HomeMy WebLinkAbout01.19.16 PacketCITY COUNCIL REGULAR MEETING
CITY OF EVANSTON, ILLINOIS
LORRAINE H. MORTON CIVIC CENTER
COUNCIL CHAMBERS
Tuesday, January 19, 2016
7:00 p.m.
ORDER OF BUSINESS
(I)City Council Roll Call – Begin with Alderman Miller
(II)Mayor Public Announcements
(III)City Manager Public Announcements
(IV)Communications: City Clerk
(V)Citizen Comment
Members of the public are welcome to speak at City Council meetings. As part of the Council
agenda, a period for citizen comments shall be offered at the commencement of each regular
Council meeting. Those wishing to speak should sign their name, address and the agenda item
or topic to be addressed on a designated participation sheet. If there are five or fewer speakers,
fifteen minutes shall be provided for Citizen 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 Citizen
Comment does not exceed forty-five minutes. The business of the City Council shall commence
forty-five minutes after the beginning of Citizen Comment. Aldermen do not respond during
Citizen Comment. Citizen Comment is intended to foster dialogue in a respectful and civil
manner. Citizen comments are requested to be made with these guidelines in mind.
(VI)Special Orders of Business
(VII)Call of the Wards
(Aldermen shall be called upon by the Mayor to announce or provide information
about any Ward or City matter which an Alderman desires to bring before the
Council.) {Council Rule 2.1(10)}
(VIII)Executive Session
(IX)Adjournment
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City Council Agenda January 19, 2016 Page 2 of 2
10/24/2013 6:42 PM
SPECIAL ORDERS OF BUSINESS
(SP1) Nuisance Premises and Rental Registration
Staff recommends to City Council proposed revisions to the nuisance premises
regulations and amendments to implement rental registration. These
recommendations are outlined for discussion for the January 19th City Council
meeting, with introduction of ordinances scheduled for February 8, 2016.
For Discussion
(SP2) Robert Crown Center Fund Raising Feasibility Study
Staff recommends the City Council review the Feasibility Report (Phase I of Fund
Raising Project) from CCS. At the June 15, 2015 City Council meeting, the
Council approved a total contract of $477,500. This report recommends the City
and Library proceed with a fund raising campaign for the Robert Crown
Community Center.
For Discussion
(APP1)For Reappointment
Public Safety Civil Service Commission Dina Berne
For Action
MEETINGS SCHEDULED THROUGH JANUARY 2016
Upcoming Aldermanic Committee Meetings
Wed, Jan 20 6:30 pm M/W/EBE Advisory Committee
Mon, Jan 25 6 pm A&PW, P&D, City Council meetings
Wed, Jan 27 6 pm Transportation/Parking Committee
Wed, Jan 27 7:30 pm Economic Development Committee
Order and agenda items are subject to change.
Information is available about Evanston City Council meetings at: www.cityofevanston.org/citycouncil.
Questions can be directed to the City Manager’s Office at 847-866-2936. The City is committed to
ensuring accessibility for all citizens. If an accommodation is needed to participate in this meeting, please
contact the City Manager’s Office 48 hours in advance so that arrangements can be made for the
accommodation if possible.
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For City Council meeting of January 19, 2016 Item SP1
Ordinance 3-O-16: Nuisance Premise Ordinance Revisions
Ordinance 9-O-16: Rental Registration Ordinance Revisions
For Overview & Discussion
To: Honorable Mayor and Members of the City Council
From: Wally Bobkiewicz, City Manager
W. Grant Farrar, Corporation Counsel
Subject: Discussion Regarding Nuisance Premises and Rental Registration
Date: January 19, 2016
Recommended Action:
Staff recommends to City Council proposed revisions to the nuisance premises
regulations and amendments to implement rental registration. These recommendations
are outlined for discussion for the January 19 th City Council meeting, with introduction of
ordinances scheduled for February 8th.
Funding Source:
n/a
Summary:
The City possesses abundant authority under its Home Rule and Police powers t o
regulate and register residential properties. The proposed code revisions and
subsequent enforcement efforts related thereto will ensure that property owners and
managers are held responsible for their inability to maintain and manage their
properties. The “Neighborhood Integrity Ordinance” (“NIO”), replaces current nuisance
premises regulations, follows best practices, and is legally compliant. Revisions to City
Code Title 5, Chapter 8: “Licensing Rental Residential Buildings” will complement NIO.
To support enforcement, implementation, and citizen engagement efforts, staff
recommends a July 1, 2016 effective date for NIO. Staff recommends a January 1,
2017 effective date for the rental registration Ordinance.
I.Evanston Nuisance Premises Code Language and Legal Overview
In order for a premise to be deemed a nuisance premise, either (1) the premise must
have been the premise where two or more offenses punishable by imprisonment for one
year or more occurs within any six month period; or (2) in a six month period, the
premise is the site of two or more offenses which are state or federal misdemeanors or
specific violations of the Evanston City Code. Some of the following offenses include:
(1) prostitution;
(2) disorderly conduct;
(3) disturbing the peace; and
(4) drug paraphernalia possession.
Memorandum
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A person who owns, manages, or controls a premise has thirty (30) days to implement
the necessary measures to correct the public nuisances on the premises. If the person
maintaining the nuisance premise fails to implement such measures, the City brings an
action to correct the nuisance via the Administrative Adjudication process or in Skokie.
The court may issue an order with mandated corrective actions that must be taken and
the Court will review compliance with an Order of Corrective Action at a later hearing. If
the respondent is found liable of owning, managing or controlling a nuisance premise, a
range of fines based on the severity of the offense on the premises is sought to be
imposed consistent with City Code Section 9-5-4(E).
Enforcement Update
In the fall of 2014, representatives from the Police Department, Health Department, and
Law Department first met in order to review the current ordinance and address
properties which pose as potential nuisance premises. The staff members continue to
meet periodically and members consistently attend seminars and conferences dealing
with the subject matter, and diligently review potential amendments and accompanying
concerns to the current Nuisance Premise Ordinance. In recent months, the City
undertook outreach and enforcement efforts at numerous premises throughout the City.
Properties were evaluated on the basis of substantive calls related to complaints of the
property, with an emphasis to not adversely affect persons with disabilities, racial or
ethnic minorities, or victims of domestic violence.
The City’s Health and Human Services Department provided notice to lan dlords
indicating that the City would conduct a site visit to ensure compliance with property
standards requirements under the City Code. Public health inspectors can conduct
routine, random, unannounced inspections of property not subject to the requirement of
a warrant where consent is obtained. The City complied with the Fourth Amendment
right to privacy and obtained consent to inspect properties. It is the City’s policy,
compliant with state and federal law, to initiate a property standards investigation by
obtaining consent to inspect a property. If the City does not obtain consent from the
landlord or tenant, the City may seek an administrative search warrant from a court with
jurisdiction to investigate a property. This procedure falls in line with the Supreme
Court’s recommended action by government entities seeking to investigate properties.
The Supreme Court in Camara held that a valid and lawful administrative search
requires either consent or a warrant. Camara v. Municipal Court of City and County of
San Francisco, 387 U.S. 523, 532-34 (1967). Absent consent or exigent circumstances,
a municipality must exercise its right to seek a warrant in order to lawfully enter a private
home to conduct a search. Donovan v. Dewey, 101 S. Ct. 2534 (1981); Camara at 529.
“The basic purpose of [the Fourth Amendment] as recognized in countless decisions of
[the Supreme] Court, is to safeguard the privacy and security of individuals against
arbitrary invasions by governmental officials. Camara, 387 U.S. at 528. However, the
Supreme Court has explicitly recognized that “most citizens allow inspections of their
property without a warrant.” Camara at 539. First obtaining consent from an individual
is a best practice for municipalities seeking to conduct an initial investigation of a
property.
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At the time of each inspection site visit, the City ensured that it obtained the tenant’s
consent to inspect the properties. If a landlord did not permit the City inspector to enter
the premises but the tenant consented, the City is permitted to inspect the property
under law. It is universally held that owners do not have the right to prohibit inspections
of individual rental units, as that right is reserved for the occupant of the unit. Chapman
v. Unites States, 365 U.S. 610 (1961). If an occupant consents to an inspection, the
owner cannot refuse such consent. Id.
Survey of Neighboring Municipality Nuisance Premises Ordinances
City of Chicago
The City of Chicago’s “Chronic Illegal Activity Premises” regulations designate a
premise which is the subject of three or more calls for police service on three or more
different days within a ninety (90) day period a Chronic Illegal Activity Premise. The
calls must be either for a case report documenting illegal activity on the premise or for
an enforcement action against a person associated with the premise for illegal activity
within one block or a thousand feet of the premise. The owner of the property may
meet with City staff to discuss the allegations and/or enter into a resolution agreement
with the City. If the property owner fails to meet with the City, the City may institute an
appropriate action with the Administrative Hearings Department or court of competent
jurisdiction. Fines range between $500.00 and $1,000.00 per offense.
Skokie
Skokie’s “Public Nuisances” regulations are triggered when any of the forty-six (46)
potential nuisances is observed on the property. The Village has a Nuisance
Intervention and Prevention (“NIP”) Committee consisting of representatives from
various Village departments. The NIP Committee sets up a preliminary meeting with
the responsible party to discuss information and implement a correction plan to rectify or
prevent actions constituting nuisances. If the NIP Committee and owner of the property
fail to come to a resolution, the NIP Committee can recommend that the Village file a
cause of action in Circuit Court or a violation citation in Administrative Adjudication.
II.Recommended Revisions to the City Code
The current Code language details specific procedures that seek to correct nuisances in
a way that is uniquely tailored for the City. Upon review of surrounding communities,
staff recommends the following revisions which are summarized below. The goals are
to increase compliance, meet the community’s standards for neighborhood integrity,
and regularly engage all stakeholders to prevent nuisances. The Law Department
consulted with various non-profit organizations which focus efforts on fair housing
issues, including the Sargent Shriver National Center on Poverty Law, the American
Civil Liberties Union, and Open Communities.
The recommended revisions increase from 6 months to 12 months the City’s
assessment and enforcement window to proceed against any premises which adversely
affects Neighborhood Integrity.
The Code revisions will prevent unintended consequences for vulnerable tenants,
including survivors of domestic violence and individuals with disabilities, or otherwise
conflict with other applicable fair housing laws. The Federal Fair Housing Act (FHA)
forbids local governments from enacting or enforcing intentionally or unintentionally
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discriminatory housing policies. 24 C.F.R § 100.50 Ordinances that have a disparate
impact on one or more protected groups can violate fair housing law, unless they are
justified because they are necessary to achieve an important municipal objective, which
could not be served another way with a less discriminatory effect. The revisions that
are outlined below balance the interests to address complex and disproportionate City
resource allocation to several properties generating high volume calls for service, while
complying with Constitutional and other statutory rights of tenants and residents. The
suggested Code revisions are:
Nuisance Premises Revisions
The current definition of a nuisance premises is overly broad and encompasses
offenses which do not substantively relate to preventing criminal activity. The 13 listed
offenses better comply with applicable state and federal laws, as well as community
standards. The nuisance definition is revised to state:
A.All premises in the City will be routinely assessed in a reasonable manner to
determine if it is a nuisance premises and/or it adversely affects the integrity of
any City neighborhood.
