift is not as pronounced as some might think and, as discussed later, the key driver behind shrinking average unit size does not necessarily align with conventional wisdom. The average unit size for the nation’s 2012–2013 completions registers at 950 square feet, which is almost 50 square feet less than the norms recorded in 2002–2003 (995 square feet) and 2008–2009 (998 square feet). Metros in the South and West regions of the United States accounted for the biggest portions of supply completed in each period examined and most clearly illustrate the general trend toward smaller aver- age unit size. Apartments built in the South during 2012–2013 average 967 square feet, compared with norms of 1,021 square feet for the 2002–2003 deliveries and 1,011 square feet for 2008–2009 completions. In the West, average unit size is down to 919 square feet, falling from norms of 954 square feet in the 2002–2003 stock and 963 square feet in 2008–2009’s new supply. With less new product delivered across the Midwest and Northeast regions, the evolution of average unit size there is less clear-cut. In the Midwest, average size for the most recent round of completions comes in at 914 square feet, smaller than the 2002–2003 deliveries but a little bigger than in 2008–2009 addi- tions. In the Northeast, unit size for 2012–2013 deliv- eries averages 939 square feet, virtually unchanged from the 2002–2003 standard but down drastically 800 850 900 950 1,000 1,050 2002–20032008–20092012–2013 U.S.WestSouthNortheastMidwest 914 896 939 937 1,028 967 1,0111,021 919 963 954 950 998 995 972 Average Unit Size by Region (Three Development Cycles)Square feet503 of 677 The Macro View on Micro Units 9 from the figure recorded in 2008–2009. The very large units built in the Northeast during 2008–2009 appear out of line with other point-in-time read- ings, perhaps influenced by the possibility of sale as condominiums. The dominant influence behind the general trend toward smaller average unit size is a shift in the mix of unit types. Studio and one-bedroom units account for 50.9 percent of the 2012–2013 completions, marginally higher than 2008–2009’s 48.6 percent share but up drastically from 2002–2003’s norm of 41.0 percent. Clearly driving the move toward more studio and one-bedroom units, the share of 2012– 2013’s new supply in urban core settings—down- town or downtown-adjacent locales—is significantly higher than the urban core’s share in 2008–2009 or 2002–2003. Because singles living alone and couples or roommate households dominate the apartment-resident base in the typical urban core environment, building product that features more studio and one-bedroom units simply makes sense. Over the course of the past decade, the share of de- liveries in two-bedroom configuration has declined to 38.5 percent from 45.4 percent. And for units with three or more bedrooms, 2012–2013 completions came in at 10.6 percent of the additions, down from 13.6 percent ten years earlier. The shift in unit-type emphasis will be interesting to watch over the next phase of the current de- velopment cycle. While near-term completions of urban core properties will continue to be dispropor- tionately heavy relative to the historical norm, the suburbs are increasingly seeing recent starts and thus anticipate 2015–2016 completions. Howev- er, the jump in suburban construction does not necessarily translate to a shift back toward larger units. New suburban product in this cycle also tends to be focused in higher-density neighborhoods that are hubs for employment, transportation, or entertainment. Thus, a sizable percentage of studio and one-bedroom units is appropriate for this style of suburban project. In addition, developers are not surprisingly backing away from units with three or 13.6%1.8% 39.2% 45.4% 35.3% 50.9% 13.8%8.9% 70.4%20.6% 15.5% 50.8% 33.7% Building Type by Development Cycle, United States Bedroom Type by Development Cycle, United States 10.4%3.2% 45.4% 41.1% 10.6% 6.0% 44.8% 38.5% 3+ bedrooms2 bedrooms1 bedroomStudio High riseMid riseLow rise 2012–2013 2008–2009 2002–2003 2012–2013 2008–2009 2002–2003 504 of 677 10 The Macro View on Micro Units more bedrooms to an even greater degree in sub- urban settings, ceding families with children to the single-family-home rental sector. Illustrating that current development is focused on high-density urban core settings or medium- to high-density suburban hubs, the share of deliveries found in mid-rise and high-rise buildings has surged during the past decade. (MPF Research defines high-rise projects as those with seven or more stories. For mid-rise buildings the height is four to six stories, with low-rise properties totaling one to three floors.) Mid- and high-rise buildings account for 49.1 percent of 2012–2013’s completions—two- thirds higher than the 29.6 percent share a decade earlier. The shift toward higher density was already occurring by the end of the building cycle that ran from the late 1990s through 2009, as the mid- or high-rise share of 2008–2009 product almost matched the most recent wave of new supply. Perhaps surprising is that the industry is reducing average unit size by increasing the mix of smaller studio and one-bedroom units, rather than by de- creasing floor plan sizes. The typical one-bedroom unit is shrinking today, but the shift is not drastic. The average size for a one-bedroom apartment in 2012–2013 completions is 763 square feet, com- pared with 779 square feet a decade ago and 800 square feet on average in 2008–2009. Average unit sizes for studios (now at 545 square feet) and two-bedroom units (now at 1,104 square feet) do not show any distinct trend across the three periods studied. In contrast, units with three or more bedrooms are getting larger. The average three-bedroom unit is now 1,410 square feet, increasing from 1,377 square feet in 2008–2009 and 1,329 square feet in 2002–2003, perhaps targeting a growing number of downsizing baby boomers. Occupancy Performance In general, smaller units enjoy higher overall occu- pancy rates. Small units with less than 600 square feet were the top occupancy performers in recently finished developments as of early 2014. These units reported noticeably higher occupancy (91.3 percent) than the 89.6 percent rate for mid-sized units from 600 to 1,000 square feet and the 89.3 percent in large units of more than 1,000 square feet. Although early 2014 occupancy was strongest in the small-unit segment across every part of the country, the premium did not reach meaningful levels in the West or Midwest. The biggest premium registered in the Northeast, where occupancy in small units outperformed mid-sized units by 600 basis points and large units by 820 basis points. Important to remember, however, is that those units in the Northeast do not account for a large share of the nation’s total stock added in 2012–2013. More significant in boosting the country’s overall occu- pancy premium for smaller units, then, was the advantage for these units in the construction-heavy southern region. Small units built in the South 80% 82% 84% 86% 88% 90% 92% 94% 96% 98% U.S.WestSouthNortheastMidwest 87.4%86.7%87.1% 96.1% 90.1% 87.9% 92.7% 89.9%89.5% 90.5%90.2%89.9% 91.3% 89.6%89.3% Occupancy by Unit Size (2012–2013 Development Cycle), United States More than 1,000 sf600–1,000 sfLess than 600 sf 505 of 677 The Macro View on Micro Units 11 during 2012–2013 were 92.7 percent full as of early 2014. That performance topped the occupancy rate for the region’s mid-sized units by 380 basis points and surpassed the occupancy norm for large units by 420 basis points. In more fine-grained unit-size categories, the most significant premiums registered among units small- er than 500 square feet (91.1 percent occupied), in the 500- to 599-square-foot range (91.5 percent occupied), in the 900- to 999-square-foot segment (90.1 percent occupied), the 1,000- to 1,099-square- foot range (90.0 percent occupied), and the 1,200- to 1,299-square-foot category (90.5 percent occupied). It is perhaps tempting to make pronouncements re- garding popularity of units in various size segments based on those occupancy rates. In particular, on the surface the smallest units seem to be the rock stars. In fact, however, a strong relationship tends to exist between occupancy performance and the absolute number of units in that unit-size segment: the fewer the number of units built in any category, the higher the occupancy rate in that niche. For example, units of less than 500 square feet repre- sent only 2.7 percent of the 2012–2013 completions studied, and the 500- to 599-square-foot segment is just 5.2 percent of the spectrum. If a particular size niche is an outperformer for occupancy, it is the 1,000- to 1,099-square-foot category, given that segment constitutes a compar- atively hefty 14.0 percent of the entire stock studied. This product may appeal to roommates who are also seeking affordable monthly rent (just as very small units offer smaller monthly rents). Rental-Rate Performance Communities completed in 2012–2013 achieved effective rents for new leases of $1.684 per square foot as of early 2014. This pricing represented an 11 percent premium over rates of $1.576 per square foot for the 2008–2009 vintage stock and a 22 per- cent premium over pricing of $1.383 per square foot for the inventory built in 2002–2003. The smaller unit size of the newest product would typically achieve higher rent per square foot, explaining a portion of these premiums in average rent per square foot. However, the current pricing premium for 2012–2013 vintage units of less than 600 square feet is especially sizable. Typical rents of $2.647 in these small units top the rates of units in the 600- to 1,000-square-foot category by 54 percent and exceed the pricing of units of more than 1,000 square feet by 81 percent. The most notable pricing premium for small units is seen in the Northeast region. In that part of the coun- try, square-foot pricing for units below 600 square feet tops the rates for mid-sized units by 97 percent and surpasses large-unit rents by 174 percent. Again, the inventory of new units in the Northeast (and in the Midwest) is fairly small and vulnerable to big variation when making comparisons. More statistically significant, then, are the premi- ums seen in the South and West, which have many more new-generation projects. In the South, units less than 600 square feet achieve price premiums of 40 percent over mid-sized units and 56 percent over large units. In the West, price premiums for 88.0% 88.5% 89.0% 89.5% 90.0% 90.5% 91.0% 91.5% 92.0% More than 1,299 sq ft 1,200– 1,299 sq ft 1,100– 1,199 sq ft 1,000– 1,099 sq ft 900–999 sq ft 800–899 sq ft 700–799 sq ft 600–699 sq ft 500–599 sq ft Less than 500 sq ft 91.1% 91.5% 89.9% 89.7% 88.9% 90.3% 90.0% 88.6% 90.5% 88.4% Occupancy by Detailed Unit Size (2012–2013 Development Cycle), United States 506 of 677 12 The Macro View on Micro Units small units reach 43 percent over their mid-sized counterparts and a whopping 80 percent over the large units. By comparison to earlier completions, the small- unit premium is substantial in the 2008–2009 stock but not as big as in the newest units. In contrast, small units from 2002–2003 command gigantic price premiums over larger models. On the surface, these decade-old small units are getting rents that exceed pricing for the newest small units as well as those from 2008–2009. The reason behind those huge rents for small units built in 2002–2003 lies in geography. An outsized share of the tiny units from 2002–2003 are found in the Northeast generally and New York specifically, where pricing is higher relative to other locales across the country. Performance of Properties with Units Less Than 500 Square Feet Digging deeper into the performance of the smallest units now offered in the U.S. apartment market, MPF Research specifically analyzed properties com- pleted in 2012–2013 with at least some units of sizes less than 500 square feet. $0.70 $1.20 $1.70 $2.20 $2.70 $3.20 $1.21 2002–20032008–20092012–2013 $2.65 $1.72 $1.46 $2.23 $1.60 $1.37 $2.74 $1.48 $0 $1 $2 $3 $4 $5 $6 U.S.WestSouthNortheastMidwest $2.230 $1.871 $1.525 $5.355 $2.724 $1.958 $2.141 $1.525 $1.369 $2.916 $2.046 $1.618 $2.647 $1.723 $1.459 Rent per Square Foot by Unit Size (2012–2013 Development Cycle) Rent per Square Foot by Unit Size (Three Development Cycles), United States More than 1,000 sf600–1,000 sfLess than 600 sf More than 1,000 sf600–1,000 sfLess than 600 sf 507 of 677 The Macro View on Micro Units 13 Not surprisingly, these units are found almost exclusively in urban core settings. Nine times out of ten, these very small units are found in mid-rise and high-rise buildings, rather than in low-density com- munities. The exception is that almost 30 percent of the 2002–2003 buildings with ultra-small units were low rise in design. The properties that include any units with less than 500 square feet not surprisingly have overall unit mixes that are comparatively heavy on studio and one-bedroom floor plans. Studio and one-bedroom units constitute 64.7 percent of the total selection in the 2012–2013 inventory, 60.1 percent in the 2008– 2009 stock, and 67.1 percent in the 2002–2003 mix. In these 2012–2013 completions that have apart- ments under 500 square feet in size, small units are the top occupancy performers. Units that meet the broader “small” designation of less than 600 square feet were 90.3 percent occupied as of early 2014, compared with occupancy rates of 88.1 percent in the mid-sized units of 600 to 1,000 square feet and 87.3 percent in the large units of more than 1,000 square feet. The early 2014 occupancy premium for small units registered primarily in the South and Midwest re- gions, with minimal differences in occupancy by unit size posted across the Northeast and the West. In developments that offer very small units, these sub-500-square-foot models ranked among the top achievers as of early 2014. Not only were these ultra-small units 91.1 percent occupied, but they also comprise a significant 19.8 percent of the total mix in this sample set. For slightly larger units of 500 to 599 square feet, early 2014 occupancy was 88.9 percent, with that segment accounting for 11.2 percent of the total mix. A comparable occupancy level (91.1 percent) was also seen in units of 900 to 999 square feet, with marginally smaller or larger models also more than 89 percent full. Units of 800 to 899 square feet ac- 27.2% 40.2% 32.6% 4.3% 50.1% 28.6% 16.9% 8.9% 45.6% 45.5% 43.6% 30.6% 16.5% 9.3% 11.4% 57.8% 30.8% 21.8% 7.1% 42.9% 28.2% 21.8% 7.1% 42.9% 28.2% Building Type with Units Less Than 500 Square Feet by Development Cycle, United States Unit Type with Less Than 500 Square Feet by Development Cycle, United States High riseMid riseLow rise 3+ bedrooms2 bedrooms1 bedroomStudio 2012–2013 2008–2009 2002–2003 2012–2013 2008–2009 2002–2003 508 of 677 14 The Macro View on Micro Units counted for 12.3 percent of this product mix, making the comparatively high occupancy in those units meaningful. However, solid occupancy in units of 900 to 999 square feet and 1,000 to 1,099 square feet likely in part reflected how few of those apartments are offered. Among 2012–2013 completions that include units less than 500 square feet in size, early 2014 effective rents for new leases averaged $2.989 per square foot in the units meeting the small designation (under 600 square feet). That’s a 25 percent premium over the square-foot rates for mid-sized units of 600 to 1,000 square feet and a 48 percent premium over the pric- ing for large units of more than 1,000 square feet. Interestingly, the price premium for small units is less pronounced within properties that emphasize this option than is the premium for small units over the total marketplace. That is a logical result because, generally, the greater the inventory of any unit type within a given property, the greater the number of units that have to be leased and, in turn, the less aggressive an operator can be on pricing. 91.1% 88.9% 87.3% 86.0% 89.0% 91.3% 89.7% 86.9% 86.3% 85.4% 84% 85% 86% 87% 88% 89% 90% 91% 92% More than 1,299 sq ft 1,200– 1,299 sq ft 1,100– 1,199 sq ft 1,000– 1,099 sq ft 900–999 sq ft 800–899 sq ft 700–799 sq ft 600–699 sq ft 500–599 sq ft Less than 500 sq ft Occupancy by Unit Size for 2012–2013 Properties Including Units Less Than 500 Square Feet, United States 70% 75% 80% 85% 90% 95% 100% U.S.WestSouthNortheastMidwest 81.8% 97.3%96.9% 98.6% 92.9% 89.6%89.8%89.3%89.4% 87.8% 90.3% 88.1%87.3% 74.7%74.5% Occupancy by Unit Size for Properties with Units Less Than 500 Square Feet (2012–2013 Development Cycle), United States More than 1,000 sf600–1,000 sfLess than 600 sf 509 of 677 The Macro View on Micro Units 15 Key Findings Among the key findings from the historical data are the following: n In properties built during the 2012–2013 time frame, average unit size (950 square feet) is down nearly 50 square feet from the average recorded in the previous cycle (both early in that cycle and late in the cycle). n Although a tendency exists toward slight down- sizing of units in one-bedroom configuration, the real driving force behind the smaller overall average unit size is a shift in the mix of floor plans offered, with more studio and one-bed- room units and fewer two-bedroom units and apartments with three or more bedrooms. The shift in unit mix corresponds to a greater share of development occurring in urban settings, where household size is smaller. n A review of historical data reveals that 2012–2013 completions featuring units less than 500 square feet are concentrated in mid-rise or high-rise buildings in urban core settings. Among prop- erties that offer very small units, those specific units tend to be the top-performing floor plans in the individual communities. However, the more small units in the mix at an individual property, the smaller the performance premium is for those units. n The smallest units offered in the current gen- eration of product tend to achieve the strongest occupancy levels and significant rent (per square foot) premiums over larger floor plans. Small units thus appear underrepresented in the inventory relative to demand potential. However, the total stock of units under 600 square feet that has been introduced is very limited, making up less than 8 percent of the current apartment development cycle’s total supply. Very small, or micro, units constitute less than 3 percent of the 2012–2013 deliveries. Given this limited number of units, it is difficult to derive from available data the viability of moving this product type beyond niche status. In the following section, Kingsley Associates has conducted extensive consumer research that exam- ines and documents consumer sentiment toward micro units. $0 $1 $2 $3 $4 $5 $6 U.S.WestSouthNortheastMidwest $2.331 $2.381 $2.276 $5.705 $4.998 $3.496 $2.403 $1.759 $1.679 $3.001 $2.524 $2.401 $2.989 $2.386 $2.013 Rent per Square Foot by Unit Size for Properties with Units Less Than 500 Square Feet (2012–2013 Development Cycle), United States More than 1,000 sf600–1,000 sfLess than 600 sf 510 of 677 16 The Macro View on Micro Units Consumer Feedback Kingsley Associates conducted consumer re- search to explore satisfaction with, and attitudes and preferences toward, micro units. The specific goal of the assessment was twofold: first, to identify potential renters’ attitudes and impressions toward small and micro units as well as factors influencing the rental decision; and second, to gauge current micro-unit renters’ opinions regarding their living experience and initial leasing decisions. Participants Two surveys were administered via e-mail to the two respondent groups of potential and current micro-unit renters. The first group of respondents was identified as potential renters. They are conventional apartment renters who are not currently living in a micro unit. With the permission of the apartment owner or operator, the residents were sent invitations to participate in the online survey on January 22, 2014, and were able to respond through February 18, 2014. Kingsley Associates distributed surveys to more than 37,000 conventional-unit renters across 180 apartment communities nationally and received 3,407 responses for a response rate of 9 percent. Potential renter survey participants provided feed- back in the following general survey areas: n Initial micro-unit interest; n Decision factors; n Amenities (neighborhood, community, and in unit); and n Demographics. For the purposes of gauging potential renter inter- est in micro units, a simplified unit description was used along with the same image of a micro-unit plan shown in previous images. Micro-unit apartments are a new type of residential community designed to provide small but affordable housing in urban areas. These units are typically 20 percent to 30 percent smaller than a conventional studio apartment and feature compact kitchens and bathrooms. Innovative installations such as custom- izable space partitions and convertible furniture are frequently used to maximize space efficiency. Living in a micro-unit apartment generally includes having a single-occupancy unit at a lower cost than comparable studio apartments in the same neighborhood. To compensate for the smaller unit size, micro-unit apartments tend to have a stronger emphasis on shared communal areas in lobbies, hallways, and rooftops. The second group of respondents was micro-unit renters. They are apartment renters currently living in a micro unit. With the apartment owner’s or oper- ator’s permission, invitations were sent to partici- pate in a separate online survey beginning February 28, 2014, to which they could respond through May 29, 2014. Because micro units are an emerging product type, the accessibility of micro-unit renters for research is limited. Kingsley Associates dis- tributed 422 surveys to micro-unit renters across five different apartment communities identified in partnership with the ULI Multifamily Research Committee. Of these surveys, 110 responses were received for a response rate of 26 percent. Although more micro-unit communities are under construc- tion, these properties were unavailable to survey at the time of publishing. Micro-unit renter respondents answered questions on the following topics: n Satisfaction with micro-unit living experience; n Initial leasing decision, including amenities factors; n Micro-unit lifestyle and use; n Renewal intentions; and n Demographics. 511 of 677 The Macro View on Micro Units 17 Survey Results The complete findings of both surveys are includ- ed in the appendix of this report. The following are highlights of some of the key findings and results from the research. In addition, where appropriate, the findings from micro-unit renter responses are compared to the Kingsley IndexSM for contrast to con- ventional-renter satisfaction levels and opinions. The Kingsley Index is a proprietary real estate tenant and resident opinion database that includes a multifamily index of data from more than 100 companies, includ- ing seven of the ten largest apartment managers. (All figures in this section are courtesy of Kingsley Associates.) Potential-Renter Results Results from the survey of potential micro-unit renters currently living in conventional units revealed that the majority of respondents (58 percent) were probably or definitely not interested in renting micro units, with 18 percent unsure and 24 percent probably or definitely interested. Those uninterested in a micro unit most frequently cited lack of a separate bedroom (75 percent), less storage space (63 percent), and less living or dining space (60 percent) as the reasons for their disinterest. Interestingly, similar questions were asked of current micro-unit renters regarding their initial leasing decision. A majority of the current micro-unit renters (82 percent) were not intentionally looking for a micro unit. Consumer feedback from best practices research (in the following chapter) confirms survey responses received. When focusing on the potentially interest- ed group, age, income, and living situation emerge as the top indicators of micro-unit interest. For example, 47 percent of respondents who are single, under 34 years of age, living with roommates, and earning less than $40,000 indicated they would consider renting a micro unit, which is twice the rate of interest for the entire conventional-unit respon- dent pool. (Please see the appendix for a detailed breakdown based on each category.) More generally, the demographic characteristics of the interested potential-resident group show that males are slight- ly more interested than females (26 percent versus 23 percent), single persons living with roommates (40 percent) are most interested (with singles living alone the next most favorable reading at 27 percent), and those under 25 years of age (34 percent) are the most interested age group. Which perceived attributes of a micro unit are most appealing to potential renters? The survey revealed that the primary reasons potential renters would 31% 6% 18% 18% 27% Definitely would not Probably would not Unsure Probably would Definitely would Micro-Unit over Conventional-Unit Trade-off Ranking areas 1st- or 2nd-rank mentions 1st-rank mentions Lower rent compared with conventional studios 73%53% Desired location/neighborhood 44%23% Reduced utility costs 35%7% Ability to live alone (i.e., without roommates)28%12% Shorter commute to work 19%8% Minimal apartment upkeep, cleaning, etc.10%3% Neighbors with a similar lifestyle 8%3% More community amenities/shared spaces 7%2% Proximity to public transportation 6%3% I would choose a micro unit over a conventional-size apartment unit in exchange for: Conventional-Renter Interest in Renting a Micro Unit 512 of 677 18 The Macro View on Micro Units choose a micro unit over a conventional-size unit are lower rent (and utility costs), desired location, and ability to live alone. Regarding cost, respondents largely expect micro- unit rent to be 21 percent to 30 percent lower than for a comparable studio. This is not too far from the 25 percent to 30 percent rent reduction obtained from the best practices effort in the next section, as well as in line with the original micro-unit definition. As to which micro-unit qualities made potential renters most hesitant, the wide majority cited the perceived lack of storage. With reduced unit space, surrounding amenities are an especially important consideration for potential micro-unit renters. Conventional-unit respondents assessed the importance of various types of amenities (neighborhood, community, and in unit) that would matter most to them if living in a micro unit. Across all the different types of amenities, the following were rated as important by over 80 percent of respondents: proximity to a grocery store, in-unit washer and dryer or community laundry room, and in-unit storage space (such as built-in closets and drawers). Surprisingly, regarding in-unit furnishings, only 30 percent of respondents reported they would be interested in a fully furnished unit, though 55 percent would be interested in multifunctional furniture (e.g., a bed that converts to a table or a couch that converts to a bed). Perhaps market par- ticipants should strike a balance between providing well-designed multifunctional furniture without fully furnishing the unit. Results for Micro-Unit Renters As previously mentioned, the micro unit is an emerging product type. The accessibility of micro- unit renters for research was extremely limited. Given the relatively small data set of micro-unit renter responses (110 responses from five commu- nities), these results may not be nationally repre- sentative. Nonetheless, the response rate for the micro-unit renters was high compared with that of the conventional-unit renters. The survey distributed to micro-unit residents aimed to measure satisfaction levels with the current living experience as well as their decision-making process and resident lifestyles. The majority of the micro-unit renters were not specifically looking for micro units in Importance of Amenities in Rental Consideration Neighborhood amenities Percent 4s and 5s Grocery store 88% Restaurants/bars 68% Gym 56% Entertainment 53% Retail centers 52% Cafés 49% Recreation 46% Public transit 41% Community amenities Percent 4s and 5s Laundry room 83% Assigned parking 72% Visitor parking 72% Fitness center 70% Roof/outdoor space 62% Pool 56% Living room area on each floor 43% Grill 43% Business center 30% Pet services 29% Central lounge 26% Bike rack 23% Cinema room 20% Communal kitchen 19% Car rental 14% Unit amenities Percent 4s and 5s Washer and dryer 86% Built-in closet/drawers 82% Storage space 81% Full-size refrigerator 77% Full-size kitchen sink 75% Four-burner stove 75% Dishwasher 71% Bathtub 61% Space partitions 53% High ceilings (9 feet+)49% Oversized windows 49% Flat-screen television 42% Juliet balcony 41% Note: Importance ranked on a scale of 1 (least) to 5 (most) important. 