A nuisance premises is:
Any property upon which two (2) or more criminal offenses identified below are
supported by underlying proof of criminal activity resulting in an arrest in any
twelve 12 month period at the premises. Each arrest shall be individually
identified as a separate and distinct event in the 12 month period.
•First degree murder as defined in 720 ILCS 5/9-1;
•Any kidnapping offense as defined in 720 ILCS 5/10-1 et seq.;
•Any offense involving deadly weapons as defined in 720 ILCS 5/24 et
seq.;
•Possession, manufacture or delivery of controlled substances as defined
in 720 ILCS 570/401 et seq.;
•City Code Section 9-4-3-2, "Limitation On Number Of Dogs";
•City Code Section 9-4-14, "Cruelty To Animals," including animal fighting;
•Section 9-4-17, "Dangerous Dogs",
•Section 9-5-6, "Disturb The Peace",
•Section 9-5-18-4, "Resisting Or Interfering With Police",
•Section 9-5-20, "Noises Prohibited",
•720 ILCS 5/11-14, “Prostitution.”
•2012 International Fire Code Section 107.5 and Section 202,
“Overcrowding,” as adopted by City Code Section 4-4-1.
•2012 International Property Maintenance Code, as adopted by City Code
Section 5-1-1.
Domestic Violence
NIO will not include domestic violence calls in the routine assessment and enforcement
matrix. The revised ordinance will prevent unintended consequences for survivors of
domestic violence, and will state that domestic violence calls are not a “nuisance
premise activity.”
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The State of Illinois recently passed P.A. 99-441 which prohibits units of local
government from penalizing landlords or tenants for emergency calls based on
domestic violence or an individual’s disability. The City already complies with this
statute and continues to comply with this statute. The suggested City Code revisions
incorporate language allowing for single person eviction against the perpetrator.
Property Forfeiture Provision Elimination
The NIO is will ensure the City’s public health and safety concerns are eliminated in
accordance with its lawful Home Rule and police powers. The City will focus on
corrective action requiring the property owner to remove and prevent the nuisance(s).
Property forfeiture is not rationally related to the City’s focus.
III. Residential Licensing
The City currently has a Residential Registration Program for owners of rental
properties. In the City of Evanston, rental properties are approximately (8%) of the
housing stock. Staff recommends Code revisions to complement the “Neighborhood
Integrity Ordinance,” to further reduce criminal activity and improve the safety of
Evanston residents. Additionally, the proposed revisions seek to encourage and
promote positive relationships with landlords. These revisions emphasize the
importance of property management with landlords and ensure that landlords are
responsive to community concerns.
Staff will register and license a satisfactory compliant rental property as a Tier I Rental
Property, while a noncompliant rental property will be registered and licensed as a Tier
II Rental Property. Determination of what constitutes a compliant property is further
detailed in subsection B below. At this point, staff estimates approximately 15% of all
rental properties will fall under and be subject to additional scrutiny as a Tier II licensed
property.
An overview of the rental licensing language follows:
A. The following licensing fee structure is recommended:
Building Type Licensing and Registration
Tier I Rental Properties Tier II Rental Properties
Single-Family $20.00 $100.00
Condominiums $20.00
Apartments with:
2 – 4 Dwelling Units $30.00 $100.00
5 – 12 Dwelling Units $50.00 $300.00
13 – 24 Dwelling Units $100.00 $500.00
25 – 50 Dwelling Units $150.00 $1,000.00
51 – 100 Dwelling
Units
$300.00 $2,000.00
101+ Dwelling Units $500.00 $2,500.00
B. The City will use a grading system to determine whether a premise is a Tier I
Rental Property (rental properties satisfying all City rental licensing
requirements) or a Tier II Rental Property (rental properties failing to satisfy all
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City rental licensing requirements). This system is based upon inspection
results, the history of the premise related to inspections and service calls, and
other equally applied, rational criteria. Tier I Rental Properties will continue to
pay the annual fee and will be inspected on a 4-year basis pursuant to
established City practice. Tier II Rental Properties will pay the annual
registration and licensing fee, and will be inspected on a yearly basis. The
annual inspection will be in addition to as needed inspections and other
service calls to the premises. Tier II Rental Properties will be evaluated on a
periodic basis to determine if they can be reclassified as a Tier I Rental
Property only after sustained improvements are documented.
C. Licensing and registration fees, as well as any additional assessed fines, are
intended to assist in paying for the inspections and other associated
enforcement costs.
D. License suspension, revocation, and non-renewal hearings will be conducted
by the City Manager or his/her designee. This is consistent with hearing
procedures for other City licenses. The grounds for such actions will be
specified in the ordinance.
All residential rental units which are subject to ongoing enforcement actions
or in the process of hearings will be identified by the City in public
communications.
E. Every residential rental unit must be registered and possess a valid license
prior to it being offered for rent in any manner.
F. Any owner or operator of a Tier II Rental Property must make available at the
time of inspection all leases with an Acknowledgement of the City’s
Neighborhood Integrity Ordinance.
G. Upon sale or transfer of ownership of rental property, the license terminates
and the new operator must re-register and obtain a license from the City.
H. All owners or operators of rental properties must post a standard City of
Evanston promulgated weather proof sign showing the name and twenty-four
hour contact number next to front door. City staff will draft and issue this sign
to all owners or operators of rental properties.
I. All owners or operators of Tier II Rental Properties must attend a
Neighborhood Integrity and Community Responsiveness Training course.
This training will focus upon crime prevention, security assessments for
residential rental units, interaction with police to prevent crime, tenant
screening, recognizing gang and drug activity, and other matters. Staff will
develop the curriculum for this program in 2016 for implementation in 2017.
Discussion with the Sargent Shriver National Center on Poverty Law may
result in neutral third party guidance. Failure to correct violations and/or
complete this training course will subject the owner or operator to fines and
other penalties.
J. No owner or operator will evict, threaten to evict, or take other punitive action
against any tenant by reason of good faith calls made by such tenant to any
law enforcement agency relating to criminal activity or suspected criminal
activity, or public safety concerns at the residential rental unit. This shall not
otherwise prohibit a lawful eviction. No person shall make a false report with
the intent to affect the licensing status or inspection schedule of the property.
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Law Department
EVANSTON
January 19, 2016
Overview of Neighborhood Integrity Ordinance
and Rental Property Licensing
W. Grant Farrar
Corporation Counsel
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Law Department
NEIGHBORHOOD INTEGRITY
•New ordinance emphasizes partnerships to prevent
crime and enhance neighborhood integrity.
•13 offenses comply with applicable laws.
•Law Department consulted with Sargent Shriver
National Center on Poverty Law, American Civil
Liberties Union, and Open Communities.
•Focus on corrective action requiring the property
owner to remove and prevent the nuisance(s).
Property forfeiture will no longer be used as it is not
rationally related to the City’s focus .
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Law Department
RENTAL LICENSING
•Rental properties are approximately (8%) of the
housing stock in City.
•2 tiers of rental properties.
•Staff estimates 15% of all rental properties will
fall under and be subject to additional scrutiny
as a Tier II licensed property.
•Licensing system based upon inspection results,
the history of the premise related to inspections
and service calls, and other equally applied,
rational criteria.
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Law Department
RENTAL LICENSING
•Licensing fees and fines will pay for the inspections and other
enforcement costs.
•License suspension, revocation, and non-renewal hearings will be
conducted by the City Manager. Grounds specified in ordinance.
•Every residential rental unit will be registered and possess a valid
license prior to it being offered for rent.
•All Tier II Rental Properties will disclose at inspection all leases that
acknowledge following the City’s NIO.
•All Tier II Rental Property owners must attend a Neighborhood
Integrity and Community Responsiveness Training course.
•City will encourage and promote positive relationships with landlords.
Tier I owners will be subject to regular monitoring and lower licensing
fees.
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Law Department
EFFECTIVE DATES
To support enforcement, implementation, and
citizen engagement efforts, staff recommends a
July 1, 2016 effective date for NIO. Staff
recommends a January 1, 2017 effective date
for the rental licensing Ordinance.
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For City Council Meeting of January 19, 2016 Items SP2
Crown Center Fund Raising Feasibilty Study Results
For Discussion
To: Honorable Mayor and Members of the City Council
From: Martin Lyons, Assistant City Manager/Treasurer
Robert Dorneker, Interim Director Parks, Recreation & Community Services
Karen Danczak Lyons, Library Director
Subject: Robert Crown Center Fund Raising Feasibility Study
Date: January 14, 2016
Recommended action:
Staff recommends the City Council review the Feasibility Report (Phase I of total Fund
Raising Project) from CCS. At the June 15, 2015 City Council meeting, the Council
approved a total contract of $477,500. This report recommends the City and Library
proceed with a fund raising campaign for the Robert Crown Community Center.
Summary:
Attached is the “Campaign Planning Study” for the Robert Crown Community Center.
Representatives of the Robert Crown Committee, staff, and CCS will provide a
presentation summarizing the Planning Study findings at the January 19, 2016 Council
Meeting.
The Campaign Planning Study was conducted to determine the feasibility of raising
funds for the renovation/replacement of the Robert Crown Center. The results of the
Study show that there is sufficient evidence to proceed with a fund raising campaign for
the Robert Crown Center. This evidence was based on more than 50 one on one
interviews as well as over 800 responses to an on-line survey to gauge financial support
for the project.
Memorandum
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The total amount of funds that could be expected from this campaign will vary based on
the amount of large gifts received in the early phases of the campaign. Another key
area of the fund raising campaign will be the naming of specific facilities such as the
main ice rink, gym, library, etc. Given the above, CCS has included the following as
estimates for a fund raising campaign:
•$3.0 - $5.0 Million for gift giving based on the planning study and survey.
•This figure does not include the upward impact of a large gift which could then
produce other large gifts increasing the total amount substantially.
•Capital Naming Opportunities
Naming Category Estimated Minimum Estimated Maximum Avg. Total Possible
Facility 5,000,000$ 10,000,000$ 7,500,000$
Ice Rink/Turf Field/Gym/Library*1,000,000$ 3,000,000$ 10,000,000$
Track/Reading Garden/Lobby 250,000$ 500,000$ 1,125,000$
Other Features 250,000$ 500,000$ 375,000$
(Bleachers/Multipurpose rooms, etc)
Average Total Possible 19,000,000$
*This line could include six different opportunities so the Avg. Total Possible reflects this amount.
It is not likely and probably not advisable to name all other facility/features listed in
the CCS report and staff is not suggesting that a total of $19.0 million in capital
naming revenue is realistic. That being said, as a part of the fund raising
campaign, CCS, community volunteers and staff will be working toward fund raising
efforts that come from basic gift giving, large gifts, and capital naming. Please note
that major gifts could also be made along with a capital naming request, and therefore
there is overlap in the three categories.
Next Steps:
Several major activities need to be accomplished over the next one to two years to be
successful in raising the funds to replace the Robert Crown Center:
1.Fund Raising Campaign
a.12 to 24 months in duration
b.Will require additional marketing materials/visioning documents
2.Creation of 501(c) 3 Corporation to hold funds
a.Staff has already started the creation of bylaws
b.Community input and creation of Board of directors
c.Corporation could be beneficial to future capital funding beyond the Robert
Crown Center
3.Construction and Design
a.Design to begin at Council approved date (target 3rd or 4th Quarter 2016)
b.Construction Nine Months after design is initiated
c.Public input Phase
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4.Operations and Maintenance Costs for future facility defined
a.Define future operating revenues
b.Create escrow/reserve for future maintenance
Based on City Council review, City and Library staff will begin work with CCS on the
above components, bringing issues before the City Council and Library Board for
approval and for critical input as needed and required. Specifically, City and
Library staff will begin work with CCS on the organization of the Fund Raising
Campaign and the structure of a Parks/Library Foundation to administer all funds
being donated. A report will be provided to the City Council and Library Board in April.
Attachments:
CCS Report, December 7, 2015
Council Memo and CCS Approval, June 15, 2015
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Exploring Our Future
A Campaign Planning Study for the
Robert Crown Community Center
Final Report
December 7, 2015
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Table of Contents
Acknowledgements 2
Methodology & Timeline 3
Executive Summary 4
Strategic Conversation Findings 8
Online Survey Findings 26
Observations and Evaluation 32
Recommendations 52
Appendix 75
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report1Table of Contents
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Acknowledgements
CCS is pleased to present this Campaign Planning Study Final Report to the Planning and Advisory Committees
for the Robert Crown Community Center. The City of Evanston’s commitment to the study is a testament to the
City leadership’s dedication to continuous improvement for the benefit of Evanstonians. It has been our privilege
to serve as your partner during an important fundraising planning effort. We hope this report proves to be a
valuable planning tool as the City of Evanston looks toward the future of the Robert Crown Community Center.
We would like to express our sincere appreciation and gratitude for the leadership, guidance and support we have
received throughout the study process. We are grateful to:
Bob Dorneker Melissa Parker Petra Belcher
Stefanie Levine Karen Danczak Lyons Martin Lyons Wynn Shawver
David Hodgman Brian Miller Daniel Stein Michael Tannen Donald Wilson
CCS would like to acknowledge the generosity of the interviewees and online survey respondents who gave their
time and insight to ensure meaningful study results.
The CCS Study Team
Peter Hoskow, Corporate Vice President, Managing Director-Midwest Operations
Travis Carley, Corporate Vice President
Laura Aikens, Corporate Vice President
Brooke Laskin, Associate Director
Mari Fecarotta, Information & Special Projects Coordinator
Kim Dooley, Executive Systems Support Manager
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report2Acknowledgements
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Methodology and Timeline
In late summer, CCS began preparation for a comprehensive Campaign Planning Study to gauge community support for a new
facility at the Robert Crown Community Center site. Specifically, CCS’s engagement was guided by the following objectives:
•Evaluate overall perceptions of the Robert Crown Community Center, Parks and Recreation Department, and Evanston
Public Library
•Test reactions to the proposed case elements and a campaign goal of as much as $20 million
•Assess constituents’ willingness to support the campaign through volunteering or making financial contributions
•Identify individuals willing and able to serve leadership roles
•Reveal obstacles to fundraising success
•Develop an appropriate campaign plan with an achievable fundraising goal and timetable
To achieve our goals and provide strategic recommendations, CCS undertook the following activities:
1.Strategic Conversations: Constituents were identified to be involved in a minimum of 50 interviews. A total of 145 individuals
were invited to participate. CCS engaged in a total of 57 strategic conversations from September 16 through November 20.
2.Online Surveys: An online survey was emailed to a broader group of constituents on November 6, 2015. The 4,755 invitees
included users of the Robert Crown Community Center within the past three years and a selection from Evanston Public
Library’s mailing list. A total of 837 individuals completed the online survey.
3.Philanthropic Landscaping: To further identify fundraising potential in the region, research was conducted on individual and
foundation philanthropy.
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report3
CCS Began Work
August 2015
Strategic Conversations
Began 9/16
Interim Report
Delivered 10/28
Strategic Conversations
Online Surveys
Ended 11/23
Final Report with Recommendations
Delivered 12/7
Methodology and Timeline
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Executive Summary
The data, observations, and recommendations presented in this Campaign Planning Study Final Report are based on 57 strategic
conversations conducted from September 16, 2015 through November 20, 2015, as well as 837 online survey responses received
between November 6, 2015 and November 23, 2015. The results of this study are valuable for planning a potential campaign.
Strategic Conversation Key Findings
•The Robert Crown Community Center is well regarded by interviewees, but is recognized to be in need of physical improvement.
•The most commonly cited strengths of the Robert Crown Community Center was its location and ice access.
•Seventy-three percent of interview respondents reacted either “very positively” or “positively” to the proposed plans at the sit e of the
Robert Crown Community Center.
•Interview respondents prioritized the components of the initiative as follows:
•1). Increased Scope of Facilities* 2). Expanding Current Educational Programming 3). Expanding Fitness/Recreation
Programming
•1). Gym** 2). Ice 3). Library with Reading Courtyard*** 4). Outdoor Turf Fields 5). Ball Diamonds 6). Indoor Track
7). Playground
•Sixty-five percent of interview respondents indicated they are willing to consider making a gift to the initiative.
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report4Executive Summary
*Increased scope of facilities is defined as expanding overall square footage to allow for a library with a reading courtyard , athletic
spaces, educational rooms, offices, bathrooms, locker rooms, storage, etc.
**Gym is defined as a multipurpose indoor space for basketball, volleyball, soccer, taekwondo, gymnastics, etc .
**Percentages represent respondents’ prioritization of the library only, and are not inclusive of a response to a reading cou rtyard.
Note: All 57 interviewees did not respond to every question. Percentages are based on total number of interview respondents.
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Online Survey Key Findings
•Ninety-five percent of online survey respondents feel the programs and services offered at the Robert Crown Community
Center are either “highly valuable” or “valuable.”
•Seventy-four percent of online survey respondents reacted “very positively” or “positively” to the proposed plans for a new
facility. Fifty-eight percent of online survey respondents reacted “very positively” or “positively” to the proposed plans for a
renovation and addition.
•Online survey respondents prioritized the components of the initiative as follows:
•1). Increased Scope of Facilities* and Expanding Current Fitness/Recreation Programming (tied for first place) 3).
Expanding Current Preschool/After School Programming
•1). Ice 2). Gym** 3). Playground 4). Library with Reading Courtyard 5). Indoor Track 6). Ball Diamonds 7).
Outdoor Turf Field 8). Indoor Turf Field
•Forty-seven percent of online survey respondents are willing to consider making a gift to the initiative.
Gift Indications
The combined gift indications from the 29 interview respondents and 717 online survey respondents total between $557,525
and $1,309,078.
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report5Executive Summary
*Increased scope of facilities is defined as expanding overall square footage to allow for a library with a reading courtyard , athletic
spaces, educational rooms, offices, bathrooms, locker rooms, storage, etc.
**Gym is defined as a multipurpose indoor space for basketball, volleyball, soccer, taekwondo, gymnastics, etc .
Note: All 57 interviewees did not respond to every question. Percentages are based on total number of interview respondents.
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Observations and Evaluation
From the study findings, CCS made the following observations:
•While CCS did not uncover gift indications in the 7 or 8-figure range, there is significant upside to campaign potential if such lead gift(s)
can be secured.
•Evanston is a community with civic pride that values the Robert Crown Community Center and the services it provides.
•A reimagined facility has been a long pursued initiative within the community and a significant portion of respondents are willing to help
make the vision a reality.
•The proposed plan is unique in that the vision is reliant on private, philanthropic investment in a tax-supported entity.
•There is a need to articulate and explain the impact and value of the envisioned Robert Crown Community Center.
CCS made the following evaluations of the case for support, campaign leadership, potential prospects, and campaign plan.
•Case: The project should be reflective of the character and culture of Evanston by creating a platform for an improved quality of life
through the legacy of Evanstonian generosity. The added value of a library branch to the site of the Robert Crown Community Center
should be depicted. The urgent need for expanded and improved recreation and athletic facilities should be outlined.
•Leadership: Compared to traditional fundraising efforts, the Robert Crown Community Center is a unique proposal because it has no
existing leadership board. In order to secure community buy-in and instill confidence that the project is moving ahead, key leadership
must extend beyond City leadership and the library board. Strong leaders with a commitment to volunteerism exist in Evanston.
•Prospects and Plan: Great potential exists within the Evanston community, and there is a strong sense that many yet unidentified
prospects exist. A foundation for this initiative needs to be developed and a 501(c)(3) status must be obtained.
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report6Executive Summary
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Recommendations
Based on thoughtful analysis, CCS recommends the following action items for a potential campaign.
1.Approach Top Prospects and Allow Gift Indications to Inform the Project Scope
2.Move Forward with a Campaign with a Working Goal of $3 to $5 Million Beyond any Lead Gifts and City Investment
3.Focus the Case for Support on Community Impact
4.Utilize a Phased Approach that is Targeted and Tailored-Top Down and Inside Out
5.Develop a Campaign Plan with a 12 to 24 Month Timeline and Activity Benchmarks
6.Recruit Campaign Leadership to Commence Planning
7.Establish and Follow a Disciplined Prospect Engagement Process
8.Provide Options for Donor Recognition through Naming Opportunities
9.Develop an Internal Campaign Infrastructure
10.Resource and Staff Campaign Properly
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report7Executive Summary
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Strategic Conversation Findings
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report8Strategic Conversation Findings
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Interviewees
The Planning and Advisory Committees for the Robert Crown Community Center Campaign Planning Study, with
assistance from the CCS team, invited 145 individuals to interview during the planning process. Findings from the strategic
conversations that took place from September 16, 2015 through November 20, 2015 are included in this report.
Note: All 57 interviewees did not respond to every question. Percentages are based on total number of interview
respondents.