513 of 677 The Macro View on Micro Units 19 their search. Once they become micro-unit residents, their overall satisfaction levels are similar to those of conventional renters or trail only slightly. This infor- mation was evident when the micro-unit satisfaction results were compared to the Kingsley Index. Dis- secting the data further, micro-unit renters are more satisfied than conventional renters with community location, amenities, and unit features and fixtures. However, they rate the perceived value for amount paid and satisfaction with unit floor plan and layout considerably lower than renters of conventional units. This result leaves room for market participants to improve on space layout. Going back to micro-unit renters’ initial leasing decision processes, the survey results suggest loca- tion-related factors, including proximity to work and school, neighborhood amenities, and public trans- portation, are key, as are price and the ability to live alone. All of these responses are not only similar to potential renters’ decision processes but are also in concurrence with current developer practice. Market participants have indicated that occupants of micro units tend to stay for relatively short periods. This hypothesis was tested by asking micro-unit renters about future renewal intentions as well as purchase interest and likelihood of recommend- ing micro-unit communities. The survey revealed that micro-unit renters generally indicate a lower likelihood of renewal than conventional renters do, with 41 percent of micro-unit respondents indicat- ing likely renewal, compared with 57 percent in the Kingsley Index. The significantly lower renewal rate can potentially translate into higher operating cost, as has been witnessed in historical performance. To further explore the renewal decision, Kingsley Associates analyzed the decision factors cited by each renewal group: unlikely, unsure, and likely. For micro-unit residents who indicated they were unlikely or unsure of their renewal decision, price was the primary decision factor, followed by space 3.97 4.06 3.53 0 1.00 2.00 3.00 4.00 5.00 Value for amount paid Mgmt.– overall satisfaction Overall satisfaction Apartment features & finishes Floor plan/ design & layout Community amenities Location 2.91 3.88 4.49 3.96 3.70 3.963.86 4.12 3.72 4.38 3.99 Lease decision factors Percent 4s and 5s Location 97% Price 86% Proximity to work/school 78% Proximity to neighborhood amenities 73% Ability to live alone 71% Proximity to public transportation 62% Internet/wifi services 54% Quality of finishes 52% Floor plan/layout 42% Assigned parking 32% Common areas/amenities 32% Sustainability practices 29% Sense of community 27% Pets allowed 26% In-unit storage 25% Visitor parking 21% Neighbors with similar lifestyles 20% Micro-Unit Renters’ Priorities in Initial Lease Decision Micro-Unit-Renter Satisfaction Scores Kingsley IndexMicro-unit renters 514 of 677 20 The Macro View on Micro Units needs. Underscoring the previously mentioned attractiveness of micro-unit locations, almost all residents likely to renew cited location as a decision factor (95 percent). Micro-unit renters likely to re- new are also positively influenced by the apartment features. While micro-unit respondents’ likelihood of renew- al fell below the traditional renter average, likely recommendation was comparable, with 77 percent of respondents indicating they would probably or definitely recommend a micro unit to a peer with a similar lifestyle. Whereas 77 percent of conven- tional renters in the Kingsley Index are also likely to recommend their communities, the proportion that definitely would recommend (42 percent) is notably higher than for micro-unit respondents (22 percent). When asked about the prospect of owning a micro unit, over one-third of micro-unit renters (37 per- cent) indicated they would consider purchasing their micro unit (or a similar unit), if available for sale. Key Findings The following is a summary of key consumer survey findings: Conventional Renters n Interest: 24 percent of conventional-unit renters indicated they would be interested or very inter- ested in renting a micro unit. — Trade-offs: Respondents interested in renting a micro unit would be most likely to pick a micro unit over a conventional-size unit in exchange for lower rent, desired location, and ability to live alone. n Rent expectations: A large margin of respondents expect micro-unit rent to be 21 percent to 30 percent less than that of a comparable studio. n Decision factors: —Most appealing: lower rent; and —Greatest hesitancy: lack of storage. n Most important amenities: —Grocery store nearby; and —Washer and dryer in unit. 0% 20% 40% 60% 80% 100% Kingsley IndexMicro-unit renters 35% 23% 41% 20% 23% 57% Job relocation 35% Space needs 35% Price 70% Price 46% Apartment features 59% Location 95% Parking 20% Space needs 31% Price 77% 0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100% Kingsley IndexMicro-unit renters 5%6% 13% 35% 42% 1%7% 15% 55% 22% Micro-Unit Recommendation vs . Conventional-Renter Benchmark Micro-Unit Renewal Intentions vs . Conventional-Renter Benchmark Top Renewal Decision Factors by Renewal Intention Unlikely to renewUnsureLikely to renew Likely to renew Unsure Unlikely to renew Definitely would notProbably would not UnsureProbably wouldDefinitely would Definitely would notProbably would not UnsureProbably wouldDefinitely would 515 of 677 The Macro View on Micro Units 21 Micro-Unit Renters n Lease decision: Nearly all respondents (97 percent) indicated location was a top priority in choosing a micro unit. n Renewal decision: Fewer micro-unit renters are likely to renew their lease than conventional-unit renters, 41 percent and 57 percent, respectively. — Top-cited factors for those likely to renew: location and apartment features; and — Top-cited factors for those unlikely to renew: price and space needs. n Purchase interest: 37 percent of respondents would be interested in purchasing their micro unit or a similar unit if for sale. In the following section, RCLCO examines best practices and lessons learned from ULI Multifamily Council member participants and other developers, operators, and design professionals that have ex- perience with micro units. 516 of 677 22 The Macro View on Micro Units Best Practices and Lessons Learned To understand who the market audiences are for small units and micro units and how they may differ from residents in conventional units in the market, RCLCO (Robert Charles Lesser & Co.) prepared case studies of selected rental apartment communities that include micro units and conduct- ed a series of interviews with developers, owners, operators, and design professionals regarding their experience with micro units. RCLCO identified 30 ex- isting communities across the country that include micro units as all or part of their unit mix, with a total of nearly 1,700 micro units. In addition, 18 com- munities as of the writing of this report are either under construction or planned that will add approxi- mately 1,850 new micro units to the inventory. Relatively few rental apartments are purpose built entirely with very small units. Less than one-half of the existing communities identified previously have 80 percent or more of their mix represented by mi- cro units. However, many of the communities under construction and proposed are mostly if not entirely micro units, illustrating that this is a growing nation- al trend. Although micro-unit communities are popping up all over the country, they have generated considerable controversy in some markets. For example, in Se- attle, SRO and micro-unit rental communities have been introduced into several established neighbor- hoods with predominantly single-family detached homes. Detractors complain about the strain these communities put on parking in the neighborhood and the density of these types of communities that are, while permissible, often out of character with the existing housing stock. Moreover, they contend that micro-unit communities, particularly those structured with short-term leases, attract an unde- sirable, transient population. In southern California, a new rental apartment complex, the Eleve, was delivered with units averaging only 425 square feet. The community was met with such public backlash that the city of Glendale soon thereafter raised its minimum residential unit size to 600 square feet to preclude another micro-unit project being built within the city limits. Through case study research and interviews with market participants with experience with micro units, this study has identified the following criti- cal success factors and considerations for anyone contemplating development of or investment in a community with these very small units. Target Market Audiences The vast majority of residents who choose micro units are young professional singles. They are typically first-time renters who have not accumulat- ed much “stuff” yet and are, therefore, completely comfortable with limited space. Many consider these units “launch pads” for new careers and lives in a new city or place. Micro-unit occupants are de- scribed as social animals, but ones who do not want or need to socialize in their units. Some couples occupy micro units, but singles are the norm. Some older individuals are looking for a part-time resi- dence near family, and some use a micro unit as an in-town pied-à-terre, or crash or party pad, but this is only a small segment. Market participants indicated that micro-unit occupants trend slightly more male than female, presumably because women are generally more interested in and tolerant of roommates. Micro-unit renters don’t tend to remain long in their unit: they stay only one or two years and then graduate to a larger unit. Often the consumer is a parent of children with “delayed-onset-adult syndrome.” Micro units seem to appeal to young renters in the tech and new media industries, though this may be a function of the markets in which many of the ex- isting micro-unit communities have been built. This 517 of 677 The Macro View on Micro Units 23 possibility was later confirmed by the consumer feedback survey described in the previous chapter. Perhaps not coincidentally, the rise in micro units has corresponded with an increase in millennials (or generation Y) entering the workforce and beginning to form households—the vast majority of whom rent in their early 20s. Examining some key gen-Y trends sheds light on why micro units are appealing to this generation. First, generation Y is highly mobile and tends to move frequently to follow opportunities and jobs. Many millennials choose where they want to live first and then look for a job. This generation has demonstrated a renewed interest in urban and urbanizing “authentic” locations—transit-rich loca- tions are a plus, but walkable is a must. The Great Recession has had a disproportionately large impact on millennials, with unemployment among the under-30 set nearly double that of older members of the labor force. Gen-Yers have significantly lower incomes and much higher student loan debt loads, and therefore less disposable income to spend on things like expensive apartments. All of this has contributed to delayed household formation and delayed marriage among members of the millennial generation. Many of these same factors are what make micro units so attractive. As an example, a community in Chicago convert- ed a hotel into a rental apartment complex and kept a small portion of the mix as essentially hotel rooms in the 300-square-foot range. These units have performed extremely well and have attracted nurses, medical residents, and interns from the nearby Northwestern University medical campus. Nurses and aspiring doctors don’t spend much time in their apartments, so micro units are a perfect solution. The developer of this community wishes in retrospect that it had included many more micro units in the mix. Patrick Kennedy of Panoramic, who has conducted research on micro units, has built one small community and currently has a 160-unit all micro-unit community under construction in San Francisco. He describes four key trends that are increasing the appeal of micro units: n Delayed household formation and/or post- collegiate odyssey; n An increase in single-person households; n A decrease in car ownership, particularly among millennials; and n Younger households with less accumulated stuff and a growing “sharing economy.” Location of Micro-Unit Communities 30 Existing Communities 1 g 18 Under Development & Planned RCLCO has found 2,600 micro units in: 51 Existing Micro Units = 1,657 Under Development & Planned Micro Units = 1,844 71 p 7 11 1 221391 2 111 1 9 6 161 1 11 RCLCO 518 of 677 24 The Macro View on Micro Units Purchase and Rent Motivations In a separate survey that was conducted of 400 residents regarding purchase motivations, location ranked number one—locations that were walkable, not necessarily transit accessible—but “authentic” neighborhoods were valued most. Most respon- dents reported a willingness to trade size of unit in exchange for amenities (both community and neighborhood), but only for the locations that met the number-one location criterion. Price was not the primary factor, but cost ranked very high as a purchase motivation. (Figures for this section are courtesy of RCLCO.) Based on the interviews, three closely interconnect- ed “purchase motivations” have become apparent as driving the interest in micro units. The most important factor seems to be the desire among a growing segment of—particularly young—renters to live in walkable, trendy locations, primarily in the urban core of relatively expensive apartment markets. Next is economics and the willingness of renters to trade off a much smaller unit for less ab- solute rent in these highly desirable urban locations. Finally, the desire to live alone is the primary mo- tivator that draws residents to the micro-unit con- cept. The consumer is often a parent who is paying rent for “delayed-adult-onset-syndrome” children. Micro units are competing with the private-bedroom underground market. Closely related to square footage reduction, the “sweet spot” where potential residents seem to choose micro units over conventional studio and one-bedroom apartments is when micro units are positioned with absolute monthly rents that are ap- proximately 25 percent to 30 percent below rents of conventional units, controlling for other factors (e.g., location, age, unit features), and are in line with or below the cost to share a larger apartment with one or more roommates. This seems to be the point at which a segment of the market is willing to trade off considerably less space for lower rent in a well- located, highly amenitized community. Few apart- ment residents think in terms of value ratio (cost per square foot per month) but rather think about their monthly rent cost. The hypothetical example in the table illustrates this positioning paradigm. Although less powerful than the “lower” monthly rental rate, other important selling propositions for those marketing micro units include very low utility costs compared with conventional apartments— sometimes as low as only $15 per month. Another important message is the ease of moving into a micro-unit apartment, particularly those that come with built-in furniture systems. All a resident needs to move in is a small couch and a suitcase. Flexible lease terms that accompany some micro-unit com- munities and many SRO developments are also an attractive selling point for footloose millennials. Selling Proposition The selling proposition to developers, owners, and operators is all about the economics. Achieving higher density often translates into higher yields. From a construction standpoint, building a micro- unit community costs approximately 5 percent to 10 percent more per square foot because of the relatively fixed cost associated with building a kitch- en and a bathroom, which is generally the same for a micro unit as for a conventional apartment. However, the typically 25 percent higher value ratio that can be achieved for these units reportedly more than compensates for the higher construction cost. Managers of communities with micro units report slightly higher operating expense per square foot, perhaps an additional $5 per square foot higher annually, because a building with a high percentage of very small units tends to generate more trash per square foot than a similar-sized conventional project. Yet again, these same operators report that the higher value ratios more than compensate Unit-Size Comparison and Rent Rent Comparison Size Rent Micro-unit studio 300 sq ft $1,500 Conventional studio 500 sq ft $2,000 One bedroom 650 sq ft $2,400 Two bedroom and roommate 500 sq ft $1,700 Conventional studio Micro-unit studio Size 500 square foot 300 square foot Sticker price $2,000 $1,500 Rent per square foot $4.00 $5.00 519 of 677 The Macro View on Micro Units 25 for the increased operating cost per square foot. Although identifying good case study analogs to test the financial implications of delivering micro units has been a challenge, one developer interviewed for this research estimated that this higher cost and higher revenue dynamic per square foot adds an additional 100 basis points to the going-in yield for a micro-unit development compared to a conventional rental apartment deal. Ideal Size In an attempt to understand what constitutes the ideal size for a micro unit, one developer inter- viewed for this effort revealed that it had conducted some primary consumer research on the subject. The developer created a series of micro-unit mock- ups and had a graduate student live in the units and provide feedback on what worked and what did not. Based on this research, this developer determined that a micro unit with less than 200 square feet was too small, that a unit with 375 square feet was too large, and that something in the 275- to 300-square- foot range was optimal for a “one person plus dog” household. This research also revealed the need to have flexible furniture systems and adequate stor- age for units this small to be workable. Some design professionals interviewed for this research effort seriously questioned the ability to produce units compliant with the Fair Housing Amendments Act (FHAA) at under 300 square feet. If a hallway and a bathroom alone account for 150 square feet, then not much room is left for a kitchen, closet, and living room/bedroom. Some skeptical of sub-300-square-foot units believed that 350 square feet is a much more reasonable amount of space to create a truly compliant unit and that something in the 375- to 400-square-foot range would be much more marketable and could be accomplished without the need and expense of built-in furniture systems. Despite this feedback, this survey found a number of examples of micro units across the country that were smaller than 300 square feet. A preliminary review of selected sub-350-square-foot micro units indicates that they are indeed FHAA compliant. Micro-Unit Solutions Most micro units in the sub-300-square-foot range cannot accommodate standard-sized furniture, The Panoramic, San Francisco, California, uses 3D renderings on the website to provide context of micro-unit function and livability . PATRICK KENNEDY, PANORAMIC INTERESTS Patrick Kennedy in a micro unit . The image illustrates the flat- screen TV mounted on a tilting arm, which greatly enhanced the functionality of the unit and served to teach residents how to live in their units and how to set up the furniture layout . PATRICK KENNEDY, PANORAMIC INTERESTS 520 of 677 26 The Macro View on Micro Units appliances, or cabinets, and developers have turned to manufacturers that have more typically provided furniture for smaller living spaces in trailers, boats, and mobile homes. One of the key impediments to making micro units smaller and more efficient is that all major U.S. suppliers make systems and appliances that are too big, including heating, ventilation, and air-conditioning systems, kitchen appliances, and cabinets. Many offer good-quality smaller products overseas, but these are not typi- cally available in the United States, and often these appliances do not carry the important Underwriters Laboratory certification or are designed for 240-volt and not U.S. 120-volt electrical capacity. Many U.S. consumers are turned off by European and Asian brand appliances that are sufficiently compact but lack acceptable performance standards (e.g., all- in-one washer-dryers). One developer interviewed for this report wanted to provide smaller kitchen appliances but had to go commercial, and the cost of this option made no sense. This research has cer- tainly surfaced the need to urge U.S. manufacturers to make smaller appliances, cabinets, and furniture that can be used in micro units. Some developers and design professionals cited built-in furniture systems as essential in promoting the livability of micro units. These include modern versions of the old Murphy-bed system, typically with a queen-sized bed that easily converts to dining or desk area; bench seating in window nooks; and, in one case, a flat-screen TV mounted on an articu- lating arm. Convertible, built-in furniture promotes livability and versatility, and it helps show residents how to live in these small spaces. Furniture systems come with high cost (anywhere from $4,000 to $12,000) but can be amortized and embedded in the unit rent at a reasonable price (say an extra $40 to $200 per month). In addition to furniture and storage solutions, creative design ideas are being used in an attempt to reduce unit size while at the same time making them FHAA compliant. One such solution is the use of a wall-hung vanity with no cabinet below in a bathroom, which allows the space allocated to a bathroom to be reduced yet keeps it accessible. Or, as one developer has illustrated (see image top right, page 27), including a “gadget” wall instead of a closet eliminates the need to clear 24 feet of a drywall closet at the entrance of the unit, again allowing the unit width to be reduced. Amenity and Gathering- Space Trends Rental apartment communities with micro units are enticing prospective residents to accept much smaller apartment footprints by offering an exten- sive array of amenities. What happens outside the walls of one’s apartment is just as important, if not more so, than what goes on inside. Therefore, in ad- dition to the usual lineup of fitness amenities, pool, cyber café, and so on, large landscaped outdoor space is key. A number of micro-unit communities have extensive rooftop amenities that include fitness centers with fabulous views, fire pits, gas grills, catering kitchens, pools with private cabanas, and evening movies projected on large screens or walls. Updated versions of the vintage Murphy- bed system are added amenities to the functional living-space of a micro unit . RESOURCE FURNITURE 521 of 677 The Macro View on Micro Units 27 Bigger is not necessarily better, and many commu- nities are moving toward a wider variety of small- er amenity spaces that are laced throughout the building. The intent is to create a series of multiple smaller amenity or gathering spaces that enable residents to socialize, work, and gather outside their individual units. Most have some type of a clubroom or cyber café, but it is no longer the focus of the amenity space. The traditional business center is disappearing in favor of “benching”—large commu- nal tables with Wi-Fi like those found these days at Starbucks. Here, young millennials can “gather alone” and text. Bikes are increasingly replacing cars in micro-unit communities as many more millennials are either “car-lite” or carless. Communities are going beyond just being pet-friendly; they are becoming pet-cen- tric, with grooming stations; pet walk and park AVA Somerville, in Somerville, Massachusetts, features unique amenities like customizable closets and retractable walls in select floor plans . AVALON COMMUNITIES The Harper on 14th Street, N .W ., in Washington, D .C ., includes a “movable” kitchen island . Because the island is not technically fixed in place, it did not count against FHAA clear passageway requirements, and the width of the unit could be reduced accordingly . KEENER MANAGEMENT LINK Apartments, Seattle, Washington . HARBOR PROPERTIES Ace Hotel, New York, New York . DOUGLAS LYLE THOMPSON 522 of 677 28 The Macro View on Micro Units areas; pet sitting, pet walking, and pet play-date services. This survey learned of one community that is combining the pet and sharing economies and taking pet-centric to the next level by offering a community dog that can be borrowed for a short time! For many of the communities that are situated in highly desirable, walkable mixed-use environments, developers are able to scale down their amenity offerings to some degree because the neighborhood itself is the primary attraction. For example, lobbies in some locations are going the way of boutique ho- tels and are getting smaller. However, in pioneering locations or in underserved retail markets, develop- ers are finding they have to overcompensate for the lack of neighborhood amenities and are including an extensive array of features, sometimes even a convenience or mini-mart retail component just for residents. In some larger micro-unit communities, developers are adding gathering spaces on individual floors to provide residents with a “living room” outside their units. All amenities should be verified against consumer expectations in a given market. General Design Considerations Storage is critical to making micro units livable. It is definitely one of the top criteria for considering a micro unit. Short of providing fully furnished units, look for opportunities to provide built-in seating with storage below. Use the plenum above the bathroom for additional storage, and don’t hesitate to go vertical with shelving. Providing a built-in armoire removes the need for residents to bring large furni- ture