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report9Strategic Conversation Findings
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report10Strategic Conversation Findings
Interviewee Background
Sixty-three percent of interview respondents began
their involvement 15+ years ago. A majority of
interview respondents’ involvement with the Robert
Crown Community Center originated from the
following:
•Own use of the facility and programs during their
youth (first generation user)
•Children’s use of the facility and programs
1-5 years
8%
5-10 years
17%
10-15 years
12%15+ years
63%
When did your involvement begin?
Sample Comments
“We used to go to Robert Crown five times a week.
But, it’s maybe been ten years since I was last
there.”
“I grew up in Evanston and have fond memories of
the place. All of my daughters learned how to skate
at Robert Crown.”
“We’re not from here originally, but we enrolled our
kids in taekwondo and skating classes at Robert
Crown after moving to Evanston.”
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report11Strategic Conversation Findings
Interviewee Background
Ninety-four percent of interview respondents were
either “very familiar” or “somewhat familiar” with
the facility and its programs and services. Prior to
receiving the Background Statement and interview
invitation, 70% of interview respondents indicated
they were “very familiar” or “somewhat familiar”
with the proposed plans for the Robert Crown
Community Center.
49%
45%
6%
How familiar are you with the
Robert Crown Community Center?
Very Familiar Somewhat Familiar Little-to-No Familiarity
22%
48%
30%
How familiar were you with the proposed plans?
Very Familiar Somewhat Familiar Little-to-no Familiarity
Sample Comments
“It’s been a point of discussion for over a
decade.”
“I’ve read some articles in the Evanston
Roundtable about the initiative.”
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Overall Perceptions of the
Robert Crown Community Center
Forty-three percent of interview respondents have a
mixed perception when considering both the state of
the facility and its offerings. Interview respondents
indicated the programs and services provided by the
Robert Crown Community Center are highly
valuable; however, significant renovations to the
facility are long overdue.
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report12Strategic Conversation Findings
2%
37%
43%
18%
What is your overall perception of the Robert
Crown Community Center?
Very Positive Positive Mixed Negative
Sample Comments
“It’s like a well-worn coat or shoes.”
“There’s a lot of potential for great things to
happen here.”
“It’s clearly needed and important for the
community.”
“Well-loved, but lacks in comparison to other
facilities.”
“It’s a critical institution to maintain in that part of
Evanston.”
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Strengths and Challenges
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report13Strategic Conversation Findings
Strengths: Robert Crown
Community Center
# of
Respondents
Location 16
Rink Availability 15
Athletic/Programming Options 8
Strengths: Parks and
Recreation / Public Library
# of
Respondents
Programming Options 11
Public Access and Support 8
Library System 8
Challenges # of
Respondents
Funding 25
Facility and Program Quality 12
City Project Competition 10
The most commonly cited strength for the Robert Crown
Community Center was its location. Many interview
respondents indicated that the site serves a diverse cross-
section of the community. The facility offers many
programming options, and it is the only facility in Evanston
offering ice rinks.
Many interview respondents indicated both the Parks and
Recreation Department and Evanston Public Library offer a
range of programs, many of which are affordable. Overall,
interview respondents seem to be impressed with the library
system and the number of parks available for the community.
A large proportion of interview respondents cited resources as
an obstacle for these entities. Interview respondents noted
the state of the facilities and programs lacks in comparison to
surrounding communities, such as Skokie and Wilmette.
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Overall Reaction to Proposed Plans
Seventy-three percent of interview respondents
reacted “very positively” or “positively” to the
proposed plans at the site of the Robert Crown
Community Center.
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report14Strategic Conversation Findings
21%
52%
11%
8%8%
What is your overall reaction to the proposed plans?
Very Positive Positive Mixed Negative Unsure
Sample Comments
“Something has to be done.”
“More community partners could be involved
beyond the library.”
“Two rinks could make Evanston a
destination–a tournament worthy city.”
“It’s an impressive sketch, but can we afford
it?”
“I always wondered why there was no library
branch on the west side of town.”
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Reaction to Case Elements
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report15Strategic Conversation Findings
31%37%
21%
49%32%
41%
Increased Scope of Facilities Expanding Current Educational
Programming
Expanding Current
Fitness/Recreation Programming
Please rate the following components of the initiative:
Very Important Important
Total:
80%
Total:
69%Total:
62%
*Increased scope of facilities is
defined as expanding overall
square footage to allow for a
library with a reading courtyard,
athletic spaces, educational
rooms, offices, bathrooms, locker
rooms, storage, etc.
*
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Reaction to Case Elements
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report16Strategic Conversation Findings
Increased Scope of Facilities
•Eighty percent of interview respondents believe it is
“very important” or
“important” to prioritize
Expanding Current
Educational Programming
•Sixty-nine percent of interview respondents
believe it is “very important”
or “important” to prioritize
Expanding Fitness/Recreation
Programming
•Sixty-two percent of interview respondents believe it is
“very important” or
“important” to prioritize
Sample Comments
“I need to see more information about why these needs exist.”
“I support increasing program offerings, but are any of the proposed programs duplicative of
other community centers?”
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Reaction to Case Elements
Interviewees were asked how they would prioritize the proposed facility features. Total interviewee responses are
shown side-by-side with only those indicating a willingness to make a gift to a campaign for the Robert Crown
Community Center.
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report17Strategic Conversation Findings
37%
67%
41%
30%
18%
7%5%
52%
18%
33%
36%
47%
44%
29%34%
69%
43%
26%
17%
1%1%
46%
14%
34%
37%
31%
37%
14%
Very Important-Total Important-Total Very Important-Willing to Make a Gift Important-Willing to Make a Gift
Gym Ice Library with a
Reading Courtyard
Outdoor Turf
Fields
Ball Diamonds Indoor Track Playground
Total:
48%
Total:
80%
Total:
85%Total:
83%
Total:
74%
Total:
77%
Total:
66%Total:
63%
Total:
65%
Total:
89%
Total:
51%
Total:
38%Total:
34%
Total:
15%
*Gym is defined as a
multipurpose indoor
space for basketball,
volleyball, soccer,
taekwondo,
gymnastics, etc.
**Percentages
represent
respondents’
prioritization of the
library only, and are
not inclusive of a
response to a
reading courtyard.
*
**
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Reaction to Case Elements
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report18Strategic Conversation Findings
Highest Priority
•Gym
•Ice
•Library/Reading Courtyard
Middle Priority
•Outdoor Turf Fields
•Baseball Diamonds
Lowest Priority
•Indoor Track
•Playground
Sample Comments
“A gym is critical to have in that area, we might even need two.”
“More ice would mean our players would get more practice time.”
“There are so many playgrounds in Evanston, and Washington Elementary has one so close.”
“Lighted fields are extremely needed in Evanston.”
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Additional Areas of Need
Improved food and beverage options, beyond typical
concessions, were the most frequently mentioned request.
Interview respondents indicated they would like the concept to
include a lounge area and healthier options.
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report19Strategic Conversation Findings
64%
28%
8%
Are there other areas of need not
addressed in the proposed plan?
Yes No Unsure
Sample Comments
“A pro shop could bring in revenue.”
“During the hockey off season, why not convert the space into
something else?”
“Evanston needs an indoor/outdoor public pool—that would
elevate my interest in this project.”
“Kids need healthy options, parents need a place to hang out
while their kids are playing sports. A café in that area could appeal
to those who don’t even use Robert Crown.”
Other Areas of Need # of Respondents
Café/Lounge Area with Improved Food
Options 16
Swimming Pool 7
Indoor Turf Field/Convertible Indoor Athletic
Space 7
Retail Store 5
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Achievability of Goal
A majority of interview respondents are skeptical about the ability to achieve both proposed private fundraising goals.
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report20Strategic Conversation Findings
27%26%
47%
Is $20 million an achievable
goal?
Yes No Maybe
40%
2%
58%
Is $8 million an achievable goal?
Yes No Maybe
Sample Comments
“For Evanston this an achievable goal, but I’m not
sure about this project.”
“People are already paying taxes and may feel that is
enough of a contribution.”
“Does this include maintenance costs?”
“This is a valuable investment for the City.”
6%
11%
6%
66%
11%
If not, in your opinion, what do you
think is a more achievable goal?
$15 million
$10 million
$5 million
Unsure
Other
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Campaign Timing and Challenges
Fifty-seven percent of interview respondents believe
now is the ideal time to move forward with a campaign
for the Robert Crown Community Center.
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report21Strategic Conversation Findings
57%
10%
33%
Is now the right time to move forward
with a campaign for the Robert Crown
Community Center?
Yes No Maybe
Sample Comments
“There are so many asks right now.”
“Some major campaigns are wrapping up and others
are not yet positioned to begin—so yes.”
“The economy seems to be improving.”
“It’s been talked about for years—why now and will it
even happen?”
Campaign Challenges # of
Respondents
Engaging Donors 24
Project Competition 20
Effective Case 9
Leadership 9
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Personal Involvement
Sixty-five percent of interview
respondents are willing to make
a gift to a campaign for the
Robert Crown Community
Center.
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report22Strategic Conversation Findings
65%
49%
26%22%20%
14%
72%
42%
34%36%
16%18%
Making a Gift Opening
Doors
Soliciting
Gifts
Serving on a
Committee
Hosting a
Reception
Serving as a
Leader
In this campaign, would you be willing to consider the
following?
Robert Crown Community Center Campaign CCS Benchmark
Sample Comments
“My kids no longer use
Robert Crown, but I see the
value of the place and am
willing to support it.”
“Once some of my current
volunteer roles ends, I’d be
willing to help out in any way I
can.”
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Potential Gifts
Commemorative and memorial opportunities could
be well-received in the community, but
Evanstonians will ultimately make a gift based on
an effective case.
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report23Strategic Conversation Findings
95%
5%
Do you believe donors would be
interested in possible
commemorative or memorial
opportunities?
Yes Maybe
76%
24%
0%0%
If you were to consider a gift to the
Robert Crown Community Center, what
is most important to you?
Project/Case Impact of Gift
Person Who is Asking Recognition
Sample Comments
“I sometimes give anonymously, but a lot of
people like to receive recognition.”
“Name everything if you can. Bricks, parking
spots, benches…”
“Recognition is nice to receive, but I make gifts
based on my personal interests and beliefs. I
need to believe in the cause.”
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Potential Gifts
The Robert Crown Community Center falls low in
relation to a majority of interview respondents’ other
philanthropic priorities; however, it is important to note
this philanthropic opportunity is a novel concept.
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report24Strategic Conversation Findings
16%16%
40%
16%
12%
Where do you see the Robert Crown
Community Center fitting in your
philanthropic priorities?
High Middle Low Unsure N/A
Sample Comment
“My passions are elsewhere–social services,
youth development, and education.”