storage solutions with them. Interviews with developers and design professionals revealed other innovative ideas that were tried to make micro units successful but turned out to be unsuccessful. One such “don’t” was experimenting with a bathroom and shower combination, similar to what one might find on a boat or an RV. This saved a considerable amount of space but was overwhelm- ingly rejected by focus group participants. Soundproofing in a community with micro units is critical—even more so given the higher density than in a conventional apartment. Light, air, and volume can compensate for smaller size of micro units. Volume creates the illusion of additional space, so building with ceiling heights of nine feet or more is essential. In addition, the use of oversized (six to eight feet high) operable windows is critical to bring light and air into the units. Balconies are too expensive to build, but Juliet balconies work just fine and they allow residents to open their units to the outdoors. Bay windows also provide more light to the unit and can be an extra seating area. Kitchen Design The design and configuration of kitchens in micro units have received a lot of attention. Developers and design professionals have wrestled and experiment- ed with what is essential, what is nice to have but not necessary, and what to avoid. Some of the feed- back from developer interviews has shed light on the dos and don’ts of kitchen design in micro units. The consumer survey indicates that it is true that occupants of micro units do not cook often, but experiments with reduced-size appliances, smaller sinks, and space-saving washer-dryer appliances from European and Asian manufacturers have not tested well with American audiences. Micro units need to supply smaller, but still full-size applianc- es (i.e., a full-height 24-inch refrigerator) because Under-couch storage . ERIC ROTH, PURE HOME 523 of 677 The Macro View on Micro Units 29 residents do not like small, under-countertop refrig- erator units like those found in hotel suites. A micro unit has to have a full-size 30-inch sink; attempts to use smaller fixtures did not appeal to renters and can create potential conflicts with accessibility requirements. Having a small cooktop is import- ant, but including an oven is not necessary as long as the kitchen has a combination convection and microwave oven. But don’t put the microwave under the countertop, because this did not test well. Many communities that have micro units and smaller studio units include an 18-inch dishwasher and a small stacked washer-dryer, but this amenity varies by market, and dishwashers and in-unit laundry appliances may be possible to eliminate in some instances. Although no magic formula exists, most respondents indicated that a linear kitchen ranging between five and eight feet in length is ideal. Some developers are experimenting with prefab- ricated and modular kitchens and baths that are trucked onto the construction site and “plugged in” to the units. However, the jury is still out on this technique, as there is a lack of consensus among developers on whether or not these units save time and money. What’s Next—Micro Suites? The next evolution of the micro-unit concept is currently under construction in San Francisco. Panoramic is building a 160-unit community in the SoMa district that will offer a mix of micro-unit studios and three-bedroom, two-bath “micro suites” that are approximately 700 square feet in size. That is 233 square feet per occupant—assuming only one person per bedroom—with five people that is 140 square feet per person. Cozy. These units will have no formal dining or living room but will have a kitch- en. The unique selling proposition of the micro suite The Harriet, San Francisco, California (left), and the Wharf, Washington, D .C . (below), each illustrate the importance of natural lighting to amplify the space . PATRICK KENNEDY, PANORAMIC INTERESTS (LEFT); PN HOFFMAN (BELOW) 524 of 677 30 The Macro View on Micro Units over a micro unit is that the tenants enjoy the same benefits of lower absolute rent, and the developer is able to leverage the fixed cost of a kitchen and bath- rooms over more bedrooms compared with a studio. As in a professional dorm, the developer plans to offer a roommate matching service, housekeeping will be embedded in the rent, and the developer will maintain rent protection insurance, which provides roommates with a two-month “abandonment grace period” for $20 per month. According to the developer, one of the advantages of the micro suites is that these units are a good solution for corners of buildings that are typically difficult to access with micro units alone. Some developers who are concerned that the trend toward tiny units may be just a fad are mitigating this risk by designing units, bearing walls, and utilities and systems so that micro units sitting side- by-side can easily be combined at a later date into conventional one-bedroom and two-bedroom units. Location, Location, Location Some of those interviewed for this effort hypothe- size that the “affordable” price positioning advan- tage afforded by micro units would be a compelling proposition anywhere. If one could offer smaller units at a 25 percent to 30 percent discount relative to the existing inventory of conventional units, the concept would be equally as viable in suburban and lower-density locations as it would be in expensive urban locations. However, one operator active in southern California found that it had to temper expectations regarding how small it could make units because it was competing in submarkets that generally had older, much larger, and yet still relatively affordable units. Most of the respondents were convinced that micro units were most likely to succeed in high-density, expensive urban and urbanizing coastal markets. Modular kitchens are useful to the consumer, but developers are on the fence about the marginal impact to the bottom line . RESOURCE FURNITURE Side-by-side units . RCLCO 525 of 677 The Macro View on Micro Units 31 Marketing and Branding The term micro unit has a negative connotation in the marketplace among some consumers, commu- nities, and jurisdictions. A number of developers and operators are attempting to rebrand micro units with more progressive labels. Suggested rebranding ideas include the following: n Innovation units; n Nano unit; n Launch pad; n Urban flats; and n Fun unit. Developer and operator Keener Squire in Wash- ington, D.C., recently completed the Harper rental apartment community with 144 units, including small studios and junior one-bedroom units with as few as 350 square feet. Keener Squire is currently building another micro-unit community, the Drake, with 218 units that will average 419 square feet. The company makes no mention of micro units in any of its presentations or marketing material—they are just apartments in a great location. This community is also trying to simplify the leasing process and differentiate itself from other new com- munities in the marketplace by including all utilities in the monthly rent. Cautious Capital Most institutional capital does not have experience with micro-unit developments and has generally shied away from taking the risk or required a much higher return to compensate for the perceived The Panoramic, San Francisco, California, offers a mixture of units and “suites” that can be converted later into conventional units . PATRICK KENNEDY, PANORAMIC INTERESTS 526 of 677 32 The Macro View on Micro Units increased risk profile associated with these types of developments. The Panoramic micro-unit/suite development in San Francisco previously mentioned was able to secure a $50 million construction loan in 2013. However, one-half the units in this develop- ment had been preleased to the California College of the Arts, and it is unknown whether funds would have been forthcoming had this development truly been a 100 percent “spec” market-rate rental. How- ever, this caution may be fading as the market gains more experience with micro-unit developments. Re- portedly, Hoffman-Madison recently secured financ- ing from a Canadian pension fund manager for a large mixed-use residential and commercial project in Washington, D.C., the Wharf, which will include 330 rental units in the first phase, approximately 170 of which will be micro-unit studios ranging in size from 330 to 360 square feet. Case Study Projects These are a few of the case study communities that contributed to the best practices and lessons learned. Factory 63, Boston, Massachusetts Located in Boston’s newly minted “Innovation Dis- trict,” this community includes 38 units in a convert- ed shoe factory, 23 of which are dubbed “innovation” micro-studio units. The units range in size from 368 to 504 square feet and have lease rates rang- ing between $1,699 and $2,450 per month, which translates into value ratios of $4.62 to $4.86 per At the Harper, you will find no mention of unit size on the website, and you will be hard pressed to get the leasing staff to offer information on how big (or small) the units are . KEENER MANAGEMENT Factory 63, Boston, Massachusetts . GERDING EDLEN The Harper Savings Features n Security deposit—none n Amenity fee—none n All electric—included in rent n Trash removal—included in rent n Water and sewer—included in rent n Hot water—included in rent n Personal storage space—included in rent 527 of 677 The Macro View on Micro Units 33 square foot per month. Each resident gets a nine- square-foot storage cube in the basement included in the rent. This community reportedly leased up in two weeks and now regularly sports a waiting list sign-up sheet on its web portal. The Flats, Chicago, Illinois This community by Cedar Street Development is a converted hotel located immediately adjacent to Northwestern University’s medical campus near Navy Pier just north of the Loop. The communi- ty includes 350 units, of which approximately 15 percent are micro units—essentially the existing hotel rooms converted to apartments. These micro studios range in size from 275 to 350 square feet and start at $900-plus per month. According to the owner/operator, micro units have been very suc- cessful by appealing to medical residents, nurses, and university hospital staff, and the developer wishes it had had the guts to convert more of the hotel rooms into micro suites. According to the website, the Flats offers high-quality, amenity-rich, authentic environments at approachable rents, always. Lofts at 7, San Francisco, California This community by the Dolmen Property Group is a converted local television broadcasting facility with 88 micro units that range in size from 275 to 530 square feet and include a mix of studios and loft- style units. Rents range between $1,550 and $2,350 per month, which translates into a value ratio range of between $4.43 and $5.64 per square foot per month. Despite its relatively small unit count, this commu- nity has an extensive 6,500-square-foot landscaped roof deck with an outdoor cinema, an open-air sun- deck with grills and a fire pit, and a fitness center with city views. Flats Chicago, Chicago, Illinois . FLATS CHICAGO The Lofts at 7, San Francisco, California . DOLMEN PROPERTY GROUP 528 of 677 34 The Macro View on Micro Units Micro Lofts at the Arcade Providence, Providence, Rhode Island The community is another adaptive use—of one of the nation’s oldest indoor shopping malls. Devel- oped by Evan Granoff and designed by Northeast Collaborative Architects, this complex features retail tenants on the lower floor and 48 micro units on two upper floors. Micro-unit junior one-bedrooms range in size from 225 to 450 square feet and feature full bathrooms, built-in beds, seating, and storage, as well as kitchens equipped with refrigerators, sinks, dishwashers, and microwave ovens. When residents need more space than their individual units offer, they can take advantage of a game room, a TV room, and porches. Other common amenities including on- site laundry facilities, bike storage, locked basement storage units, and a parking garage across the street. ekoHAUS Freedom Center, Portland, Oregon This community by WDC is one of the few new- construction, purpose-built micro-unit communi- ties. The development consists of 150 micro units in a mid-rise building. Units range in size from 267- to 385-square-foot studios and rent for $895 to $1,550 per month, or $3.35 to $4.03 per square foot per month. Key marketing messages for this community include the following: n “Live urban in Portland”; n “Low-impact floor plans”; and n “Eco-friendly living.” Micro Lofts at the Arcade Providence, Providence, Rhode Island BEN JACOBSEN/COURTESY NORTH- EAST COLLABORATIVE ARCHITECTS ekoHAUS Freedom Center, Portland, Oregon . WDC PROPERTIES 529 of 677 The Macro View on Micro Units 35 My Micro NY, Kips Bay, New York The community is the result of a design competition in New York City for which Mayor Bloomberg waived the city’s minimum unit size requirement for a demonstration project to help promote the devel- opment of affordable housing within the city. This community will include 55 micro-unit studios that range in size from 250 to 370 square feet. Approxi- mately 40 percent of the units will be below-market affordable housing with rents targeting household earnings at 80 percent of area median income. The remaining 60 percent of the units will be market rate with rents starting at $1,900 per month, which compares with rents at conventional studios in the $2,500 to $2,700 per month range. These units will be entirely modular and will be constructed off site in a factory setting and assembled on site. Key Findings Approximately 30 rental apartment communities with nearly 1,700 micro units were identified as part of this research effort. In addition, 18 communities under construction or planned and proposed will include approximately 1,800 micro units. n The target market audience for micro units is predominantly young professional singles. Secondary segments include younger couples, older move-down singles, and some pied-à-terre users. Micro-unit dwellers trend slightly more male. n The most important, and interrelated, factors driving the interest in micro units include the following: — The desire of younger residents to live in walk- able, hip locations, primarily in the urban core of relatively expensive apartment markets; — The willingness to trade off a much smaller unit for a lower absolute monthly rental payment in these highly desirable locations; and —The desire to live alone. n The “sweet spot” where renters seem to choose micro units over conventional studios, one- bedroom apartments, or roommates is when micro-unit rents are positioned approximately 25 percent to 30 percent below conventional units. n Developers and operators acknowledge that both building and operating rental apartment communities with a high percentage of micro units are more expensive, but the increased rent per square foot more than compensates for this added cost. n Some interviewed for this research expressed doubts that it is possible to produce sub-300- square-foot micro units that are accessible; however, a cursory review of selected micro-unit floor plans in that category indicates that this is, indeed, possible. My Micro NY, New York, New York . LEDAEAN.COM 530 of 677 36 The Macro View on Micro Units n It may be necessary to include built-in and/or flexible furniture systems and storage to make sub-300-square-foot micro units functional. n Design dos and don’ts include the following: — Smaller, but still full-sized kitchen fixtures and appliances are more acceptable to renters than some of the compact or dual-function European or Asian versions (e.g., include a 30-inch sink, 24-inch full-height refrigerator, small stacked washer-dryer). — Some question exists whether it is necessary to include a dishwasher or a washer-dryer appli- ance; this may vary by market. — A linear kitchen ranging between five and eight feet in length is ideal. — Storage is critical to making micro units livable, including built-in seating with storage below, storage above a bathroom plenum, built-in ar- moire furniture, vertical shelving, and so on. — Tall ceiling heights of more than nine feet create a sense of volume and can counteract the small square footage of micro units. — Light and air are critical to making micro units feel bigger than they are. Use six- to eight-foot tall windows. Bay windows also provide light and extra seating in a micro unit. — Build in flexibility to convert side-by-side micro units into conventional one-bedroom and two-bedroom units in the event the trend reverses. — Provide extensive amenity space in the commu- nity to compensate for the lack of space in the units. Typical community amenities include the normal lineup of fitness, pool, and cyber café, but also incorporate extensive roof-top ameni- ties, fire pits, catering kitchens, and the like. — Provide additional “living room” spaces on each floor to serve as a gathering and entertaining space for residents outside their units. n Taking the micro-unit concept to the next level, a developer in San Francisco is building a new community with a combination of micro-unit studios and two-bedroom micro suites that are approximately 700 square feet, or 233 square feet per occupant. 531 of 677 The Macro View on Micro Units 37 Conclusion Micro units have generated considerable inter- est and some controversy in the real estate community in the past several years. This research illustrates that the migration toward smaller average unit size, based on a shift in mix to studio and one-bedroom units, and the number of rental apartment communities offering micro units are a growing trend. Whether this turns out to be a lasting phenomenon or a passing fad, micro units have re- newed the focus on efficient layouts and innovative design solutions. Many of these smaller units are designed and configured to feel larger to potential renters than older conventional units by virtue of higher ceiling heights, larger windows, built-in storage, and in some cases, flexible furniture sys- tems. The evidence from the market indicates that smaller units tend to outperform conventional units; they tend to have higher occupancy and achieve significant rent premiums. Still unclear is whether this performance is driven by the relatively limited supply of these smaller units on the market, or whether a sizable, and perhaps untapped, segment of renters is willing to make the tradeoff and pay considerably more per square foot rent in exchange for highly desirable locations, better community amenities, the ability to forgo a roommate—or perhaps some combination of these factors. The consumer research indicates that, from the renter’s perspective, the micro-unit strategy that offers a lower monthly rent “sticker price” compared with conventional units is a compelling proposition. But it is also clear from the research that micro units are not for everyone and that micro units may not be the solution for every location. The goal of this effort has not been to find conclu- sive answers to these questions, but rather to shed light on the key issues, challenges, and some of the solutions that market participants have experienced and experimented with to date in dealing with micro units. The real estate industry needs to investigate this issue further and continue to monitor the suc- cesses and challenges that this unique rental apart- ment product presents, including the risk/ reward profile and long-term market viability of micro units. We thank those who have participated in this study, and we hope this report provides an objective back- ground for future micro-unit developments as those of us in the industry collectively and individually seek solutions that best suit the markets we serve. 532 of 677 38 The Macro View on Micro Units Research Committee Members Bill Whitlow Committee Chair Terra Search Partners San Francisco, California Bill Whitlow’s 25-year tenure in the real estate industry provides the team with deep insights and industry and functional context across a broad spectrum of areas, including finance and capital markets, investment strategy, asset and property management, development, and leasing. During his career, Whitlow has held senior positions at firms such as Venture Corporation, Studley, Arthur Andersen, PricewaterhouseCoopers, and Aetna Realty Investors, where he has executed more than $3 billion in debt and equity transactions and has provided capital markets, strategic management consulting to clients on projects and portfolios valued in excess of $6 billion. Whitlow’s experience includes the leadership of three property manage- ment companies. He also has deep expertise in capital raising, strategic and operational advice, and client relations. Whitlow is an active supporter of Project Open Hand, AIDS Foundation, Sacred Heart Schools, Urban Land Institute, and other charitable organizations. He is a past board member of the San Francisco Bay Area YMCA, the San Jose chapter of the American Red Cross, and the Silicon Valley Roundtable Executive Board of the University of Illinois Foundation. He holds a master’s of management from the J.L. Kellogg Graduate School of Management and a mas- ter’s of architecture from the University of Illinois. Charles Hewlett RCLCO Bethesda, Maryland Charles Hewlett has more than 25 years of ex- perience in real estate and has consulted on a broad spectrum of commercial and residential properties in most major metropolitan regions in the country. Before joining RCLCO, he was president of Lofty Builders Inc., a real estate service company con- centrating in renovation, rehabilitation, and man- agement of investment real estate properties in the Boston metropolitan area. A graduate of Brown University in Providence, Rhode Island, Hewlett has conducted training seminars on the methodology for metropolitan- development trend analysis for regional branch of- fices of major national commercial developers. He is also a frequent speaker and ULI panelist, including the redevelopment of the Southeast Federal Center in Washington, D.C., and Atlantic City in Norfolk, Vir- ginia. Hewlett has written articles published in the Corridor Business Journal, Urban Land Digest, and publications of the National Multi Housing Council. Teresa Ruiz SB Architects San Francisco, California Teresa Ruiz joined SB Architects with over 15 years of architectural experience and a focus on multi- family and residential projects. At SB Architects, she is responsible for advancing the firm’s multifamily practice in the Bay Area, nationally, and internation- ally. In her prior role at BAR Architects, Ruiz was responsible for multifamily and mixed-use projects totaling over 3 million square feet and built work with construction costs totaling more than $300 million. Her past projects have received numerous national awards including the ULI Jack Kemp Work- force Housing Award. Teresa was recognized in 2012 as a winner of ENR California’s Top 20 under 40. Ruiz is a hands-on architect whose interests and areas of responsibility go far beyond that of the typical architect. She is immersed in evaluating best practices as they relate to the design efficiency, performance, scheduling, and optimization of the design team and of her projects. She works closely with the development team to ensure that goals are aligned and that devel- opment objectives are met or exceeded. 533 of 677 The Macro View on Micro Units 39 Ruiz’s interest in home design led her to volun- teering for Habitat for Humanity, both in hands-on construction work and in providing design services. Throughout the past two decades, she also volun- teered for Christmas in April, now known as Re- building Together. She is fluent in English, Chinese, and Spanish—something that came in handy during her volunteering as an architect-in-residence/ instructor with Leap . . . Imagination in Learning in the San Francisco Public School District in 1998. Ruiz received her undergraduate degree in Archi- tecture from the University of California, Berkeley, and master of architecture from the University of Oregon. Ron Witten Witten Advisors Dallas, Texas Beginning at MPF Research in 1973, Ron Witten has spent a career studying and understanding the economic, demographic, and housing market forces shaping apartment market performance. President from 1978 through 2000, Witten led MPF as the firm became a national leader in apartment market data and market analysis for the nation’s leading apartment companies. In July 1999, MPF became a wholly owned subsidiary of RealPage Inc., the lead- ing provider of property management software to the apartment industry. He continued as president of MPF before forming Witten Advisors in January 2001. Witten has been a frequent speaker on market conditions as well as emerging demographic forces shaping apartment markets, addressing meetings sponsored by organizations including the National Multi Housing Council (NMHC), the Urban Land Insti- tute, the National Association of Home Builders’ Mul- tifamily Leadership Board, the National Apartment Association, and NAREIT. He routinely lectures on real estate markets at Southern Methodist University. Witten wrote the chapter on market analysis in ULI’s Multifamily Housing Development Handbook and cowrote ULI’s Real Estate Market Analysis text as well as books on real estate markets and invest- ment strategies. He currently serves as a director of Behringer Harvard REIT I Inc. as well as Apartment Life, a nonprofit that helps build a sense of commu- nity in apartment properties to reduce turnover and enhance resident satisfaction. He has been active in the Urban Land Institute where he is past chair of both the silver and gold flights of the Multi-Family Council. He now serves as a member of the NMHC’s Research Roundta- ble, and he wrote NMHC’s quarterly Market Trends newsletter in its initial years of publication. Witten received a BBA in marketing from Texas Tech University and has completed graduate classes in statistics and economics at Southern Methodist University. 