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Potential Gift Range
Thirty-five of the 57 total interviewees indicated they would
be willing to consider making a gift to the campaign. Twenty-
nine of these 35 respondents indicated the amount of the gift
they would consider making to a campaign for the Robert
Crown Community Center. A total of 717 online survey
respondents indicated the gift level that would be within their
capabilities over a five-year period.
The combined indications from the 29 interview respondents
and 717 online survey respondents are shown in the Table of
Gift Indications. The high and low-range for each indication is
included.
The potential gift range at present is based off of two sets:
1. Strategic Conversation Invitees
2. Online Survey Invitees
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report25Total Gift Indications
Table of Gift Indications: Strategic Conversations and Online Survey
Gift Ranges Low
Indication #
Low
Indication $
High
Indication $
High
Indication #
$100,000+1 $100,000 $200,000 2
$50,000+1 $50,000 $149,999 2
$25,000+--$55,000 2
$10,000+14 $160,000 $140,000 13
$5,000+17 $85,000 $144,989 18
$1,000+80 $86,000 $383,426 80
Below
$1,000
633 $76,525 $235,664 629
Totals 746 $557,525 $1,309,078 746
145
•Number of Strategic Conversation Invitees
57 •Number of Strategic Conversations
65%•% Willing to Give
29 •Number of Indications with Amounts
4,755 •Number of Online Survey Invitees
837 •Number of Completed Responses
47%•% Willing to Give
717 •Number of Indications with Amounts
Top Campaign Challenges # of
Respondents
Effective Case 30
Philanthropic Competition 26
Leadership 9
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Online Survey Findings
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report26Online Survey Findings
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report27Online Survey Findings
Online Survey Overview
On November 6, a 12-question online survey was
sent via email to 4,755 constituents possessing a
relationship with the Evanston Public Library
and/or the Robert Crown Community Center. From
the number of the total invitations sent, 4,536 were
successfully delivered.
By November 23, CCS received a total of 837
completed responses, amassing a response rate
of 18.45%. This response rate is high compared to
other online survey response rates received by
CCS, indicating a very engaged constituency. Of
the 837 completed responses, 107 respondents
requested to have someone follow up with them
regarding their feedback.
Statistical Summary:
Respondents’ Relationships with the Initiative
I am a user of the programs/services at the
Robert Crown Community Center.28%
I am a former user of the programs/services
at the Robert Crown Community Center.22%
My child is a user of the programs/services
at the Robert Crown Community Center.50%
My child is a former user of the
programs/services at the Robert Crown
Community Center.
32%
I live within 1 mile of the Robert Crown
Community Center.33%
I am a library member.68%
I am a library donor. 20%
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report28Online Survey Findings
Online Survey Findings Summary
In general, the results of the online surveys affirm the findings of the interviews.
•Ninety-five percent of the online survey respondents feel the programs and services offered at the Robert Crown
Community Center are either “highly valuable” or “valuable.” Although many interview respondents had “mixed”
overall perceptions of the Robert Crown Community Center due to the state of the facility, they had a positive
perception of the programs and services offered there.
•A majority of interview respondents and online survey respondents had an overall “very positive” or “positive”
reaction to the proposed plans. Seventy-four percent of online survey respondents reacted “very positively” or
“positively” to the proposed plans for a new facility. Fifty-eight percent of online survey respondents reacted
“very positively” or “positively” to the proposed plans for a renovation and addition.
•When asked to evaluate the importance of each aspect proposed for the plan, a majority of online survey
respondents and interview respondents cited ice rinks, a gym, and a library/reading courtyard within the top four
case elements.
•Seventy-one percent of online survey respondents believe now is the right time to move forward with a
campaign for private investment.
Variance occurs largely at the importance of the other aspects proposed for the plan.
•Seventy-four percent of online survey respondents cited the playground as being “very important” or “important” to
include compared to 34% of interview respondents.
•Seventy percent of online survey respondents cited the indoor track as being “very important” or important” to
included compared to 51% of interview respondents.
New data was captured on the importance of outdoor versus indoor turf.
•Fifty-nine percent of online survey respondents cited an outdoor turf field as “very important” or “important,”
compared to 49% citing the same for an indoor turf field.
Full results of the online surveys can be found in the appendix.
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report29Online Survey Findings
Reaction to Case Elements
64%
44%39%39%32%29%28%18%
24%
40%
35%32%38%36%31%
31%
Ice Gym Playground Library with
Reading
Courtyard
Indoor Track Ball
Diamonds
Outdoor Turf
Field
Indoor Turf
Field
Please evaluate the importance of each aspect:
Very Important Important
Total:
88%Total:
84%
Total:
74%Total:
71%Total:
70%Total:
65%Total:
59%
Total:
49%
*Gym is defined as
a multipurpose
indoor space for
basketball,
volleyball, soccer,
taekwondo,
gymnastics, etc.
*
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report30Online Survey Findings
Reaction to Case Elements
Total:
84%
Total:
84%
Total:
68%
50%46%
36%
34%38%
32%
Increased Scope of Facilities Expanding Current
Fitness/Recreation Programming
Expanding Current Preschool/After
School Programming
Please evaluate the importance of each aspect:
Very Important Important
*Increased scope of facilities is
defined as expanding overall
square footage to allow for a
library with a reading courtyard,
athletic spaces, educational
rooms, offices, bathrooms, locker
rooms, storage, etc.
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report31Online Survey Findings
Willingness to Support a Campaign
Of the 837 individuals who participated in the online survey, 390 indicated they would consider making a gift to the
campaign. Seven-hundred and seventeen online survey respondents then indicated the gift level that would be within
their capabilities over a five-year period. Seven indications are $10,000+ and 11 indications are $5,000 -$9,999. A
majority of indications fall in the range of $100 -$599. The total of the 717 indications is $274,225 to $780,030.
47%
25%
20%
40%
33%35%
Making a Gift/Pledge Volunteering
If the Robert Crown Community Center
embarked on a campaign, would you be
interested in:
Yes No Maybe
4,755 •Number of Online Survey Invitees
837 •Number of Completed Responses
47%•% Willing to Give
717 •Number of Indications with
Amounts
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Observations and Evaluation
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report32Observations and Evaluation
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Observations
CCS assessed the potential for a campaign for the Robert Crown Community Center by undertaking a thorough
analysis of the key observations from the strategic conversations and the online surveys. Thoughtful analysis of the
study findings reveals the following key observations:
Outlying leadership gifts will inform the scope of the project and influence the campaign significantly.
•CCS provided engagement opportunities for 4,900 individuals throughout the course of the study. Of these 4,900
invitees, CCS received 746 indications. While CCS did not uncover gift indications in the 7 or 8-figure range,
there is significant upside to campaign potential if such lead gift(s) can be secured . These gifts will influence the
overall campaign goal.
Evanston is a vibrant, tight knit community with civic pride that values the Robert Crown Community
Center and the services it provides to the community.
•Ninety-five percent of online survey respondents indicated they feel the programs and services offered at the
Robert Crown Community Center are either “highly valuable” or “valuable.” A great proportion of total study
respondents indicated they feel the Robert Crown Community Center and its offerings are community assets, but
the state of the facility does not reflect the character and culture of Evanston.
A facility renovation has been a long pursued initiative within the community and a significant portion of
respondents are willing to help make the vision a reality.
•If a campaign is to proceed, now is the time. Community support is present, as CCS received 746 gift indications
totaling between $557,525 and $1,309,078. The 29 total indications from the interview respondents are between
$283,300 and $529,048. The 717 total indications from the online survey respondents are between $274,225 -
$780,030. Respondents pointed out discussions around renovating the Robert Crown Community Center have
been present for over a decade.
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report33Observations
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Observations
The proposed plan is unique in that the vision is reliant on private, philanthropic investment in a tax -
supported entity.
•Numerous respondents questioned why the community should support the proposed entity beyond their tax
contributions. The full funding composition of the initiative, as well as the development of a foundation, will be
important to highlight in a campaign. The discussed $12.5 million combined investment from the City and
Evanston Public Library paired with the Robert Crown Community Center’s philanthropic roots will offer a
foundation for Evanston to continue the legacy of community philanthropy.
There is a need to articulate and explain the impact and value of the envisioned Robert Crown Community
Center.
•Seventy-six percent of interview respondents cited the “project/case” as the most important influencer in
determining if they will make a gift to a campaign. Forty percent of interview respondents indicated the initiative for
the Robert Crown Community Center is positioned “low” in their overall philanthropic priorities. CCS believes
prospects’ interests could be elevated if the case for support is refined to further explain the community impact of
the initiative. Numerous respondents indicated an interest in knowing more detailed user statistics when asked
which facility elements should be prioritized. Respondents also consistently wanted to know how the proposed
offerings might overlap or compete with other services in the community.
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report34Observations
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Case: A well-defined and compelling rationale
behind the request for financial support
Leadership: The availability of influential
leaders, or trustworthy advocates, who will make
an early financial commitment, solicit support
from others, as well as give their time for
meetings and other campaign-related activities
Prospects: A sufficient number of prospective
donors, or people with an interest in the case or
at the very least, a general interest in Robert
Crown Community Center and Evanston Public
Library and who can be approached for their
support
Plan: An organized and strategic fundraising
plan which, when followed carefully, will result in
a successful campaign
Institutional Readiness: The likeliness of a
campaign to succeed depends on the
combination of the campaign’s infrastructure,
strength of the case for support, influential
leadership, sufficient prospects, and a strategic
plan
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report35Evaluation
CASE LEADERSHIP
PROSPECTS PLAN
The evaluation of study findings provides the
framework for recommendations developed by
CCS. The process entails weighing the responses
received during the study against what
experience shows is necessary for planning a
successful campaign.
The findings were used to determine the best
course of action for strengthening each of the
following elements CCS considers essential for a
successful fundraising campaign:
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Review: Case
Based on responses received throughout the study, it is CCS’s evaluation that the case for improvements to the Robert Crown
Community Center, as outlined in the Background Statement, received positive reactions from interviewees. However, a
majority of interviewees expressed a desire to understand the need and anticipated impact of the project in greater detail. A
comprehensive illustration of how the expansion and improvements will continue to add value to the community is critical. As
the City of Evanston moves forward in refining a case for support, it will be important to address the following:
Qualify the project as reflective of the character and culture of Evanston by creating a platform for an improved quality
of life through the legacy of Evanstonian generosity.
•When interviewees were asked the strengths of the Robert Crown Community Center, a majority of respondents pointed to
its ice rink--the newly envisioned Robert Crown Community Center will be more than a place to go skating. Rather it will
represent diversity, civic pride, health and wellness, education, and community opportunities. Evanstonians understand the
current value of the Robert Crown Community Center, acknowledge it is well-used and enjoyed by many, but agree it is not
a destination facility.A cutting edge facility could help differentiate Evanston from other Northshore communities. The
original facility was founded on philanthropy, and the community should aspire to replicate this spirit of altruism.