534 of 677 40 The Macro View on Micro Units Appendix Micro-Unit Interest and Trade-offs Unless otherwise stated, percentage of responses ranked among top three trade-offs Micro-Unit Interest Rank of Trade-offs to Conventional Apartment Micro-unit interest (% interested/ very interested) “Rent expectation vs. studio (30% or greater discount) Ability to live alone (without roommates) Desired location/ neighborhood Lower rent compared with conventional studios Minimal apart- ment upkeep, cleaning, etc. More commu- nity amenities/ shared spaces Neighbors with similar lifestyles Proximity to public transportation Reduced utilities cost Shorter commute to work Conventional renters 24% 34% 40% 65% 84% 22% 15% 15% 12% 57% 33% Age Range Under 25 34% 31% 49% 56% 84% 21% 12% 13% 12% 58% 31% 25–34 25% 31% 42% 65% 87% 20% 15% 11% 11% 59% 38% 35–44 20% 33% 35% 71% 80% 23% 17% 19% 11% 50% 39% 45–54 26% 37% 36% 66% 82% 18% 12% 18% 11% 60% 30% 55–64 25% 44% 31% 62% 86% 30% 16% 16% 16% 58% 24% 65+19% 37% 48% 69% 82% 37% 18% 24% 20% 49% 14% Apartment Floor Plan Studio/efficiency 44% 32% 53% 63% 85% 24% 16% 6% 22% 54% 29% 1 bedroom 26% 33% 35% 66% 84% 22% 13% 15% 13% 58% 35% 2 bedroom 21% 34% 42% 63% 85% 20% 16% 18% 10% 56% 35% 3 bedroom 23% 41% 49% 67% 81% 27% 23% 15% 10% 58% 22% Other 15% 54% 45% 69% 92% 27% 9% 10% 30% 55% 20% Living Arrangement Single living alone 27% 34% 41% 67% 84% 22% 13% 14% 10% 56% 32% Single with children 20% 35% 27% 62% 89% 27% 11% 11% 14% 64% 33% Spouse/partner 18% 32% 25% 66% 81% 27% 19% 16% 17% 54% 45% Spouse/partner with children 17% 33% 36% 74% 78% 19% 22% 24% 10% 66% 35% Living with roommate 40% 39% 59% 57% 87% 16% 14% 14% 14% 54% 26% Gender Male 26% 34% 39% 65% 83% 27% 15% 16% 11% 57% 36% Female 23% 34% 41% 65% 85% 18% 15% 14% 13% 57% 32% Annual Household Income Less than $25,000 34% 42% 53% 41% 89% 27% 6% 11% 10% 66% 32% $26,000–$40,000 29% 38% 45% 65% 86% 14% 14% 15% 8% 65% 30% $41,000–$50,000 27% 29% 34% 66% 86% 21% 19% 14% 7% 64% 31% $51,000–$74,000 25% 31% 44% 63% 84% 21% 15% 17% 11% 57% 31% $75,000–$100,000 24% 36% 38% 70% 83% 22% 18% 9% 13% 54% 34% $101,000–$150,000 21% 30% 33% 68% 76% 20% 15% 21% 22% 45% 44% More than $150,000 14% 33% 25% 76% 79% 37% 18% 11% 17% 33% 47% Primary Method of Transportation Bicycle 24% 35% 40% 66% 84% 23% 14% 16% 7% 59% 33% Car 26% 33% 40% 61% 82% 12% 18% 11% 42% 40% 36% Other 43% 43% 50% 43% 71% 33% 8% 8% 29% 46% 29% Public transit 22% 29%33% 71% 89% 24% 18% 9% 23% 38% 41% Walking 13%43%50% 50% 100% 17% 0% 50% 25% 80% 0% Car Ownership No 24% 35% 39% 66% 84% 23% 15% 16% 9% 58% 34% Use a shared-car service 27% 25% 45% 70% 79% 22% 11% 7% 30% 32% 24% Yes 31% 33% 48% 55% 86% 17% 15% 11% 33% 54% 33% Pet Ownership No pets 26% 35% 41% 66% 83% 22% 15% 16% 13% 57% 33% Dog(s)23% 33% 39% 65% 85% 23% 14% 13% 11% 58% 35% Cat(s)19% 34% 38% 61% 84% 24% 12% 10% 13% 52% 31% Other 32% 40% 38% 43% 97% 18% 8% 12% 8% 53% 34% Primary Occupation Accounting 22% 19% 35% 58% 89% 5% 14% 20% 15% 54% 48% Banking/finance 29% 36% 50% 61% 78% 21% 20% 20% 16% 59% 39% Construction/engineering/architecture 26% 30% 46% 71% 85% 19% 13% 13% 7% 55% 47% Consulting 18% 42% 50% 86% 73% 13% 27% 20% 17% 48% 17% Defense 37% 37% 38% 63% 63% 53% 0% 40% 33% 56% 55% Education/training 25% 35% 39% 62% 87% 24% 10% 20% 9% 58% 25% Energy 24% 45% 20% 67% 60% 33% 17% 33% 29% 78% 29% Entertainment/media 26% 30% 37% 69% 95% 16% 21% 14% 22% 44% 29% Food/beverage/hospitality 28% 35% 44% 66% 84% 20% 21% 13% 8% 65% 23% Government 26% 35% 37% 67% 83% 13% 13% 15% 14% 58% 39% Insurance 27% 24% 38% 65% 84% 20% 25% 27% 0% 61% 56% Legal 13% 35% 30% 80% 83% 21% 4% 9% 9% 48% 28% Medical/biotech 21% 35% 43% 65% 90% 17% 8% 12% 6% 57% 32% Nonprofit or religious 24% 38% 38% 83% 77% 17% 14% 5% 21% 54% 24% Real estate 21% 15% 26% 77% 76% 25% 33% 17% 6% 58% 42% Retail 26% 37% 44% 52% 88% 23% 13% 13% 18% 67% 27% Student 33% 31% 65% 60% 72% 30% 20% 11% 13% 46% 36% Technology 22% 30% 33% 61% 84% 27% 14% 11% 16% 56% 44% Telecommunications 23% 36% 29% 47% 95% 35% 31% 0% 15% 68% 43% Transportation 33% 39% 39% 54% 87% 33% 33% 21% 6% 55% 5% Other 25% 38% 36% 63% 84% 23% 9% 15% 13% 59% 30% 535 of 677 The Macro View on Micro Units 41 Reasons Not Interested in Micro Unit Percentage of responses Reasons Not Interested in Micro Unit Compact bathroom Compact kitchen Expecting need for more space Lack of separate bedroom Less living/dining space Less space to host guests Less storage space Conventional renters 37%43%19%75%60%56%63% Age Range Under 25 31%41%14%76%53%60%57% 25–34 39%44%20%76%63%53%63% 35–44 35%38%16%74%57%50%59% 45–54 37%44%22%73%62%60%62% 55–64 39%41%14%81%61%55%71% 65+42%45%16%79%60%45%65% Apartment Floor Plan Studio/efficiency 30%32%18%51%61%54%56% 1 bedroom 37%42%16%77%58%55%63% 2 bedroom 37%43%20%75%62%56%62% 3 bedroom 44%45%22%76%65%63%62% Other 38%46%33%75%50%46%58% Living Arrangement Single living alone 38%41%13%76%60%56%64% Single with children 38%43%26%77%61%49%52% Spouse/partner 39%49%22%74%60%57%66% Spouse/partner with children 33%38%26%74%64%55%57% Living with roommate 32%35%19%74%55%57%68% Gender Male 37%42%18%75%63%58%60% Female 37%43%19%76%58%54%64% Annual Household Income Less than $25,000 39%40%20%80%55%51%58% $26,000–$40,000 36%40%22%73%60%50%58% $41,000–$50,000 32%40%20%77%60%54%59% $51,000–$74,000 39%46%18%75%61%54%60% $75,000–$100,000 34%41%20%71%59%57%63% $101,000–$150,000 41%43%19%78%63%64%70% More than $150,000 39%43%19%74%59%54%62% Primary Method of Transportation Bicycle 38%43%19%76%62%56%63% Car 37%38%15%69%53%53%61% Other 22%22%22%67%22%78%56% Public transit 34%39%15%73%56%48%63% Walking 50%50%19%63%50%50%50% Car Ownership No 38%43%19%76%61%56%62% Use a shared-car service 34%44%20%73%56%59%63% Yes 37%35%17%72%58%54%61% Pet Ownership No pets 37%42%19%74%62%56%61% Dog(s)39%44%21%76%58%57%63% Cat(s)36%45%18%80%59%51%70% Other 43%51%29%86%57%71%74% Primary Occupation Accounting 35%41%17%83%65%61%61% Banking/finance 40%46%21%73%62%57%61% Construction/engineering/architecture 38%43%15%73%59%58%65% Consulting 37%42%16%75%66%63%60% Defense 52%52%17%83%74%70%52% Education/training 36%39%9%78%56%46%65% Energy 43%48%14%76%67%62%57% Entertainment/media 41%40%19%70%57%54%63% Food/beverage/hospitality 32%41%17%68%68%59%67% Government 37%44%24%72%63%61%66% Insurance 40%40%19%83%60%52%60% Legal 42%48%16%75%65%53%59% Medical/biotech 33%41%19%74%57%51%61% Nonprofit or religious 29%35%32%71%47%50%44% Real estate 31%35%19%67%54%48%54% Retail 45%49%18%75%72%55%65% Student 48%49%22%86%60%65%75% Technology 31%38%16%76%58%59%63% Telecommunications 34%38%16%81%56%44%34% Transportation 40%47%30%87%63%60%63% Other 40%45%23%76%58%54%67% 536 of 677 42 The Macro View on Micro Units Hesitancy Regarding Micro Unit Percentage hesitant/very hesitant Hesitancy Regarding Micro Unit Compact bathroom Compact kitchen Lack of separate bedroom Less living/dining space Less space to host guests Less storage space Conventional renters 20%25%44%20%30%50% Age Range Under 25 21%33%45%18%36%47% 25–34 21%29%47%22%33%49% 35–44 20%21%44%20%26%53% 45–54 15%17%41%15%22%48% 55–64 16%18%39%24%27%48% 65+21%23%41%25%37%66% Apartment Floor Plan Studio/efficiency 17%27%23%17%25%46% 1 bedroom 19%26%46%21%30%52% 2 bedroom 21%24%45%20%33%49% 3 bedroom 18%22%51%19%19%42% Other 15%0%43%8%23%62% Living Arrangement Single living alone 19%25%47%22%30%53% Single with children 21%17%46%21%31%46% Spouse/partner 21%29%37%17%29%51% Spouse/partner with children 20%24%45%22%22%39% Living with roommate 18%24%41%17%33%48% Gender Male 14%19%42%18%29%43% Female 24%29%45%22%31%55% Annual Household Income Less than $25,000 19%23%40%23%27%44% $26,000–$40,000 22%26%48%20%33%48% $41,000–$50,000 22%25%49%24%33%60% $51,000–$74,000 20%29%45%18%31%48% $75,000–$100,000 13%23%41%18%30%51% $101,000–$150,000 18%23%36%20%28%53% More than $150,000 21%18%42%21%26%42% Primary Method of Transportation Bicycle 20%24%44%20%29%50% Car 18%29%41%23%38%51% Other 7%36%36%8%36%29% Public transit 20%22%42%22%25%49% Walking 29%33%43%50%33%86% Car Ownership No 20%25%44%20%30%51% Use a shared-car service 14%20%37%29%31%57% Yes 20%23%43%20%31%42% Pet Ownership No pets 20%25%42%20%30%48% Dog(s)18%24%44%18%30%52% Cat(s)19%25%48%22%31%59% Other 10%27%40%13%23%53% Primary Occupation Accounting 14%24%37%17%27%45% Banking/finance 24%20%37%24%25%46% Construction/engineering/architecture 17%20%53%19%33%54% Consulting 26%31%38%21%31%44% Defense 6%18%47%6%24%44% Education/training 23%36%41%26%43%58% Energy 8%42%50%17%50%42% Entertainment/media 13%30%33%22%36%59% Food/beverage/hospitality 23%26%49%21%27%49% Government 12%23%45%24%27%49% Insurance 29%24%38%15%29%60% Legal 15%22%48%26%33%48% Medical/biotech 25%28%54%24%30%54% Nonprofit or religious 23%19%44%13%58%58% Real estate 15%25%38%10%22%44% Retail 20%21%32%15%23%41% Student 25%21%42%16%39%48% Technology 18%29%41%19%27%45% Telecommunications 15%21%57%19%19%57% Transportation 12%20%54%24%28%44% Other 19%18%41%19%21%49% 537 of 677 The Macro View on Micro Units 43 Importance of Factors in Micro-Unit Rental Decision Percentage important/very important Neighborhood Amenities Cafés Entertainment Grocery store Gym Public transit Recreation Restaurant/bars Retail centers Conventional renters 49%53%88%56%41%46%68%52% Age Range Under 25 46%57%92%70%40%38%73%44% 25–34 52%60%88%64%42%49%72%49% 35–44 49%56%88%53%42%51%69%58% 45–54 45%45%88%53%37%46%61%52% 55–64 49%35%85%41%38%38%61%52% 65+53%42%84%29%46%40%61%71% Apartment Floor Plan Studio/efficiency 65%52%90%64%66%48%73%40% 1 bedroom 49%54%87%55%38%44%69%53% 2 bedroom 46%49%87%55%38%46%65%52% 3 bedroom 45%60%95%60%42%46%69%58% Other 58%75%67%58%25%67%75%82% Living Arrangement Single living alone 51%52%87%55%36%44%67%54% Single with children 37%39%86%46%39%42%55%53% Spouse/partner 57%57%90%57%49%47%74%54% Spouse/partner with children 33%52%85%55%42%56%58%54% Living with roommate 48%58%92%66%46%47%75%46% Gender Male 48%54%85%56%38%47%68%47% Female 49%51%90%56%42%45%67%56% Annual Household Income Less than $25,000 39%52%88%54%39%40%59%41% $26,000–$40,000 39%50%87%47%38%39%62%48% $41,000–$50,000 48%50%87%53%32%45%66%54% $51,000–$74,000 48%50%89%60%35%44%67%55% $75,000–$100,000 58%64%90%65%46%53%76%60% $101,000–$150,000 60%56%87%55%50%52%76%52% More than $150,000 67%52%83%70%54%54%77%45% Primary Method of Transportation Bicycle 48%54%87%56%33%47%67%53% Car 60%53%96%68%99%44%73%45% Other 43%36%100% 43%64%50%79%36% Public transit 64%42%88%57%75%39%68%41% Walking 29%29%71%14%43%29%43%71% Car Ownership No 49%53%88%56%34%46%68%52% Use a shared-car service 72%53%97%63%94%48%84%50% Yes 49%48%88%60%74%41%67%52% Pet Ownership No pets 47%52%87%59%41%45%67%51% Dog(s)51%55%90%51%38%50%69%51% Cat(s)59%59%96%49%41%42%72%63% Other 37%43%80%55%47%59%70%53% Primary Occupation Accounting 44%50%82%41%36%39%75%44% Banking/finance 49%52%91%61%52%49%76%52% Construction/engineering/architecture 43%51%84%55%34%50%70%45% Consulting 63%51%88%77%65%65%71%34% Defense 56%56%69%41%41%29%78%61% Education/training 45%47%87%55%35%47%58%53% Energy 55%55%91%64%45%82%73%27% Entertainment/media 55%67%91%63%52%58%79%61% Food/beverage/hospitality 41%49%89%50%27%35%61%49% Government 48%53%92%61%47%46%70%56% Insurance 42%53%84%53%16%53%84%58% Legal 65%50%87%48%39%48%82%52% Medical/biotech 52%56%87%61%40%47%65%61% Nonprofit or religious 59%55%86%43%52%48%79%59% Real estate 72%71%97%69%41%63%84%78% Retail 46%49%79%45%46%33%60%51% Student 45%49%85%67%48%42%65%39% Technology 55%52%90%59%42%42%65%42% Telecommunications 45%40%90%45%45%47%60%55% Transportation 25%48%92%50%25%40%67%54% Other 48%54%89%52%35%44%65%55% 538 of 677 44 The Macro View on Micro Units Importance of Factors in Micro-Unit Rental Decision Percentage important/very important On-site Amenities Assigned parking Visitor parking Bike rack Business center Car rental Central lounge Cinema room Communal kitchen Fitness center Grill Laundry room Living room area on each floor Pet services Pool Roof/ outdoor space Conventional renters 72% 72% 23% 30% 14% 26% 20% 19% 70% 43% 83% 43% 29% 56% 62% Age Range Under 25 55% 69% 17% 27% 10% 19% 20% 14% 74% 33% 85% 35% 28% 55% 64% 25–34 67% 72% 26% 28% 13% 29% 23% 22% 81% 50% 83% 44% 31% 57% 68% 35–44 75% 70% 23% 33% 18% 26% 19% 19% 68% 44% 80% 42% 28% 56% 63% 45–54 77% 73% 29% 27% 11% 22% 15% 13% 63% 39% 83% 43% 24% 59% 55% 55–64 85% 76% 19% 42% 18% 26% 24% 19% 57% 42% 88% 47% 31% 50% 56% 65+83% 72% 11% 28% 9% 34% 21% 30% 33% 28% 81% 46% 25% 47% 59% Apartment Floor Plan Studio/efficiency 56% 53% 31% 25% 19% 33% 17% 16% 82% 45% 91% 33% 29% 49% 68% 1 bedroom 73% 73% 22% 28% 13% 25% 18% 17% 69% 40% 83% 41% 28% 53% 62% 2 bedroom 71% 74% 23% 32% 13% 26% 22% 21% 67% 45% 81% 45% 27% 59% 61% 3 bedroom 82% 79% 22% 34% 12% 25% 31% 22% 67% 48% 85% 52% 42% 68% 65% Other 92% 92% 17% 55% 25% 58% 58% 33% 91% 58% 91% 64% 50% 75% 67% Living Arrangement Single living alone 72% 73% 21% 28% 13% 24% 18% 18% 69% 38% 82% 40% 25% 51% 61% Single with children 82% 82% 20% 35% 12% 24% 19% 21% 57% 40% 80% 53% 24% 66% 57% Spouse/partner 71% 66% 29% 33% 16% 28% 20% 21% 73% 48% 87% 47% 38% 55% 67% Spouse/partner with children 72% 68% 29% 38% 21% 29% 28% 25% 73% 56% 81% 54% 29% 65% 52% Living with roommate 63% 73% 24% 30% 13% 30% 24% 17% 74% 47% 86% 38% 33% 62% 68% Gender Male 71% 69% 25% 27% 14% 23% 19% 19% 70% 43% 81% 39% 21% 53% 60% Female 72% 74% 22% 33% 13% 28% 22% 20% 69% 43% 84% 45% 34% 58% 63% Annual Household Income Less than $25,000 66% 72% 19% 30% 11% 18% 18% 12% 67% 32% 83% 39% 34% 60% 62% $26,000–$40,000 70% 76% 17% 35% 12% 23% 22% 17% 61% 39% 78% 42% 28% 58% 58% $41,000–$50,000 68% 77% 22% 29% 11% 24% 23% 18% 72% 46% 80% 49% 34% 62% 62% $51,000–$74,000 75% 74% 21% 27% 14% 25% 20% 21% 70%41% 83% 42% 26% 54% 58% $75,000–$100,000 76% 73% 22% 32% 12% 29% 19% 20% 74% 47% 88% 45% 25% 56% 62% $101,000–$150,000 68% 67% 31% 24% 21% 31% 18% 26% 72% 51% 89% 36% 32% 49% 70% More than $150,000 70% 54% 38% 34% 18% 37% 26% 20% 78% 50% 88% 43% 23% 49% 70% Primary Method of Transportation Bicycle 77% 76% 21% 30% 11% 23% 20% 19% 69% 43% 82% 44% 29% 58% 60% Car 30% 39% 34% 32% 31% 47% 24% 26% 80% 41% 93% 40% 27% 39% 72% Other 31% 64% 86% 29% 43% 14% 7% 21% 71% 50% 71% 23% 43% 54% 86% Public transit 36% 45% 27% 41% 32% 39% 18% 12% 70% 33% 86% 33% 23% 47% 74% Walking 71% 83% 14% 0% 14% 14% 14% 14% 17% 29% 67% 33% 14% 14% 29% Car Ownership No 77% 77% 22% 29% 10% 24% 20% 19% 70% 44% 83% 43% 30% 58% 62% Use a shared-car service 15% 30% 59% 50% 81% 58% 19% 29% 88% 59% 94% 42% 28% 55% 79% Yes 39% 41% 30% 37% 22% 35% 24% 19% 67% 37% 83% 40% 25% 42% 66% Pet Ownership No pets 70% 71% 24% 32% 15% 28% 20% 19% 70% 41% 82% 41% 14% 53% 58% Dog(s)77% 76% 23% 26% 10% 22% 24% 17% 71% 49% 86% 47% 72% 67% 72% Cat(s)72% 72% 27% 29% 12% 23% 23% 23% 64% 47% 87% 49% 38% 58% 69% Other 61% 62% 24% 18% 7% 21% 24% 32% 57% 38% 79% 48% 57% 54% 55% Primary Occupation Accounting 82% 81% 18% 37% 4% 18% 4% 11% 68% 36% 79% 43% 18% 74% 61% Banking/finance 65% 60% 21% 32% 9% 30% 27% 18% 62% 45% 87% 39% 24% 61% 64% Construction/engineering/architecture 72% 71% 19% 24% 7% 15% 19% 20% 73% 43% 84% 40% 26% 51% 64% Consulting 71% 67% 30% 35% 15% 50% 21% 29% 91% 50% 94% 56% 32% 64% 68% Defense 94% 89% 25% 24% 18% 17% 22% 24% 53% 39% 76% 31% 41% 44% 47% Education/training 65% 78% 19% 31% 11% 25% 11% 11% 73% 42% 81% 41% 28% 47% 62% Energy 64% 55% 55% 45% 36% 40% 27% 30% 64% 45% 73% 45% 18% 64% 91% Entertainment/media 70% 73% 12% 31% 9% 19% 27% 18% 76% 40% 94% 45% 18% 64% 82% Food/beverage/hospitality 72% 78% 17% 24% 13% 20% 16% 13% 65% 42% 81% 42% 26% 65% 58% Government 72% 76% 21% 33% 15%31% 26% 26% 69% 37% 85% 52% 28% 49% 62% Insurance 84%74%33% 21% 16% 26% 0% 16% 79% 53% 79% 47% 26% 72% 61% Legal 65% 74% 17% 4% 9% 26% 13% 22% 68% 50% 78% 24% 35% 48% 61% Medical/biotech 75% 73% 27% 34% 15% 28% 22% 18% 69% 50% 80% 43% 31% 64% 67% Nonprofit or religious 57% 72% 31% 32% 20% 34% 21% 25% 62% 43% 93% 48% 38% 72% 69% Real estate 74% 71% 29% 58% 16% 45% 26% 42% 90% 65% 90% 52% 26% 65% 77% Retail 59% 66% 13% 22% 17% 17% 21% 12% 71% 29% 89% 40% 35% 49% 55% Student 61% 64% 28% 37% 17% 28% 28% 19% 79% 38% 76% 37% 29% 51% 62% Technology 77% 72% 25% 22% 15% 24% 16% 20% 73% 39% 82% 41% 26% 48% 53% Telecommunications 90% 75% 35% 30% 15% 25% 25% 25% 85% 58% 90% 50% 25% 63% 70% Transportation 76% 68% 18% 24% 12% 28% 13% 8% 58% 42% 76% 36% 22% 58% 62% Other 75% 73% 25% 35% 14% 24% 27% 21% 59% 44% 82% 43% 33% 53% 56% 539 of 677 The Macro View on Micro Units 45 Importance of Factors in Micro-Unit Rental Decision Percentage important/very important Unit Features Bathtub Built-in closet/drawers Dishwasher Flat-screen TV Four-burner stove Full-size kitchen sink Full-size refrigerator High ceilings (nine feet+) Juliet balcony Oversized windows Space partitions Storage space Washer and dryer Conventional renters 61% 82% 71% 42% 75% 75% 77% 49% 41% 49% 53% 81% 86% Age Range Under 25 56% 80% 65% 32% 73% 75% 81% 42% 25% 45% 47% 77% 82% 25–34 58% 83% 75% 38% 79% 76% 76% 51% 41% 48% 55% 76% 84% 35–44 63% 83% 71% 42% 78% 77% 81% 51% 41% 51% 51% 82% 87% 45–54 63% 83% 63% 44% 65% 67% 72% 47% 48% 45% 54% 83% 88% 55–64 61% 82% 74% 56% 69% 82% 82% 48% 46% 55% 53% 87% 92% 65+73% 80% 67% 50% 83% 76% 74% 47% 47% 52% 49% 95% 86% Apartment Floor Plan Studio/efficiency 52% 89% 72% 39% 74% 73% 68% 59% 43% 62% 52% 80% 76% 1 bedroom 60% 84% 70% 42% 75% 75% 78% 47% 40% 46% 51% 81% 87% 2 bedroom 62% 79% 69% 41% 73% 74% 78% 49% 41% 49% 54% 80% 87% 3 bedroom 64% 82% 79% 38% 82% 78% 81% 53% 41% 50% 56% 84% 85% Other 67% 92% 80% 67% 83% 75% 75% 33% 50% 42% 58% 83% 82% Living Arrangement Single living alone 60% 83% 70% 43% 73% 75% 77% 49% 42% 48% 52% 80% 88% Single with children 72% 78% 74% 39% 76% 76% 83% 45% 44% 43% 56% 79% 87% Spouse/partner 62% 85% 72% 40% 76% 79% 79% 50% 42% 53% 58% 86% 85% Spouse/partner with children 66% 80% 70% 55% 78% 73% 79% 49% 36% 47% 47% 73% 85% Living with roommate 56% 79% 68% 35% 76% 73% 75% 50% 38% 49% 51% 80% 82% Gender Male 55% 80% 68% 44% 70% 71% 75% 50% 38% 45% 46% 75% 81% Female 64% 84% 71% 39% 78% 78% 79% 48% 44% 51% 58% 84% 89% Annual Household Income Less than $25,000 74% 80% 67% 38% 74% 80% 81% 46% 39% 40% 46% 76% 86% $26,000–$40,000 73% 81% 67% 39% 80% 79% 83% 49% 42% 47% 52% 82% 87% $41,000–$50,000 62% 81% 70% 41% 80% 78% 77% 48% 39% 49% 54% 85% 90% $51,000–$74,000 57% 82% 71% 41% 71% 69% 75% 46% 39% 44% 49% 77% 84% $75,000–$100,000 65% 84% 70% 44% 80% 77% 80% 50% 49% 52% 59% 86% 86% $101,000–$150,000 51% 84% 74% 44% 72% 73% 70% 49% 34% 52% 57% 76% 82% More than $150,000 35% 87% 78% 51% 54% 75% 72% 61% 38% 63% 48% 77% 87% Primary Method of Transportation Bicycle 62%82% 70% 42% 74% 75% 78% 48% 41% 47% 53% 81% 87% Car 48% 88% 78% 41% 80% 75% 79% 50% 35% 59% 57% 82% 83% Other 46% 71% 57% 50% 86% 86% 71% 36% 50% 57% 21% 57% 64% Public transit 48% 73%59% 27% 58% 66% 59% 55% 34% 48% 52% 75% 82% Walking 71% 71% 43% 29% 100% 71% 86% 57% 71% 57% 43% 86% 86% Car Ownership No 62% 82% 70% 42% 75% 76% 78% 49% 41% 48% 53% 81% 87% Use a shared-car service 39% 94% 70% 25% 81% 82% 67% 58% 45% 81% 67% 91% 79% Yes 55% 82% 72% 45% 71% 71% 78% 47% 35% 44% 49% 74% 82% Pet Ownership No pets 62% 82% 70% 43% 76% 77% 79% 51% 41% 47% 52% 80% 85% Dog(s)58% 83% 74% 42% 72% 72% 75% 48% 42% 52% 52% 80% 89% Cat(s)54% 83% 71% 37% 77% 75% 76% 42% 41% 55% 58% 88% 87% Other 63% 76% 70% 33% 57% 60% 63% 37% 34% 30% 37% 87% 90% Primary Occupation Accounting 70% 82% 71% 43% 71% 71% 81% 52% 39% 43% 39% 82% 86% Banking/finance 48% 80% 71% 47% 73% 65% 65% 45% 30% 44% 47% 74% 75% Construction/engineering/architecture 52% 75% 65% 39% 68% 74% 75% 49% 40% 56% 51% 75% 82% Consulting 62% 86% 80% 46% 88% 83% 86% 57% 49% 55% 53% 69% 83% Defense 61% 72% 72% 50% 56% 50% 83% 33% 41% 47% 56% 83% 83% Education/training 60% 80% 64% 34% 81% 76% 80% 45% 39% 44% 55% 80% 86% Energy 55% 82% 82% 64% 82% 82% 82% 45% 55% 55% 82% 82% 90% Entertainment/media 64% 91% 82% 42% 88% 79% 76% 50% 47% 67% 61% 94% 97% Food/beverage/hospitality 73% 83% 73% 45% 83% 80% 86% 46% 40% 45% 54% 79% 90% Government 62% 86% 74% 43% 72% 72% 76% 52% 49% 49% 62% 86% 86% Insurance 37% 84% 53% 32% 63% 63% 78% 58% 37% 42% 37% 74% 89% Legal 65% 83% 74% 35% 81% 78% 78% 52% 45% 50% 61% 96% 91% Medical/biotech 59% 83% 77% 38% 76% 79% 81% 49% 39% 47% 47% 80% 91% Nonprofit or religious 62% 97% 73% 55% 66% 70% 60% 41% 41% 57% 50% 90% 93% Real estate 62% 90% 77% 45% 81% 68% 73% 71% 45% 61% 55% 84% 87% Retail 75% 88% 60% 30% 77% 80% 79% 56% 35% 32% 54% 80% 81% Student 67% 81% 65% 44% 72% 74%78% 43% 38% 50% 46% 69% 85% Technology 49%81% 73% 35% 69% 75% 74% 50% 43% 54% 51% 76% 83% Telecommunications 70% 85% 65% 55% 85% 95% 90% 60% 50% 45% 60% 80% 95% Transportation 61% 79% 58% 52% 75% 67% 71% 42% 29% 48% 46% 75% 75% Other 66% 80% 68% 47% 74% 78% 79% 46% 45% 48% 56% 87% 86% 540 of 677 46 The Macro View on Micro Units Satisfaction with Micro Unit Mean score Micro-unit renters Kingsley Index Overall satisfaction 3.88 3.97 Renewal intentions 3.05 3.53 Community recommendation 3.90 4.04 Value for amount paid 2.91 3.53 Community management 3.99 4.06 Community amenities 3.96 3.86 Floor plan/design and layout 3.70 4.12 Apartment features and finishes 3.96 3.72 Location 4.49 4.38 Sense of community 3.06 3.80 Renewal Intentions Distribution of responses Micro-unit renters Kingsley Index Definitely would not 13%9% Probably would not 22%11% Unsure 23%23% Probably would 29%33% Definitely would 12%24% Renewal Decision Factors Percentage responded Micro-Unit Renters Unlikely to renew Unsure Likely to renew Access to transportation 3%4%41% Apartment features/finishes 20% 17% 59% Brand reputation 3%0%10% Building upkeep 14%0%32% Community appearance 0%0%34% Community features 6%9%37% Community management 20%4%29% Community’s green practices 6%0%10% Home purchase 3%9%2% Length of lease 11% 13% 15% Location 17% 13% 95% Overall sense of community 9%4%17% Parking 20% 13% 22% Pet policy 9%4%10% Quality of community 17%9%37% Relocation/transfer 11% 35%7% Rental rate 77% 70% 46% Security 6%0%41% Space requirements 31% 35%5% Importance in Initial Lease Decision Percentage high priority/very high priority Micro-unit renters Ability to live alone 71% Assigned parking 32% Common areas/amenities 32% Floor plan/layout 42% Internet/wi-fi services 54% In-unit storage 25% Location 97% Neighbors with similar lifestyles 20% Pets allowed 26% Price 86% Proximity to neighborhood amenities 73% Proximity to public transit 62% Proximity to work/school 78% Quality of finishes 52% Sense of community 27% Sustainability practices 29% Visitor parking 21% 541 of 677 APPROVED Page 1 of 4 Plan Commission Minutes 3/8/17 MEETING MINUTES PLAN COMMISSION Wednesday, March 8, 2017 7:00 P.M. Evanston Civic Center, 2100 Ridge Avenue, James C. Lytle Council Chambers Members Present: Jim Ford (Chair), Simon Belisle, Terri Dubin, Carol Goddard, Peter Isaac, Colby Lewis, Andrew Pigozzi, Jolene Saul Members Absent: Patrick Brown Associate Members Present: none Associate Members Absent: Scott Peters Staff Present: Meagan Jones, Neighborhood and Land Use Planner Scott Mangum, Planning and Zoning Administrator Presiding Member: Jim Ford, Chairman 1. CALL TO ORDER / DECLARATION OF QUORUM Chairman Ford called the meeting to order at 7:04 P.M. and introduced Jolene Saul, who was recently appointed to the Plan Commission. 2. APPROVAL OF MEETING MINUTES: January 11, 2017 Commissioner Goddard requested a change to the minutes reflecting that the Northwestern parking lot site is key to the North Downtown Planning Area. Commissioner Lewis made a motion to approve the minutes from January 11, 2017 with the suggested change. Commissioner Goddard seconded the motion. A voice vote was taken and the minutes were approved, 8-0. 3. NEW BUSINESS A. PLANNED DEVELOPMENT 17PLND-0011 831 Emerson Street Tim Anderson, CA/Focus Evanston JV, LLC, has applied for a Planned Development with a rezoning from C1 Commercial and R5 General Residential to C1a Commercial Mixed Use and Special Use for a Convenience Store to construct a 9-story, 242-unit residential building with a 3,330 square foot ground floor commercial space and 175 parking spaces. The applicant seeks site development allowances for: number of dwelling units, building height (103 feet), floor area ratio (4.66), number of parking 542 of 677 APPROVED Page 2 of 4 Plan Commission Minutes 3/8/17 spaces, 0-foot rear and side yard setbacks for open parking along the north, east, and west property lines, no landscaping buffer along the rear (north) property line, a loading berth in the front yard which is open to the sky and within 30 feet of an intersection, and reduced setback and screening for transformers located within 2 feet of a building. In addition, the applicant may seek and the Plan Commission may consider additional Site Development Allowances as may be necessary or desirable for the proposed development. Katriina McGuire provided a brief introduction of the development team for the project (which included representatives from Focus Development, CA Ventures, BkL Architecture, KLOA and The Habitat Company) after which a brief presentation with an overview of the proposed development was given by Vicky Lee (Focus) and Angela Spadoni (BkL) pointing out changes from the previous 2015 submission. Luay Aboona of KLOA highlighted traffic and pedestrian items and Tim Anderson of CA/Focus Development highlighted some of the public benefits of the project. Chair Ford opened the hearing to Commissioner questions and comments. Questions and comments included: ● Clarification on the proposed building materials and structural type for the development. ● Questions regarding the environmental remediation of the site and storm water detention. ● Target rental audience and rental rates. ● Clarification of details for the easement on the CTA property to the west of the property. ● Considerations for the affordable housing requirement. Chair Ford opened the hearing to questions and comments from the public. Four members of the public spoke. General questions and comments included: ● Clarification on building and parking setbacks. ● Concerns over the amount of parking provided and the location of the proposed loading area. ● A statement of support from the Sherman Gardens Board of Trustees. Chair Ford stated that a request for continuance had been received and that the public hearing would be continued to March 22, 2017 at 7:00 PM in the Council Chambers. At that time several members of the public who signed up to speak opted to speak at the March 22nd meeting. At the request of the developer, Susan Wolan, who requested the continuance, stated that there was concern over the remediation timeline and safety measure that would be taken. She explained that she and other residents of Sherman Gardens would like to conduct further research on this aspect of the project and gather documents from their experience with remediation of the parking lot north of the proposed development site. Commissioner Belisle moved to continue the item to March 22, 2017 at 7:00 PM in Council Chambers. The motion was seconded by Commissioner Goddard. A 543 of 677 APPROVED Page 3 of 4 Plan Commission Minutes 3/8/17 voice vote was taken and the motion was approved unanimously 8-0. B. TEXT AMENDMENT 17PLND-0015 Generators A Zoning Ordinance Text Amendment pursuant to City Code Title 6, Zoning, to establish regulations for allowed location of generators. Ms. Jones provided a brief overview of the proposed text amendment, explaining that generators are not referenced within the zoning ordinance; however, staff uses regulations related to air conditioners when determining setbacks and other zoning related regulations. The Commission had questions regarding the reason for initiating the text amendment and how it would apply, if at all to temporary generators. They also asked for clarification on whether this amendment would be for both commercial and residential use of generators. There was concern mentioned regarding the possible nuisances created by the use of generators and how that would be abated. Mr. Mangum stated that the subsection used for this item is a general provision that refers to all zoning districts and the idea was to place this in a section where a similar item is regulated and used with more frequency. Ms. Jones stated that there was a recent ordinance which regulates decibel levels for this type of equipment which lowered the maximum decibel level allowed. There was a suggestion that additional information be obtained and perhaps separate the generator requirements from those of air conditioner requirements to address the questions and concerns. Commissioner Saul made a motion to continue the text amendment in order for staff to obtain additional information and return to the Commission when ready. The motion was seconded by Commissioner Pigozzi. The motion was approved unanimously 8-0. C. TEXT AMENDMENT 17PLND-0016 Micro-distilleries A Zoning Ordinance Text Amendment pursuant to City Code Title 6, Zoning, to amend the permitted and special uses within a number of the Business, Commercial, and Industrial Zoning Districts relating to micro-distilleries. Ms. Jones provided a brief overview of the proposed text amendment, explaining where micro-distilleries and craft breweries were currently allowed, where these uses are currently operating within Evanston and how they are regulated The Commission discussed the definitions of each use, inquiring about how craft breweries and micro-distilleries are regulated outside of the zoning ordinance and if the elimination of the specific production quantity limits would lead to regulation inconsistencies in the future. Ms. Jones explained that craft breweries and micro- distilleries have production limits that align with state regulations and the City has 544 of 677 APPROVED Page 4 of 4 Plan Commission Minutes 3/8/17 specific liquor license classes that further regulate these uses. The Commissioners also discussed the necessity of eliminating the choice to include a tasting room, stating that in certain industrial districts, the inclusion may not be necessary versus in a smaller business district or downtown. Some discussion followed regarding the names for each use, specifically micro- versus craft- distillery or brewery and if the zoning titles for the uses should align with both the liquor control ordinance and state titles. Commissioner Goddard made a motion to accept the recommendation for the proposed text amendment with the suggested provision for tasting rooms in Zoning Districts where Special Uses are required and title change to align micro-distilleries with craft-distilleries. Commissioner Lewis seconded the motion. The motion was approved unanimously by roll call vote 8-0. 4. PUBLIC COMMENT There was no public comment. 5. ADJOURNMENT Commissioner Pigozzi made a motion to adjourn the meeting. Commissioner Dubin seconded the motion. A voice vote was taken and the motion was approved by voice call 8-0. The meeting was adjourned at 8:51 pm. Respectfully Submitted, Meagan Jones Neighborhood and Land Use Planner Community Development Department 545 of 677 APPROVED Page 1 of 4 Plan Commission Minutes 3/22/17 MEETING MINUTES PLAN COMMISSION Wednesday, March 22, 2017 7:00 P.M. Evanston Civic Center, 2100 Ridge Avenue, James C. Lytle Council Chambers Members Present: Jim Ford (Chair), Patrick Brown, Terri Dubin, Peter Isaac, Colby Lewis, Andrew Pigozzi, Jolene Saul Members Absent: Simon Belisle, Carol Goddard Associate Members Present: none Associate Members Absent: Scott Peters Staff Present: Meagan Jones, Neighborhood and Land Use Planner Scott Mangum, Planning and Zoning Administrator Presiding Member: Jim Ford, Chairman 1. CALL TO ORDER / DECLARATION OF QUORUM Chairman Ford called the meeting to order at 7:00 P.M. 2. APPROVAL OF MEETING MINUTES: March 8, 2017 Chair Ford requested changes to the minutes regarding motions made for the text amendment and Planned Development. Commissioner Pigozzi made a motion to approve the minutes from March 8, 2017 with the suggested changes. Commissioner Dubin seconded the motion. A voice vote was taken and the minutes were approved, 7-0. 3. OLD BUSINESS A. PLANNED DEVELOPMENT 17PLND-0011 831 Emerson Street Tim Anderson, CA/Focus Evanston JV, LLC, has applied for a Planned Development with a rezoning from C1 Commercial and R5 General Residential to C1a Commercial Mixed Use and Special Use for a Convenience Store to construct a 9-story, 242-unit residential building with a 3,300 square foot ground floor commercial space and 174 parking spaces. The applicant seeks site development allowances for: number of dwelling units, building height (103 feet), floor area ratio (4.66), number of parking spaces, 0-foot rear and side yard setbacks for open parking along the north, 546 of 677 APPROVED Page 2 of 4 Plan Commission Minutes 3/22/17 east, and west property lines, no landscaping buffer along the rear (north) property line, a loading berth in the front yard which is open to the sky and within 30 feet of an intersection, and reduced setback and screening for transformers located within 2 feet of a building. In addition, the applicant may seek and the Plan Commission may consider additional Site Development Allowances as may be necessary or desirable for the proposed development. Ms. Jones provided a brief presentation reviewing the plan details for the proposed development and outlining the Standards for Approval which would be reviewed and discussed by the Commission during deliberation. Chair Ford opened the hearing to public testimony, allowing Ms. Wolan, who requested the continuance, to speak first. Ms. Wolan expressed concerns about the timeline for the proposed environmental remediation of the site and precautions that would be in place for removal of contaminants. Steve Newlin of Apex Companies which will be handling the remediation process explained environmental tests and research previously done on the property and provided the process and likely timeline for remediation of the site. Matt Otto later provided additional information regarding any possible remediation procedures for the existing building. One additional member of the public spoke with comments including: ● The number of site development allowances. ● Concerns about construction noise and traffic as well as the state of the building in the future. ● Clarification on specific measures that will be taken in consideration of migratory birds. ● Concern regarding how Inclusionary Housing Fund money will be used. Angela Spadoni, of BkL Architecture, provided some additional information regarding measures that will be taken to mitigate harm to migratory birds including fritting on amenity space railing and tinting of building windows. Katriina McGuire, of Thompson Coburn LLP, then made a closing statement. Chairman Ford closed the public hearing portion and asked for comments from the Commission. The Commissioners discussed several items including: Referencing items required by ordinance as public benefits. Clarification on remediation procedures and consideration of additional noticing for Sherman Gardens residents prior to different phases commencing. Location and use of the loading berth. A contingency for loading and parking should the license between the applicant and the CTA become void. The effect of the proposed development on the school district. This also included discussion on how to incorporate determination of potential impact on school districts into the general review process for larger projects. The Commission then reviewed the standards for approval of the Special Use, Rezoning and overall Planned Development project. Commissioner Isaac moved that 547 of 677 APPROVED Page 3 of 4 Plan Commission Minutes 3/22/17 the item be continued so that additional information could be obtained regarding possible effects of the project on the school districts. Due to a lack of a second, the motion failed. Additional discussion occurred regarding addressing the concerns above within the conditions for approval of the planned development Commissioner Lewis made a motion that the proposed planned development meets the established Standards for a Special Use, Map Amendment/Rezoning and Planned Development. Commissioner Dubin seconded the motion. A roll call vote was taken and the motion was approved 6-1. Commissioner Dubin moved to recommend approval of the planned development including conditions as recommended by staff (below) with the added condition that adequate notice is provided to Sherman Gardens residents prior to various phases of demolition and environmental remediation of the subject property. 1. The proposed planned development shall substantially conform to the plans and documents attached to this report. 2. The building residents will not be eligible for residential on-street parking permits in the area. 3. The applicant must agree to a Construction Management Plan (CMP) before issuance of the building permit. 4. Any change in use must be approved as an amendment to the Planned Development. 5. Within one year of the issuance of the final Certificate of Occupancy for the building, the applicant must submit a traffic study analyzing the turning movements at the western access drive including analysis of any traffic incidents adjacent to the site. Based on the analysis of the traffic study, the City reserves the right to restrict movements in or out of the proposed western access drive. 6. Prior to issuance of the Final Certificate of Occupancy, the applicant must submit an approval letter from the Illinois Environmental Agency that any environmental contamination on site has been remedied. 7. The delivery hours for the on-site commercial use are prohibited during 7 AM – 9 AM and 4 PM – 6 PM Monday through Friday. 8. Prior to issuance of the building permit, the applicant must provide an executed copy of the access agreement from the CTA for the use of CTA property adjacent to the railroad tracks. The motion was seconded by Commissioner Pigozzi. A roll call vote was taken and the motion was approved 6-1. Ayes: Brown, Dubin, Ford, Isaac, Pigozzi, Saul Nays: Isaac 548 of 677 APPROVED Page 4 of 4 Plan Commission Minutes 3/22/17 4. PUBLIC COMMENT There was no public comment. 5. ADJOURNMENT Commissioner Saul made a motion to adjourn the meeting. Commissioner Isaac seconded the motion. A voice vote was taken and the motion was approved by voice call 7-0. The meeting was adjourned at 8:55 pm. Respectfully Submitted, Meagan Jones Neighborhood and Land Use Planner Community Development Department 549 of 677 For City Council meeting of June 12, 2017 Item H1 Ordinance 48-O-17: Amending Portions of Title 8, Chapter 14, Drug Paraphernalia Control” For Introduction To: Honorable Mayor and Members of the City Council From: W. Grant Farrar, Corporation Counsel Subject: Ordinance 48-O-17 Amending City Code Section 8-14-2, “Definitions,” and City Code Section 8-14-6, “Penalty,” of Title 8, Chapter 14, “Drug Paraphernalia Control” Date: June 12, 2017 Recommended Action: Administrative Adjudication Officer Sue Brunner recommends adoption of Ordinance 48-O-17 amending City Code Section 8-14-2, “Definitions,” and City Code Section 8-14- 6, “Penalty,” imposing a two hundred dollar ($200.00) fine for violating Title 8, Chapter 14, “Drug Paraphernalia Control.” Livability Benefit: Innovation & Process: Support local government best practices and processes. Summary: Ordinance 48-O-17 amends City Code Section 8-14-6, “Penalty,” to conform to marijuana decriminalization revisions recently adopted by the State of Illinois. The State of Illinois amended 720 ILCS 600/3.5, “Possession of Drug Paraphernalia,” by replaced language stating that drug paraphernalia possession is a misdemeanor punishable by up to a year incarceration. Drug paraphernalia is defined as all equipment, products and materials of any kind which are used, or intended for use, in planting, propagating, cultivating, growing, harvesting, manufacturing, compounding, converting, producing, processing, preparing, testing, analyzing, packaging, repackaging, storing, containing, concealing, injecting, ingesting, inhaling or otherwise introducing into the human body cannabis or a controlled substance in violation of the "Cannabis Control Act" 720 ILCS 550/1 et seq. or the "Illinois Controlled Substances Act" 720 ILCS 570/100 et seq. City Code Section 8-14-2. Revised statute now states that drug paraphernalia possession is a civil law violation punishable by a maximum fine of two hundred dollars ($200.00). City Code Section 8-14-6. Memorandum 550 of 677 This Ordinance also amends Evanston City Code Section 8-14-2, “Definitions,” by amending the definition of “Controlled Substances” to conform to the Illinois Controlled Substance Act, 720 ILCS 570/111 et seq. This Ordinance tracks state language. Adoption of this Ordinance permits drug paraphernalia cases to be heard by the City’s Administrative Adjudication system. Other jurisdictions who have amended include the City of Chicago and Cook County. ------------------------------------------------------------------------------------- Attachment: Ordinance 48-O-17 551 of 677 5/9/2017 48-O-17 AN ORDINANCE Amending City Code Section 8-14-2, “Definitions,” and City Code Section 8-14-6, “Penalty,” of Title 8, Chapter 14, “Drug Paraphernalia Control” NOW BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF EVANSTON, COOK COUNTY, ILLINOIS: SECTION 1: The definition of “Controlled Substances” in Section 8-14-2, “Definitions,” of the Evanston City Code of 2012, as amended, is hereby further amended to read as follows: CONTROLLED SUBSTANCES. A drug, substance, or immediate precursor, or synthetic drug in the schedules of Article II of the "Illinois Controlled Substance Act" 720 ILCS 570/100 et seq. SECTION 2: Section 8-14-6, “Penalty,” of the Evanston City Code of 2012, as amended, is hereby further amended to read as follows: 8-14-6. - PENALTY. Violation of any Section of this Chapter willshall constitute a civil law violation a misdemeanor, which, upon conviction, shall be punishable by a fine of two hundred dollars ($200.00).not less than one hundred dollars ($100.00) nor more than five hundred dollars ($500.00) or by incarceration in a penal institution other than a penitentiary for a period of up to six (6) months, or both a fine and incarcerati on. SECTION 3: The findings and recitals contained herein are declared to be prima facie evidence of the law of the City and shall be received in evidence as provided by the Illinois Complied Statues and the courts of the State of Illinois. SECTION 4: All ordinances or parts of ordinances in conflict herewith are hereby repealed. SECTION 5: This ordinance shall be in full force and effect from and after 552 of 677 48-O-16 ~2~ its passage, approval and publication in the manner provided by law. SECTION 6: If any provision of this ordinance or application thereof to any person or circumstance is ruled unconstitutional or otherwise invalid, such invalidity shall not affect other provisions or applications of this ordinance that can be given effect without the invalid application or provision, and each invalid provision or invalid application of this ordinance is severable. Introduced: _______________, 2017 Adopted: _________________, 2017 Approved: ___________________________, 2017 ________________________________ Stephen H. Hagerty, Mayor Attest: ______________________________ Devon Reid, City Clerk Approved as to form: ________________________________ W. Grant Farrar, Corporation Counsel 553 of 677 For City Council Meeting of June 12, 2017 Item O1 Business of the City by Motion: CNSVB Funding Request For Action To: Honorable Mayor and Members of the City Council From: Martin Lyons, Assistant City Manager/CFO Paul Zalmezak, Economic Development Division Manager Subject: Approval of Funding for 12-month period for Chicago’s North Shore Convention and Visitors Bureau (CNSVB) Date: May 24, 2017 Recommended Action: The Economic Development Committee and staff recommend City Council approve funding for Chicago’s North Shore Convention and Visitors Bureau (CNSCVB) in the amount of $81,174.00 for a period commencing July 1, 2017 through June 30, 2018. Funding Source: Funding will be from the Economic Development Fund’s Partnership Account (Account 100.15.5300.62659). The FY2017 budget allocated $200,000 to this account; to date, $20,750 has been spent from this account. Livability Benefit: Economy and Jobs: retain and expand local businesses Summary: CNSCVB is the certified convention and visitor bureau currently representing Evanston, Glenview, Northbrook, Prospect Heights, Skokie, Wheeling, and Winnetka. The annual budget for the CNSCVB is approximately $1,600,000; Evanston’s contribution is 4.9% percent of the overall budget. The group’s primary mission is to attract group and individual business and leisure travelers to these communities. CNSCVB works closely with the local hotels, the Evanston Chamber of Commerce, Downtown Evanston, the Main Dempster Mile, and other business districts to accomplish this mission. This year’s request is a three percent (3%) increase from last year’s dues, which were $78,810.00. The increase represents the first increase of dues (exclusive of additional new hotel rooms in a municipality) for all members of the CNSCVB since 2009. The attached materials summarize the CNSCVB’s request and provide additional information on the incremental request. Memorandum 554 of 677 Attachments: -CNSCVB Cover Letter and Presentation -CNSCVB Budget 555 of 677 556 of 677 The mission of the Bureau is to strengthen the positive awareness of Evanston and Chicago’s North Shore as a business, meeting, event and visitor destination. Through aggressive sales and marketing initiatives, the CNSCVB promotes Evanston as an outstanding destination for visitors as part of the city’s plans to increase tax revenues and stimulate economic development and growth. 557 of 677 Half of the Bureau’s $1.6 million budget comes from the State of Illinois’ Office of Tourism through a grant program tied by statue to the state’s collection of its 6% hotel tax. The other half is derived from our local member communities: Evanston, Glenview, Winnetka, Northbrook, Prospect Heights, Skokie, Wheeling and Glencoe as well as our private sector business members. 558 of 677 The CNSCVB staff has a broad-based expertise in hospitality sales and marketing. Gina Speckman, Executive Director Kimberly Wright, CMP, Director of Sales Caryn Shulman, Tourism Marketing Manager Jennifer Engel, Manager, Membership and Advertising Johnnice Chew, Manager, Finance and Administration Jackie Sachs, Marketing and Social Media Manager 559 of 677 In 2016, the occupancy rate was flat, 71.2% versus 71.6% in 2015. The average daily rate was up 1.5% from $132.18 to $134.13. The three years prior average increases of 5% each year. However, the addition of a new hotel in the market – the Hyatt Place – added supply to market which was not offset but increase in base demand. The Bureau distributed 348 Direct Group Sales Leads to Evanston hotels representing 20,893 sleeping rooms. Of these leads, CNSCVB reported that 37 leads had been booked from all markets group and leisure representing 5,850 sleeping rooms. 560 of 677 Engaged with prospective group organizers at more than 38 trade shows and industry conferences. Organized 6 sales missions to pre-qualified customers in key business- producing regions. Created 8 familiarization (FAM) or educational tours for prospective customers who have never experienced the hotels or attractions of Evanston. Customized 38 site inspection trips for prospective customers. Raised awareness by advertising in key industry publications, both online and in print. Further boosted exposure for Evanston by developing partnerships with third party meeting planning companies, group travel management companies, and receptive tour operators. 561 of 677 The Bureau budget for our current fiscal year that began July 1, 2016 (FY15) Is $1.6 million. Evanston’s contribution reflects 4.9% of the Bureau’s total budget. With those dollars, the CNSCVB operates a full range of sales and marketing programs to achieve its goals including: Trade Shows Direct Sales Calls Sales Missions E-mail campaigns Website Online Advertising Social Media Posting and Advertising Print Collateral and Advertising Familiarization Trips and Site Inspections Public Relations 562 of 677 563 of 677 For Evanston Hotel Guests 564 of 677 Map of Great Lakes Lighthouses Leisure Consumer ad 565 of 677 Meetings Market ad International Consumer advertising 566 of 677 Pinstripes Bowl Ad – Northwestern/Evanston International Consumer advertising 567 of 677 Regional Advertorial campaign Midwest Living – Content Marketing 568 of 677 2017 Cubs Yearbook 569 of 677 The Chicago Architecture Foundation’s Open House Chicago came to Evanston for the second year in October 2016. In that short time, Evanston as a “neighborhood/area” has become the second most popular area out of the dozens that represent the over 200 Open House Chicago locations in the program. 570 of 677 Ad in Official OHC Program/Chicago Tribune 571 of 677 572 of 677 573 of 677 574 of 677 575 of 677 576 of 677 CTA/Downtown Evanston Main Dempster Mile 577 of 677 578 of 677 The CNSCVB e-newsletter is sent monthly to a dedicated list of over 10,500 highlighting North Shore happenings and events. 579 of 677 Crowdriff, as software program that collects user generated content and makes it available for commercial use has been introduced into the CNSCVB website. New user generated photos tagged to our CNSCVB members are uploaded constantly. Over 30,000 unique visitor pages are accessed each month. www.visitchicagonorthshore.com 580 of 677 Our blog is now weekly! It is available on our website and is also promoted via social media. It also incorporates Crowdriff, user- generated photography. 581 of 677 582 of 677 30+ Religious Conference Meeting Planners Hilton Garden Inn Evanston, February 2017 583 of 677 Our Multi-Media Public Relations Outreach includes: Press Releases distributed electronically and through third party services to gain coverage of Chicago’s North Shore in three major target markets: meetings, group tours and consumer leisure travelers. Host international and national media on tours of the North Shore. Handle more than 300 inquiries per year from local, regional, national and international media outlets. Engage bloggers by various themes (food, culture, family, theatre, outdoor adventure, etc.) to gain exposure on popular blogs. 584 of 677 Brand Update – The Bureau is going through a brand review and update this summer and an update version of our logo and the creative treatment of our brand will be unveiled in September 2017. Visit Widget – A new application that will allow visitors to create an itinerary and map it out by location. 585 of 677 Chicago's North Shore CVB Proposed FY 17 Budget July 1, 2016-June 30, 2017 Annual Budget FY17 Income 1 IOT State Grants 2 LTCB*920,677.00$ 3 International Grant 24,795.00$ 4 Total IOT State Grants 945,472.00$ 5 Local Income 6 City of Evanston 78,810.00$ 7 Village of Skokie 117,567.00$ 8 Village of Northbrook 48,826.00$ 9 Village of Glenview 63,000.00$ 10 Village of Winnetka 6,500.00$ 11 City of Prospect Heights 54,000.00$ 12 Village of Wheeling 66,800.00$ 13 Village of Glencoe 6,500.00$ 14 Northwestern University 25,000.00$ 15 Hotel Membership 76,764.00$ 16 Membership Revenue 62,500.00$ 17 Advertising Revenue 58,000.00$ 18 Misc. Income 45,000.00$ 19 Total Local Income 709,267.00$ 20 Total Income 1,654,739.00$ Expense Meetings Market M/M Advertising 77,000.00$ M/M Fam Tours 23,000.00$ M/M Membership Fees 11,150.00$ M/M Premiums/Printing 12,700.00$ M/M Travel Expense 17,000.00$ M/M Registration, Booth Expenses 72,000.00$ M/M Miscellaneous Expenses 17,150.00$ 21 Total Meetings Market 230,000.00$ Group Tour Market G/T Advertising 18,500.00$ G/T Fam Tours 4,000.00$ G/T Membership Fees 3,000.00$ G/T Premiums/Printing 2,500.00$ G/T Travel Expenses 4,000.00$ G/T Registration, Booth Expenses 18,000.00$ G/T Miscellaneous Expenses 5,000.00$ 22 Total Group Tour Market 65,000.00$ Leisure Market L/M Advertising 298,000.00$ L/M Miscellaneous Expenses -$ 23 Total Leisure Market 298,000.00$ All Markets/Support Items 24 Fulfillment 17,000.00$ 25 Premiums 8,341.00$ 26 Professional Membership 11,250.00$ 27 Print Publications 62,000.00$ 28 Digital/Mobile Marketing 162,779.00$ 29 Total All Market/Support Items 261,370.00$ Staff Salaries & Benefits 30 Staff Salaries 467,528.00$ 31 Employee Benefits 67,407.00$ 32 Payroll Expenses 39,846.00$ 33 Total Staff Salaries & Benefits 574,781.00$ Office/Administrative 34 Conferences 7,000.00$ 35 Travel & Ent 15,000.00$ 36 Rent 36,000.00$ 37 Utilities 13,000.00$ 38 Insurance 7,350.00$ 39 Computer Equipment & Maintenance 30,000.00$ 40 Administrative Expenses 15,500.00$ 41 Professional Fees 11,500.00$ 42 Miscellaneous Expense 30,238.00$ 43 Total Office/Administrative 165,588.00$ 44 Annual Reserve Allocation 60,000.00$ 45 Total Expenses 1,654,739.00$ 46 Net Income -$ 586 of 677 For City Council Meeting of June 12, 2017 Item O2 Business of the City by Motion: Entrepreneurship Support Program Applications For Action To: Honorable Mayor and Members of the City Council From: Martin Lyons, Assistant City Manager/CFO Paul Zalmezak, Economic Development Division Manager Cindy Plante, Economic Development Specialist Subject: Entrepreneurship Support Program Applications Date: June 9, 2017 Recommended Action: Staff and Economic Development Committee recommend approval of financial assistance through the Entrepreneurship Support Program totaling $8,500 for the following Evanston businesses: • Jennifer’s Edibles - $2,500 • Human Success Factors – $2,500 • Defined Edge Crossfit - $3,500 Funding Source: Funding will be from the Economic Development Fund’s Business Retention/Expansion Account (100.15.5300.62662). The approved Fiscal Year 2017 Budget allocated a total of $250,000 for this account. On April 17, 2017, the City Council approved and allocation of $50,000 from the above account to fund the Entrepreneurship Support Program. Livability Benefit: Economy and Jobs: retain and expand local businesses, develop workforce, and expand job opportunities Equity and Empowerment: support poverty prevention and alleviation Background: The Entrepreneurship Support Program was created to provide limited one-time grant assistance to individuals starting or expanding a small business in Evanston. The program guidelines were approved by City Council in April, 2017 after consultation with the Minority, Women, and Evanston-Based Enterprise Committee (M/W/EBE Committee), Sunshine Enterprises, and LEND. The program guidelines provide for up to $1,000 in assistance with City licensing and permitting fees (to be provided by an interfund transfer from the ED fund rather than a fee waiver) and/or up to $2,500 in Memorandum 587 of 677 assistance for qualifying business expenses such as tools, equipment, insurance, professional services, training, certifications, and production space. Applicants must provide three estimates for services to be funded (when possible) and must submit a detailed business plan as part of the application, and poof of either residence in Evanston or a business location in Evanston. Businesses receiving funding through this program are not barred from seeking funding through the Storefront Modernization Program in the event that they open a brick and mortar location in Evanston, though each program must be applied for separately. For more detailed information, please refer to the attached Program Guidelines. Summary: The three applications included here are the first three businesses to apply to the program since the guidelines were adopted in April. The applications and the requests received represent a variety of industries, including foodservice, fitness, and career coaching. The table below provides a summary of these requests, followed by a more summary on each business and application. Business Eligible Expenses Other Total: Permitting Tools/ Equipment Work Space Professional Services Jennifer's Edibles - $2,500 - - - $ 2,500 Human Success Factors - $195 $305 $1,000 $1,000 $ 2,500 Defined Edge Crossfit $1,000 $2,500 - - - $ 3,500 Total: $ 8,500 Jennifer’s Edibles: Jennifer Eason of Jennifer’s Edibles completed the Sunshine Enterprise Community Business Academy program in 2016 and opened a brick and mortar restaurant at 1623 Simpson Street in January of 2017, making her the second program participant to open a brick and mortar business since Community Business Academy came to Evanston. Jennifer’s Edibles offers American and Caribbean menu items to customers on site and for catering orders. Ms. Eason hopes to grow the business by adding Sunday brunch and marketing to local churches. The business owner is requesting funding assistance for the purchase of additional restaurant equipment, including a warmer, refrigerator, steam table, and pans. Ms. Eason has submitted three quotes for the equipment to be funded. The program guidelines call for the inclusion of at least one Evanston-based vendor when possible, but the applicant was unable to identify an Evanston-based seller of commercial kitchen equipment. The estimates provided are summarized below: 588 of 677 Vendor Refrigerator Warmer Steam table Pans Webstaurant.com $800 $444.71 $1039.00 $300 Walmart.com $1712.45 $423 - - kaTom.com $850 - $1,326 $18/ea Human Success Factors: Human Success Factors is a career counseling and coaching business founded in 2016 by Dorothy Mendoza, a human resources professional who also recently completed the Community Business Academy program. Ms. Mendoza is requesting funding to help grow the business by launching a website for the business, purchasing online and print advertising, and hosting career planning workshop. Of the items for which funding is requested, several are for specific products or facilities offered by a single specific vendor, so only one estimate was provided rather than the usual three that would be expected for more fungible goods or services. Item Vendor(s) Quote Annual license to access respondent interest inventory CPP, Inc. Sunyvale, CA $195 Room rental at Levy Senior Center City of Evanston $305 Website hosting, design & domain SquareSpace, Wix, or similar $1000 Advertising Daily Northwestern Facebook $1000 Sharp Edge Crossfit: Owner Netanya Mintz intends to open Defined Edge Crossfit in a long-vacant former garage space at 1324 Dodge Avenue. Although Ms. Mintz is also requesting funding through the Storefront Modernization Program, she is also requesting assistance with expenses not included within the scope of that program, which is permitted under the current program guidelines. In addition to equipment purchases including a rack system and barbells as detailed in the attached business plan and expenses summarized below, the applicant is also requesting fee assistance with City fees including Special Use Permit Application, Business License, and build-out permits and inspections. 