Depict the added value of a library branch to the site of the Robert Crown Community Center, and illustrate why the
marriage between the Evanston Public Library and the Parks and Recreation Department makes sense.
•Some respondents were uncertain of the demand for a library in the area and did not feel the partnership was a natural fit.
Leaning on these entities’ vision and mission statements for clarification, the partnership will expand community access to
public services offered in a collaborative safe space. The partnership will cultivate expanded recreational activities, lifelong
learning, and support users’ ambitions. The branding of the library should be reflective of its services while differentiating it
from other branches. The partnership will provide Evanstonians with convenience through the integration of recreation and
learning in one facility–parents can surf the web while kids play hockey, preschoolers can get a jump start on reading, and
after school programs can engage kids through library technology and cutting edge athletic facilities. There is something for
everyone at Robert Crown.
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report36Evaluation
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Review: Case
Explain the urgent need for expanded and improved recreation and athletic facilities, and demonstrate that the
project will proceed.
•Known in the community as a long pursued project for over a decade, respondents indicated the level of urgency is not
known. Respondents were skeptical if the initiative will come to fruition. In order to instill confidence in the plans and
demonstrate urgency, the City of Evanston should proceed with transparency and detailed communication. The
community should be aware of the following:
The historical decision making process, including the prior use of focus groups and why the project previously
was not carried out. Some respondents were unsure if their current input would be relevant by the time the project
moves forward.
Statistics on current facility use should be released for the community to better understand the need for the
proposed features. Respondents had difficulty determining which case elements should be prioritized without
knowing the current demand at the facility, and if there could be overlap with other athletic and/or community
centers.
The worst case scenario about what will happen to the ice rinks without necessary repairs in the next few years,
and how this will impact hockey players, figure skaters, and speed skaters.
A statement on financial feasibility with details on facility maintenance funds. Respondents indicated an interest in
seeing the specific project construction plans and knowing each feature’s associated cost.
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report37Evaluation
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Review: Leadership
The success of a campaign for the Robert Crown Community Center will be dependent on quality, well-respected
volunteers with an affinity for the proposal. Identifying influential leaders in the community who are willing to take
campaign ownership will be vital in securing widespread support. From the study findings, CCS has identified the
following key evaluations related to leadership:
Compared to traditional fundraising efforts, the Robert Crown Community Center is a unique proposal because it
has no existing leadership board.
•Although the Evanston Public Library and the Parks and Recreation Department both have separate leadership
boards, the leaders assembled for the Robert Crown Community Center will be pioneers.
In order to secure community buy-in and instill confidence that the project is moving ahead, key leadership must
extend beyond City leadership and the library board.
•Many respondents were in agreement that City leadership and the library board should play an active role in the
campaign through role modeling gift giving, explaining the case for support, and endorsing the campaign.
Respondents felt committed volunteer leadership from the community will be necessary to keep the project on track.
The City should take the lead by issuing a statement of project commencement considering the project’s history of
false starts.
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report38Evaluation
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Review: Leadership
Strong leaders with a commitment to volunteerism exist in Evanston.
•In interviews, 23 names have been mentioned more than once as potential campaign leadership. Of these 23, 10 have been
interviewed and 7 of these did not express a willingness to lead. Three indicated they are either willing or might be willing to
serve in some leadership capacity. Additionally, 9 of the 10 did indicated they are either willing or might be willing to
contribute in some way.
•Twenty-five percent of online respondents are willing to volunteer in some capacity. Although the capacity of these
individuals is not known, all levels of volunteerism are necessary to ensure campaign success.
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report39Evaluation
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Review: Prospects and Plan
The Robert Crown Community Center is a broad-based initiative and has the capacity to attract a range of donors for a
campaign. Prospective donors include all Evanstonians, local businesses, athletic associations, existing non-profit donors,
and philanthropically minded individuals. CCS has identified the following key evaluations related to prospects for the
proposed initiative:
Great potential exists within the Evanston community.
•Sixty-five percent of interview respondents and 47% of online survey respondents would give a gift should the campaign
move forward. CCS received 746 gift indications totaling between $557,525 and $1,309,078. The 29 total indications
from the interviewees are between $283,300 and $529,048. The 717 total indications from the online survey
respondents are between $274,225 -$780,030.
•Thirteen interviewees indicated they would consider the amount of a potential gift indication once the case for support is
clear, project plans are finalized, and/or campaign leadership is appointed. As evidenced in the study, Evanstonians are
an intelligent group of individuals and have detailed questions about the return on investment for this initiative. In order to
elevate prospect interest and gain their attention, it will be critical to be armed to answer specific questions about user
statistics, project costs, and project plans during a campaign.
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report40Evaluation
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Review: Prospects and Plan
There is a strong sense that many yet unidentified prospects exist.
•CCS was unable to meet with every individual and couple that was indicated as a potential leadership prospect. This
means the amount of gift indications could increase significantly during a quiet phase of the campaign, which would elevate
the overall goal.
•A majority of interview respondents no longer have a relationship with the Robert Crown Community Center. Although their
children once actively used the programs and services offered there and they have reached a position to be able to make a
significant gift, the Robert Crown Community Center is not their top philanthropic priority. Many of these interviewees
suggested engaging younger Evanstonians with children. Some of these suspect families may have the capacity and
interest to make a gift, but have not been presented with the opportunity to make a gift indication yet.
A foundation for this initiative needs to be developed and a 501(c)(3) status must be obtained.
•There is currently no gift receipting framework for the envisioned Robert Crown Community Center. The donor base
existing for the Evanston Public Library and the Parks Foundation should be engaged, although historical gift indications
demonstrate this donor engagement will not be enough.
Evanston Public Library: $256,977 (2014 fundraising)
Parks Foundation: $150,000 (approximate present balance)
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report41Evaluation
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WealthEngine: Prospect Finder
CCS conducted prospect research through WealthEngine’s Prospect Finder. Prospect Finder is a database that allows for targeted prospect
identification. It provides comprehensive wealth indicator profiles for each prospect, including information regarding giving history and propensity to
give. Through our research, CCS identified 122 unique names with demonstrated philanthropic capacity residing in Evanston.
On November 6, 2015, CCS presented the 122 names to the Planning Committee. Further evaluation found 9 of the 122 prospects have existing
relationships with the Evanston Public Library and had not been invited for a strategic conversation. A profile of the research is provided below.
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report42Evaluation
WealthEngine Prospect Generator Key
Estimated Annual Donations:the amount of money a prospect gives annually to all nonprofits per year
Estimated Gift Capacity Range:a calculated amount of money a prospect can give to all nonprofits over five years
Net Worth:the difference between total assets and total debt for a household
Giving Capacity = Income & Age + Stock + Real Estate + Pension + Charitable Giving
FORMULA DETAILSMatched Date Estimate Model
% included in Giving
Capacity
Income & Age Income* (Age-22)*0.1 10%
Stock (Holdings*Current Value)+Values of Sales Transactions 10%
Real Estate Low End Range of Property*Escalator 5%
Pension 100% Plan Assets*(0.75)*5 5%
Charitable Giving 100% Philanthropic Gifts 100%
Zip Code Count of
Prospects
60201 84
60202 25
60203 12
60204 1
Grand Total 122
Net Worth Count of
Prospects
$500MM+2
$100MM-$500MM 5
$50MM-$100MM 5
$25MM-$50MM 5
$10MM-$25MM 26
$5MM-$10MM 56
$1MM-$5MM 21
$500K-$1MM 2
Grand Total 122
Estimated
Annual
Donations
Count of
Prospects
$100K+9
$50K-$100K 10
$25K-$50K 18
$10K-$25K 27
$5K-$10K 35
$1K-$5K 23
Grand Total 122
Estimated Gift
Capacity Range
Count of
Prospects
$5MM+4
$1MM -$5MM 12
$500K -$1MM 27
$300K -$500K 79
Grand Total 122
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Review: Prospects and Plan
Without a history of a donor base for this specific initiative,
unknown prospects, or individuals without a present
affiliation to the initiative, must be uncovered. To determine
the highest quality prospects, CCS recommends answering
the following questions:
•Does this individual, couple, foundation, or
business have the ability, or wealth capacity, to
make a gift?
•Does this individual, couple, foundation, or
business have the affinity, or relationship, with
the Robert Crown Community Center, Evanston
Public Library, the Parks and Recreation
Department, and/or Evanston?
•Does campaign leadership have access, or a
connection, to this individual, couple, foundation,
or business?
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report43Evaluation
Ability
AccessAffinity
Qualifying Prospects
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Philanthropic Landscape of Evanston, Illinois
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report44Philanthropic Landscape
Regional Profile and Baseline Statistics
Evanston is a suburban North Shore community in Cook
County located 13 miles north of downtown Chicago, bordered
by Wilmette, Skokie and Lake Michigan.
Evanston Illinois
Population, 2010 74,486 12,830,632
Households,
2009-2013
29,016 4,772,723
Land area 7.78 sq miles 55,518.93 sq
miles
Median household
income, 2009-2013
$67,038 $56,797
Median value of
owner-occupied
housing units, 2009-
2013
$353,200 $182,300
Per capita money
income in past 12
month, 2009-2013
$41,284 $29,666
Firms 9,259 1,123,817
Source: Census (2010)
cityofevanston.org
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Nonprofit Landscape
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report45Philanthropic Landscape
Regional Nonprofit Sector
Cook County Illinois
Total registered
nonprofits
26,992 65,282
Number of nonprofits
filing Form 990
12,574 27,116
Revenue of registered
nonprofits
$60,220,651,837 $107,026,091,768
Assets of registered
nonprofits
$171,434,473,95
6
$287,151,493,376
Source: National Center for Charitable Statistics, Regional Report Builder
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Charitable Foundation Landscape
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report46Philanthropic Landscape
Sources: Foundation Search
Milliondollarlist.org
National Center for Charitable Statistics, Regional Report Builder
Evanston is home to 74 charitable foundations. Of these
74 foundations, 18 do not accept unsolicited applications.
The combined total giving from these 74 charitable
foundations, as listed on their most recently published tax
filing, is $22,609,000. (Last reported years include 2015,
2014, 2013, 2012, and 2007.)
Of these 74 charitable foundations, five of them gave over
$1 million.
1.The Rotary Foundation of Rotary International
2.Cradle Foundation
3.New Prospect Foundation
4.Sigma Chi Foundation
5.Lewis-Sebring Family Foundation
Of these 74 charitable foundations, some grant funds to
specific categories.