589 of 677 Vendor Rack 12 Barbells Rogue Fitness $3,500 $3,300 Again Faster $3,600 $1788 Get RX’d $3,300 - Eleiko - $4,428 Legislative History: The Economic Development Committee voted to recommend funding for these applicants on May 24, 2017 by a vote of 8-0. Attachments: Entrepreneurship Support Program Guidelines Jennifer’s Edibles Application & Business Plan Human Success Factors Application & Business Plan Defined Edge Crossfit Application & Business Plan 590 of 677 Entrepreneurship Support Program Application Instructions & Guidelines 2017 City Manager’s Office Economic Development Division 2100 Ridge Avenue, Evanston, Illinois 60201 847.448.8132 cplante@cityofevanston.org 591 of 677 Program purpose & overview The purpose of the small business support grant program is to assist in the growth of jobs in Evanston through entrepreneurship, helping residents and local business owners to create jobs by starting sustainable small businesses. To that end, this program aims to provide key supports during startup and initial growth stages to local entrepreneurs with viable business models. Funding Source: Projects will be funded through the Economic Development Revenues and any applicable TIF districts. Program expenses must be budgeted by the City each year, and will not carryover from year to year. In addition to required applicant eligibility qualifications, assistance under this Program depends upon availability of funds. Eligibility Criteria Applicants meeting eligibility criteria who are starting or operating a business with a physical location in Evanston are eligible for grant-based assistance through this Program. All applicants must submit a business plan conforming to minimum Program standards* and reasonably demonstrating business viability as determined at the discretion of Program staff. Home-based businesses qualify if the business owner is an Evanston resident. Non-residents are eligible only if operating a business at a physical location in Evanston, and must provide documentation of the business address through ownership, registration, or lease documentation which identifies the applicant specifically. In addition to a business plan, completed applications must include three quotes for each service or expense for which funding assistance is requested, including at least one quote from an Evanston-based provider whenever possible. If granted, assistance will be provided in the form of direct payments made for services or other applicable supports. Applicants will not receive cash payments. *Business plan must include information substantially similar to one of the included references and must demonstrate commercial viability as determined at the discretion of Program staff. Applicants must have no outstanding parking tickets and be current on all fees, taxes, utility bills and debts owed to the City of Evanston. Participation in this Program does not disqualify an applicant or business with a brick-and-mortar location from also participating in the Storefront Modernization Program. Ineligible applicants include: Applicants with one or more outstanding parking tickets or who are not current on fines, fees, taxes, or utility bills due to the City of Evanston Applicants who have received Entrepreneurship Support Program funding from the City of Evanston within the past five years Businesses that are part of a franchise operation with more than 10 locations within or outside of Evanston Churches or other religious organizations 592 of 677 Government offices or agencies Nonprofit organizations Eligible Services Eligible applicants may: I. Request up to $1,000 in assistance with City permitting and licensing needs, including food establishment licenses, general business licenses, building and sign permits, or inspections; and/or II. Request up to $2,500 of small business support grant funding for expenses or services in the following categories: 1. Professional Services (Accounting, tax, insurance, legal) 2. Tools and Equipment (software, hardware, process-specific tools or equipment) 3. Licenses and Certifications 4. Production and Work Space 5. Continued research and development of initial MVPs (minimum viable products) 6. Continuing Education and Key Personnel Development (Classes, workshops, training programs) 7. Professional and Market Networks Program Administration & Application Process Step 1: Submit online application (first Monday of the month). All grant applications must be completed and submitted online: https://cityofevanston.wufoo.com/forms/entrepreneurship-support-program-application/. Applications are considered on a rolling basis throughout the year and must be reviewed by the Economic Development Committee, which meets on the fourth Wednesday of each month. In order to ensure your place on the committee agenda, completed applications must be turned in no later than the second Monday of the month in which review is requested. Complete applications must include: business plan three estimates for each service or purchase to be funded, including one estimate from an Evanston provider whenever possible proof of residency or business location in Evanston 593 of 677 Step 2: Staff application review process (10 business days). Staff will review applications for compliance with eligibility guidelines and scope of work to be funded. LEND will assist with business plan review and assessment. Step 3: Public Review & Approval Process (fourth Wednesday of the month). Staff will submit the completed Entrepreneurship Support Program applications and bids to the Economic Development Committee and City Council for approval. Applicants are encouraged to attend all public meetings during which their applications are being considered. Step 4: Execute a program agreement. Following approval by City Council, successful applicants must sign a Program agreement acknowledging the terms and obligations of their participation. . 594 of 677 5/16/2017 Wufoo · Entry Manager https://cityofevanston.wufoo.com/entries/entrepreneurship-support-program-application/1/2 #3Entrepreneurship Support Program Application Applicant Name *Jennifer Eason Applicant Address *4843 C Elm Stret Skokie, Illinois 60077 United States Applicant Email *jennifer@jennifersediblesinc.com Applicant Phone Number *2247171835 Business Name *Jennifer's Edibles Incorporated Business Address 1623 Simpson Street Evanston, Illinois 60201 United States Please provide a description of your business (500 words max) Jennifer's Edibles Incorporated began as a personal chef and catering service but more recently has expanded into a diner style sit down restaurant. While we continue to provide service to our catering customers, we have a daily menu that offers breakfast, lunch and dinner. We offer a diverse menu which includes American and Caribbean style cuisines. We also offer a variety of dishes from comfort foods to healthier options, including vegetarian or vegan dishes. We pride ourselves on being flexible for our customers to make their food purchases personable and professional. Our restaurant is not like most restaurants in the area. There is a very home style feel to it. Many customers come in for business meetings or just to work on their laptops. We offer free wifi for our customers. We will be extending hours for the summer by staying open until 8pm Monday - Wednesday and until 10pm Thursday - Saturday. We are also planning to open on Sundays during brunch/early dinner hours of 11am - 4pm. The purchase of the equipment we are looking to purchase will be significant for the change of menu items with the seasons. We currently do not have adequate space for our produce, deserts or beverages. We also believe the sandwich warmer is necessary to attract the foot traffic in the area. Thank you for your consideration and the opportunity to help us grow. Services to be funded:Tools/Equipment Do you need financial assistance with City licensing or permitting requirements? No Upload written estimates for the services needed below: Upload business plan (.pdf or .doc) *595 of 677 5/16/2017 Wufoo · Entry Manager https://cityofevanston.wufoo.com/entries/entrepreneurship-support-program-application/2/2 Upload business plan (.pdf or .doc) * jennifereasonbusinessplan.docx.pdf 685.09 KB · PDF Upload proof of residency or business location (lease, utility bill, bank statement, etc.) water_bill.pdf 131.67 KB · PDF "I certify that all of the information contained in this document, all statements, information, and exhibits that I am submitting is true and accurate and to the best of my knowledge. I certify that I have reviewed the Program Guidelines associated with the City of Evanston's Entrepreneurship Support Program." (Type name below for signature). Jennifer Eason Date Monday, May 15, 2017 Created 15 May 2017 6:12:17 PM PUBLIC 162.206.129.41 IP Address 596 of 677 1 Business Name Executive Summary & Business Plan Month, Year Business Plan Jennifer Eason Jennifer’s Edibles 1623 Simpson St. Evanston IL, 60201 (224) 717-1835 JennifersEdibles@yahoo.com 597 of 677 2 Business Name Executive Summary & Business Plan Month, Year Table of Contents I. Professional Experience & Founding History……………………………………3 II. Operating Structure………………………………………………………………...4 III. Market Analysis……………………………………………………………………..5 IV. Marketing Plan………………………………………………………………………6 V. Management…………………………………………………………………………7 VI. Capital Summary and Sourcing……………………………………………………8 VIII. Financial Analysis [Est. Businesses]................................................................9 IX. Future Planning/Ambitions…………………………………………………………11 598 of 677 3 Business Name Executive Summary & Business Plan Month, Year Professional Experience & Founding History I. Please list any and all of your relevant formal qualifications (i.e. business education, degrees, training certifications, LEND or Sunshine Academy engagement): ● Kendall College- Degree in Culinary Arts ● Bank Teller ● Kitchen Manager at Food For Thought- Deerfield, Illinois ● Sunshine Academy- Robin Simmons Training II. Please summarize your personal background and employment record: I have been in the foodservice industry my entire life, beginning in childhood when I worked at my parents’ ice cream shop and grocery store. Following my education at Kendall College, where I graduated with an Associates Degree in Culinary Arts, I worked at Chicken Shack in Evanston. When I was getting ready to settle down and have a family, I moved on to become a bank teller. After my maternity leave, I started working at Halo Company, a distrib utor of promotional products. I made my way from file clerk all the way to office manager. These experiences have given me a deep knowledge of customer service, business planning, and inventory control. I then moved on to manage the kitchen at Food for Thought, a café in Deerfield, IL. My experiences there included designing the menu and crafting seasonal specials, as well as restaurant management and quality control. Unfortunately, during this time my car was stolen and I was forced to quit the job at Food for Thought in favor of a location closer to home. I started managing a gas station in Central Park, then launched Jennifer’s Edibles Catering Company as an additional form of revenue. By 2006, my catering services were a success and I began operating Jennifer’s Edibles full time. III. Briefly describe when, how, and why you formed the company: The motivation for opening a storefront developed from my expanding catering business and my need to find a larger kitchen to cook in. I discovered Uncle Randy’s Jamaican Restaurant was renting space and saw the opportunity to serve her food all day rather than specifically for lunch functions. I am a hard worker, getting up at 5 am every day to prepare meals, and saw the opportunity to bring in additional income from offering breakfast services. Operating Structure 599 of 677 4 Business Name Executive Summary & Business Plan Month, Year I. Please list and describe your present products and services offered, as well as hours and days of operation: Catering ● Services offered: lunch, dinner, special events (corporate, family parties) ● Hours: flexible, depending on the specific orders she receives Storefront ● Services offered: breakfast, lunch, dinner, takeout, and delivery ● Hours: 8 am – 8 pm (note, popular during breakfast and lunch, but not dinner) II. Please detail your pricing structure. Is it variable? (i.e. changing menu or product line) Catering ● Pricing: Jennifer prices by the serving size, offering large portions for catering events, and a flat rate for the family she cooks for each week ● Personal chef rate is $100/mth for 2 meals per week Storefront ● Pricing: Jennifer offers entrees (w/ 2 sides) for $10 each, and dessert for $3 ● Menu: changes each week, with menu published to Facebook III. How do you receive payment? (i.e. What is your system for processing credit cards? Are you cash only? Do you accept checks and, if so, what is the deadline for payment?) - Accept cash and credit. Checks acceptable for catering orders, but needed several days in advance to reserve the order. IV. How does your business model change over the course of the year? Is ther e a consistent customer flow or is there seasonal variation? If so, how do you address seasonal changes? - Most fluctuation throughout the year is related to catering demand; in the holiday winter months, catering orders pick up substantially (i.e. Thanksgi ving and Christmas party dinners). When the weather is nicer, more customers dine -in. However, having only been in operation (officially) since January 2017, it is difficult to predict future trends. - In order to combat this uncertainty, I plan to utilize n ew sales/delivery channels, conduct outreach to Northwestern organizations to market my catering service, and plan to open for Sunday brunch to service 4 churches in the neighborhood. Market Analysis I. What is your intended audience or demographic? Provide the geographic location of 600 of 677 5 Business Name Executive Summary & Business Plan Month, Year your customers and the type of customers you serve: - Food served: Primarily Jamaican cuisine - Intended audience: African American (Jamaican), households in the radius of 1000 m - Target audience predominantly located in a 1000mete r radius (assuming) II. List firms you have identified as primary competitors in your market(s). Identify their strengths and weaknesses, then describe how your company stands out: a. Claire’s Korner: Jamaican Restaurant Strengths: Yelp Verified (4.5 Stars), marginally better priced Weaknesses: Not listed on online delivery portals, b. Emerson Grill: American fast food Strengths: Extremely well priced, Weaknesses: Shabby ambience, not very well heard of c. Hecky’s Barbeque: Barbeque Strengths: Well known in the community, good reviews, competitive pricing Weaknesses: d. Gotta B Crepes: Crepes III. Based on the geographic location of your business and the target demographics listed above, please provide an estimate for the total market size; in other words, how many unique potential customers exist in this space - Two exclusive Jamaican restaurants exist in a 500 m radius showing that there is considerable demand for Jamaican food. Let us assume that these two restaurants have a duopoly in the Jamaican food market space with an equal market share. I serve 1500 customers per month; Hence total potential Jamaican food customers would be anywhere around 3000 per month. IV. Considering the total market size and your primary competitors, estimate what percentage share of the market you currently occupy: - Roughly 50% of the market for Jamaican food. Marketing Plan I. What marketing strategies have you used in the past? Which were most successful? Consider Pricing (discounts, bundles), Promotions, Product (variations to the services 601 of 677 6 Business Name Executive Summary & Business Plan Month, Year offered to keep customers engaged), Placement (where are messages most effective) Facebook- posts menu Instagram- Very active UberEats PostMates GrubHub II. Describe which demographics of the customer base and geographic area you will target with marketing in the future. Where is the greatest need for awareness? - Customers for Jennifer’s Edibles Catering are currently targeted and approached by Jennifer herself, or obtained through referral. She has a consistent client base. For example, some of her repeat customers include a Pharmaceutical Delivery Company (lunches) and Sherman Dodge Car Dealership (sells sandwiches to them) for catering. - For the restaurant, there is a pressing need to bring in more foot traffic. III. What marketing strategies do you plan on pursuing going forward? Continue expanding via social media and advertising products on Postmates in order to reach a broader demographic. Additionally, I plan to target local churches for Sunday brunch via word of mouth and fliers. Management I. Describe your organizational structure. Please include key management roles and a list of employee responsibilities. Current management structure: 3 Chefs and 2 Employees who manage the day to day operations of the restaurant. II. How many employees do you have under contract: part -time and full-time? Each employee works 42 hours a week (6 days, 7 hours per day). I work 72 -80 hours per week. I am also gaining 3 interns who are being paid through an outside service for the summer 602 of 677 7 Business Name Executive Summary & Business Plan Month, Year Capital Summary and Sourcing I. List the major operating equipment that your company owns or le ases (feel free to add more items if required): Item Quantity Age Condition/Description Check One (X) If Owned: Owned Leased Cost 1. Small Cooler X $200 2. Small Refrigerator X $150 3. Full size Refrigerator X $500 4. Chest Freezer X $225 5. Full Size Freezer X $600 6. Fans X $50 7. Bar Stools X $200 8. Coffee Bar X $200 9. Laptop X $400 10. Printer X $150 11. Computer Desk X $100 12. Blender X $100 13. Juicer X $600 14. Coffee Maker X $50 15. Espresso X $50 603 of 677 8 Business Name Executive Summary & Business Plan Month, Year Machine 16. Television X $600 17. Microwave X $300 18. Electric Tea Kettle X $50 19. Stainless Steel Shelving X $500 20. 12 Foot Bench X $250 21. Waffle Maker X $60 22. 4 Slice Toaster X $45 23. 6 Burner Commercial Ranger X $1650 II. Describe your sourcing process for key inputs: List your major suppliers by location, order quantity, frequency of use, and price 604 of 677 9 Business Name Executive Summary & Business Plan Month, Year Financial Analysis (for Established Businesses): I. Operating Statement: Monthly Costs $ Purchases $2976 Gross Wages -- Payroll $1200 Legal Services $0 Utilities/Phone $639 Insurance $138 Taxes $25 Maintenance $0 Rent $900 Equipment $72 Loan Payments $183 Miscellaneous $262 Monthly Revenues Amount ($) Restaurant $7405.01 Catering $1036.30 Total Revenue $8441.31 Net Profit: $1544 II. Provide a Debt Ratio: (monthly housing + monthly debt) / monthly income 190/1394= 14% 605 of 677 10 Business Name Executive Summary & Business Plan Month, Year III. Provide a Housing Ratio: (monthly housing expenses / monthly total income) 140/1394= 10% IV. Please provide the last three months of cash flow transactions (1 -3) and project the rest of the calendar year Months 1-3 are sales records, Months 4-12 are projections 1 2 3 4 5 6 7 8 9 10 11 12 Cash Inflow Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Sales Revenue 6692 5129 9219 8441 8441 8441 8441 8441 8441 8441 8441 8441 Loan Proceeds 0 0 0 0 0 0 0 0 0 0 0 0 Total 6692 5129 9219 8441 8441 8441 8441 8441 8441 8441 8441 8441 Cash Outflow COGS 2506 2191 5659 2976 2976 2976 2976 2976 2976 2976 2976 2976 Gross Wages --- --- --- --- --- --- --- --- --- --- --- --- Payroll Expenses 1200 1200 1200 1590 1590 1590 1590 1590 1590 1590 1590 1590 Outside Services 0 0 0 0 0 0 0 0 0 0 0 0 Acct & Legal 0 0 0 0 0 0 0 0 0 0 0 0 Rent/Lease 800 0 900 900 900 900 900 900 900 900 900 900 Utilities/Phone 843 774 1074 639 639 639 639 639 639 639 639 639 Insurance 138 138 138 138 138 138 138 138 138 138 138 138 Taxes 25 25 25 25 25 25 25 25 25 25 25 25 Repairs & Maint. 846 0 0 0 0 0 0 0 0 0 0 0 Web Maint. 0 0 0 0 0 0 0 0 0 0 0 0 Equipment 44 44 44 72 72 72 72 72 72 72 72 72 Loan Repayment 183 183 183 183 183 183 183 183 183 183 183 183 Misc. 636 194 148 262 262 262 262 262 262 262 262 262 Ending Balance (509) 518 (14) 1544 1544 1544 1544 1544 1544 1544 1544 1544 *Misc: Bank Service Changes, Bus. Apparel, Cleaning Supplies, Automobile and Travel Expenses, and Volunteer Expenses 606 of 677 11 Business Name Executive Summary & Business Plan Month, Year V. Explain any growth rates applied in the projections. How will you attain this growth? Projections are based off of average from November 2016-March 2017. Future Planning/Ambitions I. Do you have any ideas to adapt or modify your service/product offerings to increase sales or expand your business? I would like to expand my business through securing customers from local church es for Sunday brunch. Additionally, I would like to appeal to the Northwestern community through increased advertising on social media. II. If you have outlined a growth plan, describe how you plan to meet an increased demand by growing your labor force? III. Have you explored future options for funding capital and inputs? 607 of 677 12 Business Name Executive Summary & Business Plan Month, Year Entrepreneurship Support Program: Grant Request Service Requested Proposed Vendor Total Price 1. Avantco Refrigeration GDC15 -HC 25 ⅝ inches Black Swing Glass Door Merchandiser Webstaurant.com $800 2. APW Wyott DWCi 14 inches Countertop Merchandising Display Warmer Webstaurant.com $444.71 3. Advance Tabco HF-4G Four Pan Natural Gas Powered Hot Food Table Webstaurant.com $1039.00 4. Full size, half size, and third size steam table pans and covers Webstaurant.com $300.00 Total Requested Grant: $2500.00 608 of 677 609 of 677 610 of 677 611 of 677 612 of 677 613 of 677 614 of 677 615 of 677 616 of 677 617 of 677 618 of 677 619 of 677 5/18/2017 Wufoo · Entry Manager https://cityofevanston.wufoo.com/entries/entrepreneurship-support-program-application/1/2 #2Entrepreneurship Support Program Application Applicant Name *Dorothy Mendoza Applicant Address *2006 Keeney St. Evanston, IL 60202 United States Applicant Email *dvmendoza2012@gmail.com Applicant Phone Number *847-877-9699 Business Name *Human Success Factors Business Address 2006 Keeney St. Evanston, IL 60202 United States Please provide a description of your business (500 words max) Human Success Factors Dori Mendoza - A Certified Career Advisor for You and Your Child (Age 14+) With an evolving career landscape, the myriad of career choices and fierce competition, choosing the right path forward can be a daunting task. As a parent, you want the best for your child and want to help them make the best education and career decisions. Dori is a specialist that provides clients with their top best-fit careers, college majors and/or jobs based on their own strengths/aptitudes, interests, values and personal style preferences. Clients leave the consultation with pride and confidence, and they begin to think more carefully about the activities and tasks they engage in and the types of schools and careers they might enjoy. The consultation minimizes the potential for costly educational expenses and the anxiety of a mismatched career/job. The consultation can be held in person or virtually. Parents are welcome to receive a copy of the reports and join the debrief sessions. In addition, Dori provides general coaching on job search, resume and cover letter writing, interviewing and offer package negotiation. Dori has a twenty-year track record of hiring, developing and advancing clients to new, broader, higher-level or completely different careers. She has a B.S. in psychology with an emphasis in Human Resources development from the University of IL at Urbana as well as several career consulting certifications, a broad professional network and excellent client references. The cost is $650 for the package, which includes two career instruments, comprehensive reports, and 1-2 debrief sessions. Other career coaching services are charged at approximately $200/hour. Payment plans and discounts are available so please just ask. Human Success Factors Dori Mendoza Certified Career and Job Advisor Evanston, Illinois Free consultation 847-877-9699 Services to be funded:Professional Services Do you need financial assistance with City licensing or permitting requirements? No620 of 677 5/18/2017 Wufoo · Entry Manager https://cityofevanston.wufoo.com/entries/entrepreneurship-support-program-application/2/2 licensing or permitting requirements? Upload written estimates for the services needed below: dailynu_ratesinfo_201617local.pdf 3.26 MB · PDF cpp_annual_license_fee_195.docx 68.25 KB · DOCX levy_center_facility_rental_rate_sheet.pdf 62.86 KB · PDF Upload business plan (.pdf or .doc) *humansuccessfactorsbusinessplan.pdf 244.01 KB · PDF Upload proof of residency or business location (lease, utility bill, bank statement, etc.) home_mortgage_statement.pdf 135.62 KB · PDF "I certify that all of the information contained in this document, all statements, information, and exhibits that I am submitting is true and accurate and to the best of my knowledge. I certify that I have reviewed the Program Guidelines associated with the City of Evanston's Entrepreneurship Support Program." (Type name below for signature). Dorothy Mendoza Date Monday, May 15, 2017 Created 15 May 2017 1:47:12 PM PUBLIC 108.71.133.190 IP Address 621 of 677 1 Business Plan Dori Mendoza – Owner & Certified Career Development Consultant Human Success Factors 2006 Keeney St. Evanston, IL 60202 847-877-9699 dvmendoza2012@gmail.com Human Success Factors Executive Summary & Business Plan May, 2017 622 of 677 2 Table of Contents I.Professional Experience & Founding History……………………………………3 II. Operating Structure………………………………………………………………...4 III. Market Analysis……………………………………………………………………..5 IV. Marketing Plan………………………………………………………………………6 V. Management…………………………………………………………………………7 VI. Capital Summary and Sourcing……………………………………………………7 VII.Financial Analysis [Start Ups]...........................................................................8 IX. Future Planning/Ambitions…………………………………………………………11 Human Success Factors Executive Summary & Business Plan May, 2017 623 of 677 3 Professional Experience & Founding History I. Please list any and all of your relevant formal qualifications (i.e. business education, degrees, training certifications, LEND or Sunshine Academy engagement): I have more than twenty years of experience in human resources including hiring, developing and advancing employees. I have a bachelor’s degree in Psychology with emphasis in HR development from the University of Illinois at Urbana. I have completed several MBA courses. I have certifications as a Senior Professional in HR (SPHR) with HRCI, Master Career Counselor with the National Career Development Assoc. and a Career Development Consultant for youth and adults with The Highlands Company and GS Consultants. I have completed the Sunshine Enterprises training program, Community Business Academy. II. Please summarize your personal background and employment record; how did you get to where you are today? Upon graduation from UIUC, I began my career in HR. I was provided with leadership training and promoted several times at CTLGroup, an engineering firm. I was recruited away to Hewitt where I honed my competencies learning from the experts at this premier HR consulting firm. I wanted to continue to expand my experience and was recruited away to Omron, a global manufacturing company where I was responsible for implementing best practices from Corporate in the U.S. to the entities in other countries including Brazil, Mexico and Latin America. My work in employee and leadership development, advancement and retention resulted in Omron winning several awards including "Best Place to Work in Illinois," "101 Best and Brightest Company to Work For in Chicago" and "National Best and Brightest Company to Work For." In 2015, I wanted to fulfill a dream to provide career development consulting to youth and adults. I attained certifications and launched Human Success Factors in 2016. III. Briefly describe when, how, and why you formed the company and its development so far. How did you develop a passion for your current business? It was heart wrenching to see so many people in poor-fit jobs and careers from the HR perspective. When I learned that our high school offered very limited college and career guidance, I researched the best tools to help my own kids. I found other career advisors in the market and I knew I could become one as well. I completed the certifications required to administer the two career instruments and launched Human Success Factors in the summer of 2016. My clients’ reactions including an increase in self-confidence and clarity in college and career direction makes me happy to do this work. Human Success Factors Executive Summary & Business Plan May, 2017 624 of 677 4 Operating Structure I. Please list and describe your present products and services offered, as well as hours and days of operation: I offer career advising including a 2-3 hour debriefs reviewing the client’s results on two instruments – an ability battery and an interest survey. I am able to help my clients discover their natural strengths/aptitudes, interests, personal style and values. I provide them with comprehensive reports including a list of their top best-fit career/job and college major matches. Right now, I am available to provide this service full-time. I am generally available 10 AM – 10 PM daily. II. Please detail your pricing structure. Is it variable? (i.e. changing menu or product line) The package is $650. The package includes the two instruments, reports, and a debrief session. For customers who want to continue coaching following completion of the package, there is an additional 200$ / hour rate. The package is optional and customers may choose to exclusively pay for coaching services ($200/ hour rate). III. How do you receive payment? (i.e. What is your system for processing credit cards? Are you cash only? Do you accept checks and, if so, what is the deadline for payment?) At this moment, I accept cash and checks. At a later time, I would like to set up PayPal or similar for credit card processing. I have the client provide a deposit of $250 up front to cover the cost of the instruments and help ensure they follow through. At the time of the debrief, they pay me the balance. IV. How does your business model change over the course of the year? Is there a consistent customer flow or is there seasonal variation? If so, how do you address seasonal changes? The best time to catch students is over summer break, fall and winter breaks. When I don’t have students, I focus on marketing my services to adult clients. I also offer additional services: job search tips, resume and cover letter writing, interviewing, salary negotiation, and confidence coaching. Human Success Factors Executive Summary & Business Plan May, 2017 625 of 677 5 Market Analysis I. What is your intended audience or demographic? Provide the geographic location of your customers and the type of customers you serve: My target customers are parents of high school students, college students and adults. I have started to market to Evanston but I can provide this service across the U.S. Using Facebook I am able to select high paid parents with teens in the surrounding suburbs, for example. II. List firms you have identified as primary competitors in your market(s). Identify their strengths and weaknesses, then describe how your company stands out: ● Jody Michael and Associates - office in Chicago ○ Maura handles youth career advising ■ has a Bachelor's degree in Fine Arts and varied professional experience. ■ Highest price tag - $500 just for ability battery with access to library ● Ann Brody (Ann Brody and Career Solutions, Inc.)- office in Chicago ○ Masters in Social Work ○ Only offers the ability battery ● Marilyn Fettner (Fettner Career and Life Counseling) in Northbrook ○ Masters in HR and Counseling ○ Varied professional experience but seems more focused on counseling/therapy ● Wilma Nachsin (Life Working) in Evanston ○ Former HR director, PHR certification ○ Certified career coach ○ Only offers myers briggs and strong BUT has called me to ask about my ability battery tool All of my competitors are older in age. I am younger and have a twenty year track record of getting people into jobs, developing them, and helping them to advance to higher roles. My employer Omron has won several awards for my work in this area. I am more flexible with the prices because I don’t have the cost of an office space. I also have a broad network of employers that I could share with my clients. I am also bilingual Spanish and can reach parents my competitors may not be able to. III. Based on the geographic location of your business and the target demographics listed above, please provide an estimate for the total market size; in other words, how many unique potential customers exist in this space? Keep in mind; I can market my services nationally. From the local market, there are thousands of potential customers. Human Success Factors Executive Summary & Business Plan May, 2017 626 of 677 6 IV. Considering the total market size and your primary competitors, estimate what percentage share of the market you currently occupy: With only a few months in existence, the share is small; I need financial help to expand. Marketing Plan I. What marketing strategies have you used in the past? Which were most successful? Consider Pricing (discounts, bundles), Promotions, Product (variations to the services offered to keep customers engaged), Placement (where are messages most effective) I have started to share my services with friends, family and colleagues first. This has been most successful because they know me. Of course, I provided them with discounts. I have started placing advertisements in local newspapers and on Facebook but, because I am out of funds, I could not evaluate their effectiveness. I have posted and left business cards at churches, which has provided 3 clients so far. II. Describe which demographics of the customer base and geographic area you will target with marketing in the future. Where is the greatest need for awareness? I would like to target suburbs with residents who are degreed and have higher median salaries. III. What marketing strategies do you plan on pursuing going forward? ● I would like to try advertising a free one-hour informational to educate potential customers on my services. ● I need to develop a website. ● I need to continue advertising and posting on community boards. ● I will continue efforts to build partnerships with schools, universities etc. ○ Local Evanston Schools ■ Beacon Academy ■ Roycemore School ○ Northwestern University ○ Oakton Community College ○ Other Community Colleges ○ First Northern Credit Union Human Success Factors Executive Summary & Business Plan May, 2017 627 of 677 7 Management I. Describe your organizational structure. Please include key management roles and a list of employee responsibilities. I am the owner and I have no employees right now. II. How many employees do you have under contract: part-time and full-time? None. Capital Summary and Sourcing I. List the major operating equipment that your company owns or leases (feel free to add more items if required): none. Item Quantity Age Condition/Description Check One (X) If Owned: Owned Leased Cost 1. 2. 3. 4. 5. 6. 7. II. Describe your sourcing process for key inputs: List your major suppliers by location, order quantity, frequency of use, and price Ability battery - $65 per student – about 1-2 per month Interest survey - $20 per student – about 1-2 per month Human Success Factors Executive Summary & Business Plan May, 2017 628 of 677 8 Financial Analysis (for Startups): I. Outline all projected costs necessary: Monthly Expenditure Month 1 Month 2 Month 3 Average Mortgage $1,000.00 $1,000.00 $1,000.00 $1,000.00 Automobile $25.00 $25.00 $25.00 $25.00 Utilities $200.00 $200.00 $200.00 $200.00 Food $400.00 $400.00 $400.00 $400.00 Gas $60.00 $60.00 $60.00 $60.00 Other Expenses $235.00 $235.00 $235.00 $235.00 Cost of Running Projects $85.00 $85.00 $85.00 $85.00 TOTAL EXPENSES: -$2,005.00 -$2,005.00 -$2,005.00 -$2,005.00 II. Provide an overview of any outstanding Debt, Loans, or Lines of Credit: 0 III. Based on projected costs, provide a breakeven analysis to estimate the number of customers you need to exceed in order to be profitable on a monthly basis: 1 - 2 IV. Provide a Debt Ratio: (monthly housing + monthly debt) / monthly income 2,005/2,930 = 68% V. Provide a Housing Ratio: (monthly housing expenses / monthly total income) 1,200/2,930 = 41% VI. Explain any growth rates applied in the projections. How will you attain this growth? The website would result in a growth in the number of clients depending on season. During September-Dec, we would see a growth since most of the clients are students and that is the time when they are applying to college and need the most help. It would quiet down during the rest of the year. In the financial model below, the short term would be clients that just take the $650 package and long term is a client that would take the package plus a 1 additional session of 200$. Human Success Factors Executive Summary & Business Plan May, 2017 629 of 677 9 VII. Please provide the last three months of cash flow transactions (1-3) and project the rest of the calendar year. Past: Average Profit = $891.00 January February March April May Number of Projects Short Term 1.00 1.00 1.00 1.00 1.00 Long Term 1.00 0.00 0.00 1.00 1.00 Revenue Short Term Revenue $650.00 $650.00 $650.00 $650.00 $650.00 Long Term Revenue $850.00 $0.00 $0.00 $850.00 $850.00 Survivors Benefit (ChildCare) $1,736 $1,736 $1,736 $1,736 $1,736 Total Revenue $3,236.00 $2,386.00 $2,386.00 $3,236.00 $3,236.00 Costs + Expenses COGS (Rental Equipment Cost) $85.00 $85.00 $85.00 $85.00 $85.00 Personal Expenses $1,920.00 $1,920.00 $1,920.00 $1,920.00 $1,920.00 Total Cost $2,005.00 $2,005.00 $2,005.00 $2,005.00 $2,005.00 Operating Profit $1,231.00 $381.00 $381.00 $1,231.00 $1,231.00 Human Success Factors Executive Summary & Business Plan May, 2017 630 of 677 10 Future: Average Profit: $1562.70 June July August Sep Oc Nov Dec Jan Feb Mar Number of Projects Short Term 1.00 1.00 2.00 2.00 3.00 3.00 3.00 2.00 1.00 1.00 Long Term 0.00 0.00 1.00 1.00 2.00 2.00 2.00 2.00 1.00 1.00 Revenue Short Term Revenue $650.00 $650.00 $1,300. 00 $1,300. 00 $1,950. 00 $1,950. 00 $1,950. 00 $1,300. 00 $650.00 $650. 00 Long Term Revenue $0.00 $0.00 $850.00 $850.00 $1,050. 00 $1,050. 00 $1,050. 00 $1,050. 00 $850.00 $850. 00 Additional Revenue (Subsidy) $1,736 $1,736 $1,736 $1,736 $1,736 $1,736 $1,736 $1,736 $1,736 $868 Total Revenue $2,386.0 0 $2,386. 00 $3,886. 00 $3,886. 00 $4,736. 00 $4,736. 00 $4,736. 00 $4,086. 00 $3,236.0 0 $2,36 8.00 Costs + Expenses COGS (Rental Equipment Cost) $85.00 $85.00 $170.00 $170.00 $255.00 $255.00 $255.00 $170.00 $85.00 $85.0 0 Personal Expenses $1,920.0 0 $1,920. 00 $1,920. 00 $1,920. 00 $1,920. 00 $1,920. 00 $1,920. 00 $1,920. 00 $1,920.0 0 $1,92 0.00 Loan $2,005.0 0 $2,005. 00 $2,090. 00 $2,090. 00 $2,175. 00 $2,175. 00 $2,175. 00 $2,090. 00 $2,005.0 0 $2,00 5.00 Total Cost PROFIT $381 $381 $1,796 $1,796 $2,561 $2,561 $2,561 $1,996 $1,231 $363 Average Percent Change: 75.39% Human Success Factors Executive Summary & Business Plan May, 2017 631 of 677 11 Future Planning/Ambitions I. Do you have any ideas to adapt or modify your service/product offerings to increase sales or expand your business? I have clients who only want certain services which vary in prices: resumes, cover letter, general coaching and training in job search, interviewing, sales negotiation etc. I could also help parents collect data on the universities their child is interested in applying to. I could also use my Spanish to gain parents my competitors may not be able to reach. II. If you have outlined a growth plan, describe how you plan to meet an increased demand by growing your labor force? I could use a clerk to help with scheduling, keeping clients on task, maintenance of client contact data and financial statements. III. Have you explored future options for funding capital and inputs? I would like to apply for a loan with LEND. I could also obtain a job if needed. Human Success Factors Executive Summary & Business Plan May, 2017 632 of 677 12 Entrepreneurship Support Program: Grant Request Service Requested Proposed Vendor Total Price Website Design Assistance SquareSpace ($40 per m *12 = $480) Remaining 500 will be paid to a Web developer from Northwestern/Evanston to design the domain. $ 1000 Advertising (social media, materials) Facebook, Evanston Roundtable, The Daily NU, fliers $1000 Space Rental (for informational sessions) Evanston Community Centers $305 Annual license to access respondent interest inventory reports due 6/6/17 CPP, Inc. $195.00 Total Requested Grant: $2500 Human Success Factors Executive Summary & Business Plan May, 2017 633 of 677 Levy Center Facility Rental hours: Monday- Thursday 5-9pm Friday-Saturday 9am-12am Sunday 9am-11pm Note: Facility Rentals must be a minimum of 2 hours All rentals requires a security deposit equivalent to 1 hour of the room rented Facility Rentals Rooms: Capacity Resident Rate Non-Resident Rate Maple (Auditorium/Gym/Kitchen): 300 ppl $215/ hr $430/ hr Gym Only Rental*: $75/ hr $150/ hr *No set-up required (Basketball or Exercise Class) Linden Room: 88 ppl $70/ hr $140/ hr Locust Room: 48 ppl $55/ hr $110/ hr Craft Rm A: 32 ppl $45/ hr $90/ hr Craft Rm B: 32 ppl $45/ hr $90/ hr Elm Rm: 24 ppl $45/ hr $90/ hr Courtyard: 52 ppl $125/ hr $250/ hr Price includes: Tables, chairs and general set-up At least ½ hour before rental start time for set-up ½ hour after rental end time for clean-up o Clean-up consists of taking with or disposing of any materials the rental group has brought Liquor Rentals: Alcohol Permit Form o $75 Res/ $265 Non-Res for beer & wine o $115 Res/ $340 Non-Res for all alcohol Security Officer o 1 security officer @ $40 per hour Host Liquor Liability Insurance o Coverage for $1,000,000 and names the City of Evanston additionally insured o Please contact Bob Russo below for more information To inquire about rental date availability or any further questions, contact Bob Russo @ 847-448-8283 or rrusso@cityofevanston.org 634 of 677 THIS IS AN ANNUAL LICENSE SO THAT I CAN PURCHASE AND MAINTAIN CLIENT INTEREST INVENTORY REPORTS Dori Mendoza ---------- Forwarded message ---------- From: <noreply@cpp.com> Date: Tue, May 9, 2017 at 9:00 AM Subject: Elevate License Renewal To: dvmendoza2012@gmail.com Dear Dorothy Mendoza, This is a reminder that your annual license for Elevate™ - CPP’s online delivery system - will expire on 6/8/2017. CPP customer number: 504579 Organization name: Human Success Factors Account holder: Dorothy Mendoza Account email: dvmendoza2012@gmail.com License dates: 6/8/2016 – 6/8/2017 Annual Elevate Package License: $195.00 To continue managing all your successful people development initiatives and maintain access to respondent reports, please Renew Now. Thank you, Customer Relations Advisor CPP, Inc. 635 of 677 The Daily Northwestern AN INDEPENDENT PUBLICATION SERVING THE UNIVERSITY AND EVANSTON SINCE 1881 Advertising Rates & Information 2016–2017 PUBLISHED BY STUDENTS PUBLISHING COMPANY 847.491.7206 ads@dailynorthwestern.com636 of 677 • Preferred 3-to-1 over all other sources combined in the NU community • Delivers to more than 60 locations on NU’s Evanston and Chicago campuses, as well as newsboxes in downtown Evanston • Reaches more than 15,000 students, staff, faculty and residents each weekday during the academic year • Print edition publishes Monday through Friday during the academic year • Dailynorthwestern.com publishes year-round 24/7 • the ONLY DAILY newspaper in Evanston • One of the nation’s most respected college newspapers, winning dozens of regional and national awards, including the Pacemaker Award known as the “Pulitzer Prize of college journalism” from the Associated College Press. • Published by Students Publishing Co., Inc., an independent education non-profic (501c3) funded by advertising revenue, book sales and donations, dedicated to producing award-winning content and providing students with real-world journalism and publishing experience • 93% of college students have read the print or online edition of their school paper • On average, students spend 14 minutes reading the print newspaper • 77% of students read or glance at the ads when looking through the newspaper • 65% of students have taken action as a result of looking at advertisements in the print edition of the newspaper • 86% of students who read the newspaper use coupons and promo codes • 82% of students read the online edition of their newspaper in the past 1-3 months • Students rely on their college paper to inform and influence purchasing decisions Did you know? 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Delores Holmes (5th) regarding frequently hearing shots fired in the middle of the night. The Sept. 22 shooting death of Dajae Coleman expedited plans for the buyback program, which is slated to launch sometime in December.Coleman was shot and killed Sept. 22 on Church Street while walking home from a party. The death of the Evanston Township High School freshman has sparked conversations about youth violence A&O Blowout tickets to hit box office Monday Tickets for A&O Blowout will go on sale 10:30 a.m. Monday.Students can buy tickets for the Oct. 12 concert featuring rapper Nas and rock band Young the Giant through the Norris Box Office and its website, the group confirmed Thursday. Tickets will cost $10 for undergraduate students and $15 for graduate students.“We’re hoping to sell out,” A&O spokeswoman Shelly Tan said. “Our goal is always to put on the best show possible.”About 5,000 tickets are available for the show, which will be held at Welsh-Ryan Arena, Tan said. “People should get tickets soon,” Tan said. “They’re only going to be on sale the week before the show.”University President Morton Schapiro announced the line-up for the show on Sept. 24 at the presi-dent’s convocation.“We think the response so far is pretty great,” Tan said.While she hoped all students would appreciate both Nas and Young the Giant, Tan said A&O wanted to bring top artists from two different genres. “We wanted to pick artists who appeal to as many music constituen-cies as possible,” she said.Doors will open for the show at 6:30 p.m. Free shuttles will be pro-vided for students to and from the arena starting at 6 p.m. — Cat Zakrezewski » See GUNS, page 6 Megan White/Daily Senior Staffer dErby Communications senior Alex James (left) plays Cotter Bourbon and Communications sophomore Kyle Sherman (right) plays Ponyboy in “The Derby County Derby.” The production opened Thursday and will run on both Friday, Oct. 5 and Saturday, Oct. 6 at 8 p.m. and 11 p.m. derby days City expedites gun buyback NorrisSheridan RdThe Lakefill University Library Norris Router location Wifi coverage Infographic by Nova Hou/The Daily Northwestern NU finishes lakefill WiFi installation By PaTRick SViTekdaily senior staffer Northwestern has finished installing WiFi service on the Lakefill six months after Associated Student Government pledged $5,000 to fulfill the student-submitted proposal.“This project not only signifies the work and ideas of countless students, but also represents an opportunity for students to enjoy our shared space more frequently,” ASG Vice President Brad Stewart said in a news release.A router near Regenstein Hall anchors the WiFi signal, which extends about 250 yards from the Lakefill’s southern tip to its fire pit. 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THE DAILY NORTHWESTERN is published by Students Publishing Company, Inc., 1999 Campus Drive, Evanston, IL 60208 The Daily Northwestern 847.491.7206 ads@dailynorthwestern.com642 of 677 5/16/2017 Wufoo · Entry Manager https://cityofevanston.wufoo.com/entries/entrepreneurship-support-program-application/1/2 #4Entrepreneurship Support Program Application Applicant Name *Netanya Mintz Applicant Address *1717 Ridge Ave. Apartment 117 Evanston, IL 60201 United States Applicant Email *netanya.mintz@gmail.com Applicant Phone Number *8477361539 Business Name *Sharp Edge, LLC Business Address Please provide a description of your business (500 words max) Sharp Edge, LLC will be a CrossFit gym. The gym will be open from 5am-8pm, and members will attend 1-hour classes led by a coach. Sharp Edge CrossFit will instruct members on how to perform Olympic weightlifting movements (clean and jerk, and snatch), perform gymnastics movements (e.g., ring dips, pull-ups), and maximize their overall fitness. Services to be funded:Tools/Equipment Licenses/certifications Do you need financial assistance with City licensing or permitting requirements? Yes (please specify below): Upload written estimates for the services needed below: special_use_application1.docx 208.76 KB · DOCX fire_permit_plan_review_fees1.docx 90.76 KB · DOCX business_license_application_120520141.docx 1.04 MB · DOCX Upload business plan (.pdf or .doc) *sharpedgecrossfitbusinessplanentrepreneurshipsupportprogra… 377.73 KB · PDF Upload proof of residency or business location (lease, utility bill, bank statement, etc.) xfinity.docx 460.55 KB · DOCX "I certify that all of the information contained in this document, all statements, information, and exhibits that I am Netanya Mintz 643 of 677 5/16/2017 Wufoo · Entry Manager https://cityofevanston.wufoo.com/entries/entrepreneurship-support-program-application/2/2 information, and exhibits that I am submitting is true and accurate and to the best of my knowledge. I certify that I have reviewed the Program Guidelines associated with the City of Evanston's Entrepreneurship Support Program." (Type name below for signature). Date Monday, May 15, 2017 Created 15 May 2017 6:27:39 PM PUBLIC 108.252.128.70 IP Address 644 of 677 1 Business Plan Netanya Mintz Sharp Edge, LLC 1717 Ridge Ave. Unit 117 Evanston, IL 60201 847.736.1539 sharpedgecrossfit@gmail.com Sharp Edge, LLC Executive Summary & Business Plan May, 2017 645 of 677 2 Table of Contents I.Professional Experience & Founding History……………………………………3 II. Operating Structure………………………………………………………………...6 III. Market Analysis……………………………………………………………………..8 IV. Marketing Plan………………………………………………………………………9 V. Management…………………………………………………………………………10 VI. Capital Summary and Sourcing……………………………………………………11 VII.Financial Analysis [Start Ups]...........................................................................11 VIII. Financial Analysis [Est. Businesses]...............................................................N/A IX. Future Planning/Ambitions…………………………………………………………13 Sharp Edge, LLC Executive Summary & Business Plan May, 2017 646 of 677 3 Professional Experience & Founding History I. Please list any and all of your relevant formal qualifications (i.e. business education, degrees, training certifications, LEND or Sunshine Academy engagement): EDUCATION Marquette University Law School, Milwaukee, WI Juris Doctor, 2015 Sports Law Certificate, National Sports Law Institute, 2015 Marquette University Graduate School of Business, Milwaukee, WI Master of Business Administration with emphasis in Sports Business, 2015 Marquette University, Milwaukee, WI Bachelor of Arts in Political Science, 2007 Minor: Philosophy CROSSFIT TRAINING CERTIFICATIONS CrossFit Level-1 Trainer, June 2013-present CrossFit Judges, February 2014-January 2016, February 2017-present CrossFit Weightlifting Trainer, April 2014-present CrossFit Gymnastics Trainer, September 2014-present CrossFit Level-2 Trainer, January 2015-present II. Please summarize your personal background and employment record; how did you get to where you are today? I attended Evanston Township High School and graduated in 2002. I ran track and played basketball throughout high school. During my senior year, after having attended the 2002 Winter Olympics in Salt Lake City, UT., and inspired by the atmosphere, energy, and unity of the Olympic Games, I began what would turn into a ten-year career as an athlete on the US Speedskating Team. I spent the next five years in Milwaukee as a full-time student while training for the Olympics before and after classes. In May, 2004, I began working at Starbucks Coffee Co. In 2005, Starbucks began an Elite Athlete Program designed to sponsor select athletes training at an elite level who were simultaneously