Top 20 Evanston Charitable Foundations
Foundation Year Total Giving Income Assets
THE ROTARY FOUNDATION
OF ROTARY INTERNATIONAL 2014 $7,013,000 $1,128,350,746
$1,038,075,4
82
CRADLE FOUNDATION 2014 $3,050,000 $12,852,583 $17,235,773
NEW PROSPECT
FOUNDATION 2013 $2,274,000 $663,135 $59,720
SIGMA CHI FOUNDATION 2014 $1,335,000 $11,127,580 $23,400,096
LEWIS-SEBRING FAMILY
FOUNDATION 2014 $1,279,000 $1,531,640 $8,721,400
EVANSTON COMMUNITY
FOUNDATION INC 2013 $991,000 $3,852,522 $19,320,311
LOTUS FOUNDATION 2013 $821,000 $1,631,249 $3,071,433
REINHARDT H. & SHIRLEY R.
JAHN FOUNDATION TRUST 2014 $785,000 $2,578,636 $5,621,265
INNOVATIONS FOR
LEARNING INC 2013 $637,000 $4,501,186 $814,827
ANNE AND HOWARD
GOTTLIEB FAMILY
FOUNDATION 2013 $578,000 $22,103
AVI SHAKED AND BABS
WALDMAN
FAMILYFOUNDATION INC 2014 $413,000 $200,073 $46,853
REINHARDT H & SHIRLEY R
JAHN FOUNDATION 2014 $321,000 $1,236,276 $1,509,347
NEW HORIZON FOUNDATION 2013 $275,000 $4,250,469 $3,662,881
HOWARD AND URSULA
DUBIN FOUNDATION 2014 $268,000 $531,528 $5,891,942
MUSIC INSTITUTE OF
CHICAGO 2014 $260,000 $7,037,598 $11,011,212
THE LEHMAN-STAMM FAMILY
FUND 2013 $236,000 $147,500 $2,297,472
EVANSTON TOWNSHIP HIGH
SCHOOL DISTRICT 202 EDUC
FOUNDATION 2014 $212,000 $1,194,957 $3,718,558
KELLCIE FUND 2013 $208,000 $558,712 $2,609,865
NEW DIRECTIONS
FOUNDATION 2013 $175,000 $1,131,298 $4,977,030
THE POTTER'S CLAY
FOUNDATION 2014 $141,000 $445,059 $1,725,044
Category Funded
Number of
Foundations
Granting Funds
Sports and Recreation 4
Community Development 18
Arts and Culture 25
Health 25
Education 38
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Individual Landscape
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report47Philanthropic Landscape
A total of 14 residents in the combined areas of Chicago,
Winnetka, and Oakbrook were included on the 2015
Forbes 400 list of the country’s wealthiest billionaires.
2012 Giving Profiles from The Chronicle of Philanthropy
Sources: Chronicle of Philanthropy, How America Gives
Forbes
$4,159
$2,833
$4,293
$2,728
$0 $2,000 $4,000 $6,000
2012 Median Contribution
Cook County
60203
60202
60201
$20,531
$12,393
$12,271
$22,821
$0 $10,000 $20,000 $30,000
2012 Average Contribution: Incomes
$200,000+
Cook County
60203
60202
60201
60201 Zip Code
•Population:42,197 people
•Median Adjusted Gross Income: $131,151
•For Incomes of $200,000 or more-
Giving Ratio: 3.20%
Average Contribution: $20,531
60202 Zip Code
•Population:32,422 people
•Median Adjusted Gross Income: $94,027
•For Incomes of $200,000 or more-
Giving Ratio: 2.34%
Average Contribution: $12,393
60203 Zip Code
•Population:4,760 people
•Median Adjusted Gross Income: $125,326
•For Incomes of $200,000 or more-
Giving Ratio: 2.56%
Average Contribution: $12,271
Cook County
•Population:5,197,677 people
•Median Adjusted Gross Income: $81,178
•For Incomes of $200,000 or more-
Giving Ratio: 3.20%
Average Contribution: $22,821
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Million Dollar Giving Landscape
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report48Philanthropic Landscape
Million Dollar Giving from Evanston, Published 2012-2013
Sources: Million Dollar List
Donation Donor Recipient Date
$21.49
Million
Rotary Foundation of
Rotary International
UNICEF 2013
$1.8
Million
NorthShore
University Health
System
Erie Family Health
Clinic
2012
Donation Donor Recipient Date
$50 Million Bill & Melinda Gates
Foundation
Rotary International 2012
$25 Million Neil Bluhm Northwestern 2013
$17 Million James Russell Northwestern 2013
$15 Million J Landis &Sharon
Martin
Northwestern 2013
$10 Million Walter and Lucienne
Driskill Foundation
Feinberg School of
Medicine
2012
$10 Million Querrey Simpson
Charitable Foundation
Northwestern 2012
$10 Million J Landis & Sharon
Martin
Northwestern 2013
$5.25
Million
Herbert & Anne
Gullquist
Northwestern 2013
$5 Million Kirkland &Ellis, LLP Northwestern 2012
$5 Million Roxelyn &Richard
Pepper
Northwestern 2013
$2.5 Million Andrew W Mellon
Foundation
Northwestern 2013
$2.5 Million Andrew W Mellon
Foundation
Northwestern 2013
$1 Million W M Keck Foundation Northwestern 2012
Million Dollar Giving to Evanston, Published 2012-2013
More million dollar philanthropic contributions are made to
Evanston organizations than are given from Evanston
organizations. All but one seven-figure donation to
Evanston published from 2012-2013 on the Million Dollar
List was received by Northwestern University.
An overview of more current high capacity philanthropy in
Evanston follows.
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Campaign Landscape
The following chart outlines the
landscape of some campaigns in
Evanston. An ambitious $17.5 million
community-supported campaign would
surpass any recent effort outside of
Northwestern University.
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report49Philanthropic Landscape
Evanston Campaigns Goal Amount Raised
Evanston Art Center
•Launched July 2014
$2,500,000 $2,080,107+
Evanston History Center
•Launched Summer 2010
•Public phase August 2010
$4,000,000 $2,400,000+
Youth & Opportunity United (Y.O.U.)
•Launched 2013
•Public phase began October 2015
•Ends June 2016
$15,000,000 $12,800,000+
Northlight Theatre
•Early, formative stages
•$37,000,000 needed
--
First United Methodist Church of Evanston
•Launched April 2015
•Three-year pledges
$2,000,000 unknown
YMCA
•Early,formative stages
--
North Shore Country Day School
•Annual giving campaigns
$1,300,000 for
2015/2016
$1,285,000 raised
for 2014/2015
St.Luke’s Episcopal Church
•Three-year pledges
$1,800,000 unknown
Northwestern University
•$1.52 billion secured at March 2014
public campaign announcement
$3,750,000,000 $2,200,000,000+
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Recent Evanston Philanthropy Headlines
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report50Philanthropic Landscape
Evanston Community Foundation
Raised $335,000 at annual gala on Oct. 8 (300 supporters)
Y.O.U.
Raised 85% of $15 million campaign goal in two years of private
fundraising; Over $2.65 million contributed by the Board of Directors
Evanston History Center
$100,000 received from the Tawani Foundation; named gifts for Carol
Coolidge Albertson, Frank B. Foster, William Onderdonk, and Virginia
Noyes
YWCA Evanston/North Shore
Raised $327,043 in the month of October for Allstate Foundation’s
Purple Purse Challenge in support of domestic violence services
Evanston Township High School
Renovated Planetarium: Leonard Schaeffer contributed $500,000
Advanced Manufacturing Lab: ETHS Educational Foundation spearheaded a fundraising effort in 2014 generating over $450,000
Northwestern University’s We Will Campaign
Athletic Center Gifts
Ryan Fieldhouse in honor of the gift made by alumni Patrick G. and Shirley W. Ryan
Wilson Field in honor of the $15 million gift from alumni Stephen R. and Susan K. Wilson
Walter Athletics Center in honor of the $40 million gift from alumni Mark and Kimbra Walter
Kimberly K. Querry and Louis A. Simpson Wing in the Walter Athletics Center in honor of their $23 million gift
Mitchell and Valerie Slotnick Family Atrium in honor of their $5 million gift
Other Gifts
Roberta Buffett Institute for Global Studies in honor of alumna Roberta Buffett’s $100 million gift
Louis A. Simpson and Kimberly K. Querrey Institute for BioNanotechnology in Medicine in honor of their total contribution of $117.8 million
Northwestern Pritzker School of Law in honor of J.B. and M.K. Pritzker’s $100 million gift to Northwestern law school
Holly and John Madigan made a major gift to The Campaign for the Future of the Daily Northwestern-the campaign’s target goal was raised to
$2 million after reaching $1.25 million.
Catalyzer, online fundraising initiative for Northwestern
Added seven new campaigns for student groups as a part of the $3.75 billion We Will Campaign
Sources: The Daily Northwestern
Evanston Roundtable
Evanston Now
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What does this philanthropic landscape mean for Evanston and the Robert Crown
Community Center initiative?
Evanston is a highly generous community with philanthropic competition. In addition, the close proximity to Chicago, just
13 miles south, opens up a wealth of additional opportunities for Evanstonians to become donors outside of Evanston. All
nonprofits in Cook County need the generosity of Evanstonians and some rely on annual support.
Considering the present philanthropic landscape, it will be critical to create customized asks to individuals based on their
passions, giving histories, and relationships to the initiative. The future envisioned for the Robert Crown Community
Center, a partnership between the Evanston Public Library and the Parks and Recreation Department, has a compelling
case for supporting local youth development and enriching the culture and community of Evanston. Identifying leadership
prospects with affinity for the project, access to larger networks, and the ability to make significant gifts will be key ear ly on
in a community-supported campaign.
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report51Philanthropic Landscape
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Recommendations
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report52Recommendations
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Recommendations Summary
Based on our analysis, conversations, and feedback from the 57 strategic conversations and online surveys, CCS
recommends that the City of Evanston advance with a comprehensive campaign. We recommend the following
actions steps be implemented to guide fundraising activity moving forward:
1.Approach Top Prospects and Allow Gift Indications to Inform the Project Scope
2.Move Forward with a Campaign with a Working Goal of $3 to 5 Million Beyond a Lead Donor Gift and City
Investment
3.Focus the Case for Support on Community Impact
4.Utilize a Phased Approach that is Targeted and Tailored-Top Down and Inside Out
5.Develop a Campaign Plan with a 12 to 24 Month Timeline and Activity Benchmarks
6.Recruit Campaign Leadership to Commence Planning
7.Establish and Follow a Disciplined Prospect Engagement Process
8.Provide Options for Donor Recognition through Naming Opportunities
9.Develop an Internal Campaign Infrastructure
10.Resource and Staff Campaign Properly
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report53Recommendations
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1. Approach Top Prospects and Allow Gift Indications to Inform the Project Scope
Knowledge of the top prospects’ engagement will help set the pace for the campaign. CCS advises developing a
tailored strategy for approaching all top prospects. This plan of action should include the presentation of final
project plans and specific gift range requests with corresponding naming opportunities.