employed by Starbucks. I applied to the Program and Starbucks selected me as one of three sponsored athletes. Sharp Edge, LLC Executive Summary & Business Plan May, 2017 647 of 677 4 October, 2005 - I qualified for the Olympic Trials. December, 2005 - I competed in the 2006 Olympic Trials. June, 2007 - Retired from US Speedskating. December, 2007 - Graduated Marquette University. January 2008 - April 2008 - Traveled abroad with the Global Volunteer Network. Upon return to the U.S., I resumed my employment at Starbucks. That summer, Nike hosted a 10k race - The Nike+ Human Race - in 25 cities around the world (including Chicago) on August 28th, 2008, to benefit three global charities. Starbucks partnered with Nike in support of this race and selected me to be their Chicago ambassador. I spent the summer promoting Nike’s race on behalf of Starbucks (and running, a lot). As a result of my successful efforts, Starbucks and Nike flew me to Melbourne, Australia to run the first leg of the Nike+ Human Race on August 28th, and then, in the quickest turnaround ever, flew me to Los Angeles, CA. to run the last leg of the race, also on August 28th, 2008. Spending the summer training for this this race renewed my desire to compete again. So, in September, 2008, I moved to Park City, UT. to train for the Olympics at the Utah Olympic Oval. December, 2009 - I competed in the 2010 Olympic Trials. February, 2011 - I competed on a Winter World Cup Team. The process leading up to the Winter World Cup was a political battle. I had to fight to keep my spot on the Winter World Cup Team despite having earned it at the U.S. Championships the preceding December. I became involved with lawyers and athlete representatives at the U.S. Olympic Committee and fought on behalf of myself and a number of other athletes being unfairly denied by US Speedskating the opportunity to compete and represent our country at an international competition. My victory was a victory for myself, my teammates, and all future US Speedskating athletes. Going forward, no athlete would be denied a spot on an international team if he or she earned a spot according to the international rules, even if he or she did not meet US Speedskating’s standards. This battle proved to be a blessing in disguise. While it forever jaded my outlook on what is really involved in being and becoming an elite athlete, it also motivated me to study law. I retired from competition in the beginning of 2012, and applied to Marquette University Law School. MULS was appealing because it was not only my alma mater, but it has the nation’s leading program in Sports Law. Sharp Edge, LLC Executive Summary & Business Plan May, 2017 648 of 677 5 Halfway through my first year of law school I found CrossFit. I quickly discovered this fitness methodology was rapidly increasing in popularity. For athletes and competitors, CrossFit is designed to constantly challenge your physical and mental strengths. The Reebok CrossFit Games is the Olympics for competitive CrossFitters. CrossFit is a sport. For students (and I mean “students” as people who love to learn, from freshmen in high school to CEOs to stay-at-home moms and dads), to excel at CrossFit requires a daily dose of learning new skills, new movements, new sports. For our grandparents, CrossFit is first and foremost defined as “functional fitness.” People of all ages need to learn how to properly pick something up off the floor, or reach above their heads to put something away - CrossFit teaches that. All CrossFit movements and workouts are scalable and modifiable to anyone’s abilities. The sense of community CrossFit enables is perhaps its strongest feature. The following list is a few examples of potential community activities a CrossFit gym has the opportunity to foster: ● “Throwdowns” - competitions between CrossFit gyms (e.g., Sharp Edge CrossFit vs. CrossFit Etown) ●“Race for _____” - CrossFit gyms often rally behind a member or a cause in order to raise money for something good ●Memorial Day Murph - Every year on Memorial Day, CrossFit gyms around the country workout in memory of a fallen soldier named Murph. It has become a staple in the CrossFit community, raising thousands of dollars each year. ●Intramural sports - Wanna play beach volleyball? Coed basketball? Kickball? CrossFit gyms are natural breeding grounds for people who want to participate in social athletic activities. CrossFit gyms, when done correctly, will foster a community that thrives on supporting each other, and giving back to the community - both the CrossFit community, and the Evanston community. III. Briefly describe when, how, and why you formed the company and its development so far. How did you develop a passion for your current business? I applied to become a CrossFit affiliate in March, 2015. CrossFit approved my application in April, 2015. I’ve spent the last two years looking for the ideal location to open my gym. I went as far as North Carolina, to as close as Skokie. Ultimately, Evanston is undoubtedly the best and smartest choice. Specifically, 1324 Dodge Ave. would be ideal given its proximity to ETHS, Northwestern, downtown Evanston, and neighboring cities like Skokie, Wilmette, and Chicago. Sharp Edge, LLC Executive Summary & Business Plan May, 2017 649 of 677 6 The potential for business growth in Evanston is significant. I formed the LLC in April, 2016, with the intent to find a viable location within a few months. The LLC was renewed April 1, 2017. My passion to coach, teach, and foster a healthy and sustainable life is something that was instilled in me as a child. My grandfather was Mr. Illinois at the age of 59. His mother, my great-grandmother learned to run at the age of 72 (literally, learned how to run), and subsequently ran 11 marathons in her 70s and 80s. She has the world record in the marathon for her age division. My family is the only family in recorded history to have three generations run and complete a marathon together - my great-grandma, grandpa and grandma, and my dad ran the Chicago marathon in the late 1980s. These are my role models. To them I owe credit for my passion for hard work and health. Operating Structure I. Please list and describe your present products and services offered, as well as hours and days of operation: PROJECTED PRODUCTS OFFERED: ● apparel ● supplements PROJECTED SERVICES OFFERED: ● CrossFit classes ● Olympic Weightlifting classes ● Specialty classes (i.e. gymnastics-specific, yoga, etc.) TBD ● Personal Training SAMPLE WEEKLY CLASS SCHEDULE: Monday Tuesday Wednesday Thursday Friday Saturday Sunday 5:00AM - 6:00AM 5:00AM - 6:00AM 5:00AM - 6:00AM 5:0AM - 6:00AM 5:00AM - 6:00AM 7:30AM - 8:30AM 7:30AM - 8:30AM 7:30AM - 8:30AM 7:30AM - 8:30AM 7:30AM - 8:30AM 9:00AM - 10:00AM 9:00AM - 10:00AM Sharp Edge, LLC Executive Summary & Business Plan May, 2017 650 of 677 7 10:00AM - 11:00AM 10:00AM - 11:00AM 12:00PM - 1:00PM 12:00PM - 1:00PM 12:00PM - 1:00PM 12:00PM - 1:00PM 12:00PM - 1:00PM 4:30PM - 5:30PM 4:30PM - 5:30PM 4:30PM - 5:30PM 4:30PM - 5:30PM 4:30PM - 5:30PM 6:00PM - 7:00PM 6:00PM - 7:00PM 6:00PM - 7:00PM 6:00PM - 7:00PM II. Please detail your pricing structure. Is it variable? (i.e. changing menu or product line) MEMBERSHIP OPTIONS: Unlimited membership: $180/month ● month-to-month, no contract Military, Police, Firefighters, and First Responders membership: 10% off unlimited membership ● month-to-month, no contract III. How do you receive payment? (i.e. What is your system for processing credit cards? Are you cash only? Do you accept checks and, if so, what is the deadline for payment?) PushPress - software program designed specifically for CrossFit gyms. Members create an account online and are charged via credit card every month. (www.pushpress.com) IV. How does your business model change over the course of the year? Is there a consistent customer flow or is there seasonal variation? If so, how do you address seasonal changes? I anticipate relatively consistent customer flow, with social media and community events driving any variations. Sharp Edge, LLC Executive Summary & Business Plan May, 2017 651 of 677 8 Market Analysis I. What is your intended audience or demographic? Provide the geographic location of your customers and the type of customers you serve: There is no demographic excluded from my intended audience. Please refer to my description above regarding to whom CrossFit appeals and why. Geographically, I will target Evanston, Skokie, Rogers Park, and Lincolnwood. Areas of potential are Wilmette, Niles, and Morton Grove. II. List firms you have identified as primary competitors in your market(s). Identify their strengths and weaknesses, then describe how your company stands out: CrossFit Etown Etown has been steadily losing members for well over a year due to questionable business practices and a lack of a sense of passion for CrossFit from ownership. Notably, two coaches left CrossFit Etown and started CrossFit Factorial. CrossFit Factorial CrossFit Factorial was built by CrossFit Etown coaches who wanted somewhere to workout after acknowledging irreconcilable differences with Etown ownership. I am under the impression their current location is temporary and are relocating to Skokie in 2017. Sharp Edge CrossFit Sharp Edge CrossFit will stand out significantly for multiple reasons. 1. I have an established positive reputation in multiple local communities having grown up in the area and committed myself to athletics and academics. The communities I am strongly a part of are the CrossFit community, the Skokie community, the Jewish community (even my mom grew up in Skokie - my Jewish roots in this area are deep), and Evanston’s community. As an alum of ETHS and being in such close proximity to the high school, I’m going to take advantage of the opportunity to reestablish my relationship with administration and work closely with them to involve students in CrossFit. My dad went to Northwestern Medical School, and my cousin, Peter Alexander, is a Northwestern alum, and I fully intend to use their connections to Northwestern to draw students to Sharp Edge CrossFit. 2. My personal athletic accomplishments appeal to people. The owners and coaches of the CrossFit affiliates listed above have no significant athletic background. I believe my Sharp Edge, LLC Executive Summary & Business Plan May, 2017 652 of 677 9 participation in three Olympic Trials is a testament to my work ethic, drive, and passion, and stands out in comparison to competing affiliates. 3. My educational accomplishments are unusual in the world of CrossFit affiliate owners. I anticipate and hope people recognize that one of Sharp Edge CrossFit’s strengths and distinguishing factors is that it is built by someone with a combination of passion and intellect. My passion for health and fitness is sculpted by my education, and my education helps to refine my passion into a sustainable business. I realize that I am the basis for the difference between Sharp Edge CrossFit and other local affiliates. I don’t have a smarter business plan - most CrossFit affiliate owners never even write a business plan; the formula is simple. I don’t have a unique program - CrossFit already writes the best program; if there were a better one, I wouldn’t be opening a CrossFit affiliate, I’d be opening some other type of fitness center. In fact, if I claimed to have a better program, it would be dishonest of me and defeat the purpose to label myself a CrossFit gym. Rather, I am the primary difference. As emphasized above, CrossFit is built on community, and recognizing and capitalizing on the value I bring to the community is what will distinguish my affiliate from others. III. Based on the geographic location of your business and the target demographics listed above, please provide an estimate for the total market size; in other words, how many unique potential customers exist in this space? There is a huge market in Evanston ranging from students to the older generations. In addition to Evanston, we can also attract people from Skokie, Wilmette, and Chicago. IV. Considering the total market size and your primary competitors, estimate what percentage share of the market you currently occupy: N/A Marketing Plan I. What marketing strategies have you used in the past? Which were most successful? Consider Pricing (discounts, bundles), Promotions, Product (variations to the services offered to keep customers engaged), Placement (where are messages most effective) N/A Sharp Edge, LLC Executive Summary & Business Plan May, 2017 653 of 677 10 II. Describe which demographics of the customer base and geographic area you will target with marketing in the future. Where is the greatest need for awareness? College students and young professionals. Facebook, Instagram, and other social media platforms will target this demographic. The greatest need for awareness is in the 55+ community. Current trends indicate older generations are curious about CrossFit but unsure where, when, and how to start. III. What marketing strategies do you plan on pursuing going forward? Social media will be my primary form of marketing. Facebook, Instagram, Twitter, and directed social media advertising. CrossFit.com has an Affiliate Finder Map on their website. Every affiliate is pinpointed on the map with a link to the affiliate’s website. It’s the primary tool CrossFitters use when looking for a CrossFit affiliate to join or visit. Management I. Describe your organizational structure. Please include key management roles and a list of employee responsibilities. As of now, there is an owner (myself) and two coaches. In the future, there will be more coaches, but that’s the extent to which the organizational structure will change. Coaches responsibilities are limited to coaching classes and personal training. All other responsibilities will be the owner’s responsibility. II. How many employees do you have under contract: part-time and full-time? Currently, none. I will employ two part-time coaches when the lease is signed. Sharp Edge, LLC Executive Summary & Business Plan May, 2017 654 of 677 11 Capital Summary and Sourcing I. List the major operating equipment that your company owns or leases (feel free to add more items if required): N/A Item Quantity Age Condition/Description Check One (X) If Owned: Owned Leased Cost 1. 2. 3. 4. 5. 6. 7. II. Describe your sourcing process for key inputs: List your major suppliers by location, order quantity, frequency of use, and price Rogue Fitness will supply the bulk of Sharp Edge CrossFit’s equipment. Rogue Fitness is located in Columbus, OH. (www.roguefitness.com) I’ve attached a sample equipment list created by a CrossFit affiliate in Elmhurst for a property similar in size to Sharp Edge CrossFit’s anticipated property. Financial Analysis (for Startups): Outline all projected costs necessary: START UP COSTS Upfit $40,000.00 Sharp Edge, LLC Executive Summary & Business Plan May, 2017 655 of 677 12 Equipment $30,000.00 Electronics (iPads, TV monitors, etc.) $2,000.00 LLC $500.00 LLC Renewal LLC Address $250.00 Change Marketing (Apparel, Misc. Branding, Social $25.00 Media Advertising) $500.00 CrossFit TM $3,000.00 Insurance $2,400.00 Total $77,900.00 Recurring Monthly Costs PushPress software $79.00 PushPress website $127.00 Insurance/month $200.00 Rent/month $4,000.00 Utilities/month $400.00 Coaches $400 Personal Expenses $2,800.00 Total $8,000 I. Provide an overview of any outstanding Debt, Loans, or Lines of Credit: N/A II. Based on projected costs, provide a breakeven analysis to estimate the number of Sharp Edge, LLC Executive Summary & Business Plan May, 2017 656 of 677 13 customers you need to exceed in order to be profitable on a monthly basis. 40-50 customers. III. Cash Flow Statement. A more detailed cash flow statement including all the monthly and recurring costs and income is attached in the excel sheet at the end of this document. IV. Provide a Debt Ratio (monthly housing + monthly debt) / monthly income N/A V. Provide a Houstig Ratio: (monthly housing expenses / monthly total income) N/A Future Planning/Ambitions I. Do you have any ideas to adapt or modify your service/product offerings to increase sales or expand your business? I will constantly be evaluating our programs and specialty classes to determine whether or not they are meeting the needs of the clients. Adding or removing classes based on clients’ demands will be vital to a thriving business. II. If you have outlined a growth plan, describe how you plan to meet an increased demand by growing your labor force? N/A III. Have you explored future options for funding capital and inputs? No. Sharp Edge, LLC Executive Summary & Business Plan May, 2017 657 of 677 14 Entrepreneurship Support Program: Grant Request Service Requested Proposed Vendor Total Price 1. Special Use Permit, Fire Suppression Permit, Evanston Business License Fee, Signage Permit, Demolition Permit City of Evanston $1000 2. Rogue Rig http://www.roguefitness.com/infinity-rig $3,500 3.6 barbells 35lbs http://www.roguefitness.com/weightlifti ng-bars-plates/bars/womens-15kg-bars $1,560 4.6 barbells 45lbs http://www.roguefitness.com/weightlifti ng-bars-plates/bars/mens-20kg-bars $1,740 TOTAL PRICE $7,800 Total Requested Grant: Maximum allowance. Sharp Edge, LLC Executive Summary & Business Plan May, 2017 658 of 677 15 $900 $3,600 $5,400 $6,300 $9,000 $9,900 $12,600 $13,500 $15,300 $16,200 $17,100 $18,000 $127,800 Net Monthly Income -$3,006 -$806 -$2,506 -$3,706 $494 $1,844 $4,544 $2,944 $7,244 $8,094 $8,494 $7,894 $31,528 Sharp Edge, LLC Executive Summary & Business Plan May, 2017 659 of 677 660 of 677 661 of 677 662 of 677 663 of 677 664 of 677 665 of 677 666 of 677 For City Council Meeting of June 12, 2017 Item O3 Business of the City by Motion: Storefront Modernization – Sharp Edge Crossfit For Action To: Honorable Mayor and Members of the City Council From: Martin Lyons, Assistant City Manager/CFO Paul Zalmezak, Economic Development Division Manager Cindy Plante, Economic Development Specialist Subject: Storefront Modernization Program Application for Sharp Edge Crossfit at 1324 Dodge Ave. Date: June 9, 2017 Recommended Action: Staff and Economic Development Committee recommend approval of financial assistance through the Storefront Modernization Program to Sharp Edge Crossfit at 1324 Dodge Ave. in an amount not to exceed $50,000 for interior and exterior renovations. Funding Source: Funding will be from the Economic Development Business District Improvement Account (100.15.5300.65522). The approved Fiscal Year 2017 Budget allocated a total of $350,000 for this account to fund both the Storefront Modernization and Great Merchant Grant programs. To date, $7,789 has been spent from this account, leaving $342,211 available for expenditure. Livability Benefit: Economy and Jobs: retain and expand local businesses Built Environment: enhance public spaces 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. The program was previously known as the façade improvement program, and eligible expenses were limited to street-facing exterior improvements such as windows, doors, signage, painting, and the like. Maximum eligibility amounts for façade projects are determined based on the building’s frontage, with the first 35 feet of linear frontage eligible for a maximum of $10,000; frontage beyond 35 feet increases eligibility by $100 for each additional square foot up to a $30,000 maximum grant. In 2015, the program was expanded to allow for funding of interior improvements such as plumbing, HVAC, and carpentry for businesses located on targeted business corridors in Memorandum 667 of 677 Evanston. Applicants are eligible to receive a forgivable loan of up to 50% of the total qualifying project cost, up to a maximum amount of $50,000. Applicants must obtain three written bids for the renovation work proposed, with at least one of the three bids being provided by an Evanston-based contractor. 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.) Summary: Defined Edge Crossfit has secured a space at 1324 Dodge Avenue in a former auto garage. Owner Netanya Mintz intends to operate as a Crossfit affiliate, providing 1-hour workout sessions to members at the facility throughout the week. The applicant seeks assistance with interior and exterior renovations, including repairs to the existing garage doors, adding showers facilities to the bathrooms, electrical repairs, improved insulation, and overall reconfiguration of the interior space. Based on the scope of work and the estimates submitted and the location of the business on Dodge Avenue, this project is eligible for up to $50,000 in reimbursement on a 50/50 basis. The applicant has submitted three bids for the proposed scope of work, including at least one from an Evanston-based contractor as required under the program guidelines. The estimates provided are summarized below: Estimates Renaissance Realty & Construction PO Box. 6094 Evanston, IL 60204 $67,000 SVI Themed Construction Solutions 6115 Monroe Ct., Morton Grove, IL 60053 $141,009 Tip Top Builders 8255 N. Kimball Ave. Skokie, IL 60076 $116,941 Average: $108,316.67 The average of the three estimates submitted for the renovation work proposed was $108,316.76. There is admittedly a wide range in the total prices quoted by each of the three contractors. The low bid, from Renaissance Realty & Construction was for a narrower scope of work than the other two proposals in that it didn’t include fire alarm equipment, roof repairs, or signage. Inclusion of these items would be expected to bring the total estimate in line with the other two. In either case, any reimbursement would be 50% of the total expenditures submitted or the $50,000 maximum grant, whichever is smaller. 668 of 677 For this reason, staff recommends approval of financial assistance for this project for a total amount not to exceed the maximum of $50,000. Legislative History: The Economic Development Committee voted to recommend funding for this project on May 24, 2017 by a vote of 8-0. Attachments: Storefront Modernization Program Application for Sharp Edge Crossfit 669 of 677 5/17/2017 Wufoo · Entry Manager https://cityofevanston.wufoo.com/entries/2017-storefront-modernization-program/1/3 #222017 Storefront Modernization Program Property Address * 1324-1326 Dodge Ave. Property PIN *10-13-322-042-0000 Year Property was constructed Length of store frontage (feet): *300 Is this property a historic landmark?No Applicant Name: *Netanya Mintz Applicant Address: *1717 Ridge Ave. Apt. 117 Email *netanya.mintz@gmail.com Phone Number (847) 736-1539 Name of business (if applicable):Sharp Edge, LLC Applicant is: *Tenant Name(s) of business(es):Sharp Edge, LLC Business Owner Name(s):Netanya Mintz Date of lease expiration (if applicable): How many years has the business been at this location? 0 Provide a description of the ground floor business(es) at this location (500 words max). Sharp Edge, LLC will be a CrossFit gym. The gym will be open from 5am-8pm. Members will only be permitted to use the gym during specified 1-hour class times, or when a coach is available to supervise. There will be a rig assembled on one side of the gym, and weightlifting platforms on the other side. The rest of the equipment will be "free weight" type equipment, like barbells, plates, kettlebells, dumbbells, and wall balls. Property Owner Name:LaSalle National Bank Trust 129728 Property Owner Address: 708 Church St. Suite 211, Evanston, IL. 60201 Property Owner Phone Number:(847) 328-3330 Property Owner Email:jim@farnsworth-hill.com Is the property currently for sale?No What type(s) of improvements are you planning to make? (check all that apply) * Signage/awnings Doors/windows670 of 677 5/17/2017 Wufoo · Entry Manager https://cityofevanston.wufoo.com/entries/2017-storefront-modernization-program/2/3 planning to make? (check all that apply) *Doors/windows Lighting Painting Other (describe below) 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) * We would like to demolish the wall separating 1324 and 1326, and build a wall splitting 1324 in half, so that Sharp Edge may occupy the entirety of 1326 and half of what is now 1324. We are going to clean up all the wires hanging from the ceiling, and all the leftover remnants (oil tanks, etc.) from the auto shop previously occupying the space. We are going to clean up the bathrooms and install a shower. We are going to fix the 6 garage doors so that they properly open and close, and are insulated for the winter. We are going to fix the lighting and electricity. We are going to construct an office space on the far west side of the building. Provide a narrative of sustainability measures that will be employed in this project (500 words max) Sharp Edge would like to install a water fountain to reduce plastic bottles. Sharp Edge will maintain the small, green backyard, and perhaps plant vegetables and flowers. Any remnants of the auto shop will be disposed of in an environmentally friendly way. 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. secf3.pdf 881.30 KB · PDF secf2.pdf 990.50 KB · PDF secf1.pdf 1.46 MB · PDF Upload 3 contractor estimates for the project(s) being proposed. 1326_dodge_bid_eb17.1505_1.pdf 26.99 KB · PDF 1326_dodge_bid1proposal.pdf 12.79 KB · PDF sharp_edge_1324_dodge_budget.pdf 1.06 MB · 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 Netanya Mintz671 of 677 5/17/2017 Wufoo · Entry Manager https://cityofevanston.wufoo.com/entries/2017-storefront-modernization-program/3/3 "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). * Netanya Mintz Date *Friday, May 12, 2017 Created 15 May 2017 1:30:06 PM PUBLIC 108.252.128.70 IP Address 672 of 677 5/15/2017 IMG_4645.JPG https://mail.google.com/mail/u/0/#inbox/15c0d59e9ad6415c?projector=1 1/1673 of 677 5/15/2017 IMG_4643.JPG https://mail.google.com/mail/u/0/#inbox/15c0d5b4fded1bec?projector=1 1/1674 of 677 675 of 677 Project #:Project Name: Bid Date:Account Exec: SVI Project Manager:Estimator: Contact:Phone:Ext: Company:Sharp Edge Pager:Cell: Address:Fax: E-mail: Client PO: Terms: PROFIT (15%)18,067.00$ OVERHEAD (15%)15,710.00$ Project Management, Supervision, and General Conditions 6,096.00$ Painting 5,500.00$ Signage 2,750.00$ Fire Alarm System 12,628.00$ Framing - Two (2) Bathrooms and Doors 7,552.00$ Electrical 19,800.00$ Pluming - Concret cutting, patching, and plumbing fixtures 19,800.00$ ITEM 15-May-17 Sharp Edge Marc Shellist 1326 Dodge Ave Evanston, IL 60202 Tani Mintz TOTAL OF ALL ELEMENTS:141,009.00$ Mirrors 385.00$ Tile and installation 7,150.00$ 2,493.00$ G.L.I (1.8%) Roofinf and Flashing 3,278.00$ DESCRIPTION PRICE Demolition 19,800.00$ 1108 Dodge Bid EB17.1505.xls 1 of 1676 of 677 NO. LINE ITEM DESCRIPTION 05.15.2017 1 GENERAL CONDITIONS 2,690.28$ 2 PROJECT MANAGEMENT AND SUPERVISION 2,851.70$ 3 DEMOLITION OF MASONRY WALL AND RE CONSTRUCTION OF MASONRY WALL 18,000.00$ 4 FRAMING & DRYWALL (BATHROOMS)4,500.00$ 5 MIRRORS 350.00$ 6 TILE MATERIAL AND INSTALLATION ALLOWANCE 6,500.00$ 7 ELECTRICAL 18,000.00$ 8 PLUMBING, CONCRETE CUTTING & PATCHING 15,000.00$ 9 PLUMBING FIXTURES 3,000.00$ 10 FRAMING AND INSTALLATION OF DOORS 2,366.00$ 11 ROOFING & FLASHING 2,980.00$ 12 FIRE ALARM SYSTEM 11,480.00$ 13 PAINTING 5,000.00$ 14 SIGNAGE 2,500.00$ 15 OVERHEAD (10%)9,521.80$ 16 PROFIT (10%)10,473.98$ 17 G.L.I (1.5%)1,728.21$ 18 SUBTOTAL 116,941.96$ 19 TOTAL COST OF CONSTRUCTION 116,941.96$ Clarifications See attached. Sharp Edge 1326 Dodge Avenue Evanston, Illinois 8255 NORTH KIMBALL AVENUE · SKOKIE, IL 60076-2917 · PHONE: 847.679.5010 · FAX: 847.679.0125 677 of 677