CCS advises prioritizing the determination of the project scope, or mapping out the construction plans and total
project costs. Defining the project plan for the Robert Crown Community Center with its associated costs will
provide clarity and direction for developing campaign goals and tasks. In addition, a clearly defined project scope
will set expectations and outline the parameters of the project. Engagements with prospective donors and key
community stakeholders will be more successful with a clearly articulated plan demonstrating project outcomes.
CCS recommends evaluating the following questions when finalizing the project scope:
•Is the project plan realistic considering current community support?
•Are the construction details specific and logical given the facility’s intended use?
•Do the selected facility components meet the needs of Evanstonians?
•Does the chosen project have the necessary infrastructure in place to come to completion?
•Will key stakeholders agree on the terms of the project scope?
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report54Recommendations
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2. Move Forward with a Campaign with a Working Goal of $3 to $5 Million Beyond a Lead
Donor Gift and City Investment
The Robert Crown Community Center, as a partnership between the Evanston Public Library and the Evanston
Parks and Recreation Department, demonstrated potential for a successful campaign; however, CCS did not
receive the number of leadership gift indications necessary to justify a $17.5 million campaign for private
investment. During the study, no seven-figure indications were received. Based on the gift indications received
and the findings from the study, CCS recommends a 12 to 24 month campaign with a working target of $3 to $5
million beyond a lead donor gift and the City’s discussed investment.
The initial focus of the campaign should be placed on select donors who have made the largest indications
during the study, as well as have the capacity and historical record to consider gifts of $25,000 and above.
Feasibility in surpassing the goal will require donor generosity, likely fueled by project affinity, at both the high
five-figure and six-figure level. A public goal should not be announced until the returns on leadership gift efforts
are known.
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report55Recommendations
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report56Recommendations
3. Focus the Case for Support on Potential Community Impact
The Planning and Advisory Committees provided valuable information for use in the Background Statement and Viewbook.
During the strategic conversations, it was evident that interviewees were not certain of the urgency of the initiative. A
refined, compelling case will provide prospects with the information necessary to determine their support of the project.
CCS recommends the City of Evanston work to focus the case for support on the potential community impact of the Robert
Crown Community Center.
The case should utilize user data from Evanston Public Library, the Parks and Recreation Department, and user groups,
such as athletic associations, to support the need for investment. The narrative should maintain a thematic focus on
providing Evanstonians with top-of-the-line programs and services. Additionally, it should demonstrate the impact of the
case elements now and into the future.
CCS recommends a comprehensive case for support that articulates:
•A clear campaign theme rooted in the Robert Crown Community Center’s founding based on philanthropy and the
facility’s impact for Evanstonians over the past forty years
•The specific need for additional facility features to accommodate user growth and demand
•A statement of urgency as it relates to the necessary repairs and renovations
•An outline of the decision-making process and other options that were explored historically
•A detailed illustration of the specific plans for the facility
•Explanations on how the facility will be staffed, maintained over time, and funded by the City
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report57Recommendations
A sample of additional considerations for producing a compelling case for support are listed in the chart below:
Case Component Supporting Detail
Why this Need?Impact Questions to Answer Next Steps
Adding a new library
branch
-Underserved area
-Meet shifting demands for
technology-based research
-Provides valuable meeting
spaces
-Facilitates personal and
professional development
-Provides technology
access
-What is the demand?
-How does this fit in with
the master plan for the
library?
-How does this affect other
branches?
-Solidify construction plans
and details
-Secure final cost
estimates and plans
-Determine City bonding
Increasing the scope of
recreation facilities
-Provide indoor track for
runners to use during
inclement weather
-Allow for more practice
time on the ice
-No women’s locker room
-Convert classrooms into
multi-purpose rooms to
maximize populations able
to be served
-Allows for necessary
features essential to user
satisfaction
-Provides increased
opportunities for athletic
activities and user practice
-Safe, central public space
-What is the demand?
-How will the facility be
maintained over time?
-How will this impact users
during construction?
-How much will each
component cost?
-Solidify construction plans
and details
-Secure final cost
estimates
-Determine City bonding
Expanding current
fitness/recreation
programming
-Expand opportunities
available within Evanston
-Increased options to
improve health and
wellness
-Provides additional leisure
opportunities locally
-What is the demand?
-How will this overlap or
complement other
community programming?
-Who will use this
programming?
-Secure final cost
estimates and plans
-Develop a portfolio of the
expanded programming
Expanding current
preschool/after school
programming
-Strengthen program
quality
-Provide enhanced
opportunities for
community youth
-Library access will help
prepare youth for school
-Increased convenient
options for neighborhood
families
-What is the demand?
-Who will use this
programming?
-How will it be staffed?
-Secure final cost
estimates and plans
-Develop a portfolio of the
expanded programming
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report58Recommendations
3. Utilize a Phased Approach that is Targeted and Tailored-Top Down and Inside Out
From CCS’s experience, campaigns are most successful when conducted in strategic phases. Developing a
phased approach over 12 to 24 months for the campaign will build momentum during its early stages. Later on, this
approach will provide the opportunity to lean on prior successes to generate additionally productive activity. A
phased approach ensures all constituency groups are given the chance to become involved through volunteerism
and/or gift giving.
In a phased approach, prospects with the financial capacity and giving history to consider larger gifts are
approached initially during a quiet phase. Early, significant leadership gifts are essential for building campaign
energy. Leadership gifts will inspire others to evaluate their own giving capacity and create confidence in campaign
success. A public phase should be announced during the final six months of the campaign.
Every phase should have a dedicated committee responsible for the gift solicitations to each phase’s prospects. In
addition, prospects in each phase of the campaign should be provided the opportunity to consider gifts in the form
of a pledge, payable over three to five years. A designated pledge period allows donors the opportunity to make
larger gifts than they would otherwise be capable of through a one-time donation.
The campaign should use Evanston Public Library and the Park Foundation’s existing fundraising strategies, as
well as consider new tactics. Effective practices include personal visits, proportionate gift requests, tailored asks,
and an emphasis on early leadership gifts to set the pace for the remaining phased solicitation process.
CCS’s Recommended Campaign Phases Months
(Overlapped)
1. Planning Phase
QUIET
PHASES
6 months
18 months
12 months
2. Leadership Gifts ($100,000+)
3. Major Gifts ($25,000+)
4. Community Gifts (below $5,000)PUBLIC
PHASE Last 6 months
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4. Develop of a Campaign Plan with a 12 to 24 Month Timeline and Activity Benchmarks
CCS recommends that the City of Evanston continue moving forward with the planning phase of a 12 to 24 month
campaign effort, building on the momentum created from the feasibility study. Total potential available funds must
be considered in advance of embarking on a campaign, as a finalized project scope must be set. An illustrative
timeline developed by CCS, subject to change, is presented:
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report59Recommendations
Project
Timeline
(Up to 3 Years)
City Council Presentation
Architectural Bids
Develop Construction Timeline
Project Approval
Gifting Infrastructure
Groundbreaking and Construction
Facility Ribbon Cutting
Campaign
Timeline
(12 –24 Months)
Planning
Phase
Leadership
Gifts Phase
Major Gifts
Phase Community Gifts Phase (Public Phase)
2016 2017 2018
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CCS recommends presenting prospects with the option for three to five year pledged gifts. A pledge redemption
timeline, subject to change, is presented below.
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report60Recommendations
Leadership
Gifts Phase
Pledge
Redemption
Timeline
$1.3 -$2.2
Million
3 Years
Cumulative
1st Year
$433,333-
$733,333
2nd Year
$866,666-
$1,466,666
3rd Year
$1,300,000-
$2,200,000
5 Years
Cumulative
1st Year
$260,000-
$440,000
2nd Year
$520,000-
$880,000
3rd Year
$780,000-
$1,320,000
4th Year
$1,040,000-
$1,760,000
5th Year
$1,300,000-
$2,200,000
Major Gifts
Phase
Pledge
Redemption
Timeline
$1.2 –$2
Million
3 Years
Cumulative
1st Year
$400,000-
$666,666
2nd Year
$800,000-
$1,333,333
3rd Year
$1,200,000-
$2,000,000
5 Years
Cumulative
1st Year
$240,000-
$400,000
2nd Year
$480,000-
$800,000
3rd Year
$720,000-
$1,200,000
4th Year
$960,000-
$1,600,000
5th Year
$1,200,000-
$2,000,000
Community
Gifts Phase
Pledge
Redemption
Timeline
$500,000 -
$800,000
3 Years
Cumulative
1st Year
$166,666-
$266,666
2nd Year
$333,333-
$533,333
3rd Year
$500,000-
$800,000
5 Years
Cumulative
1st Year
$100,000-
$160,000
2nd Year
$200,000-
$320,000
3rd Year
$300,000-
$480,000
4th Year
$400,000-
$640,000
5th Year
$500,000-
$800,000
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report61Recommendations
Timeline/Phase Campaign Activities Project Activities Financial Goal
December –March
2016
Planning Phase
Recruiting & Training
•Develop leadership recruitment plan
•Identify potential Campaign Leadership
•Identify and recruit Campaign Executive
Cabinet
Operational
•Material Production (refined Background
Statement and Viewbook, gift request
letter, gift prospectus, thank you letter)
Gift Requests
•Identify and prioritize the top 20 potential
donors
•Prioritize and begin solicitation to top five
prospects
•Continue WealthEngine screenings and
in-depth research on prospects
Prospect Identification
•Determine cultivation strategies for
Leadership Gifts
•Develop a calendar of cultivation and
stewardship events
•Present study findings at
January City Council meeting
•Request and receive
architectural bids
•Develop construction timeline
•Receive project approval
•Finalize discussions regarding
City and Library contributions
•Solidify gifting infrastructure
and obtain 501(c)(3) status for
the foundation
Phase Goal
N/A
Total Goal
N/A
A phased 12 to 24 month timeline, subject to change, is outlined below.
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report62Recommendations
Timeline/Phase Campaign Activities Project Activities Financial Goal
April –December
2016
Leadership Gift
Phase
Gift Requests
•Continue solicitation to top 20 prospects
•Rate and prioritize remaining prospects at
$100K+
•Develop solicitation strategies for
Leadership Gifts
•Prepare personalized gift request
proposals for each prospect
Prospect Identification and Cultivation
•Continue to invite prospects to cultivation
events, such as briefings and meetings
•Host private lunches and dinners with
campaign leaders, top donors, and
prospects
•Tours of the Robert Crown Community
Center
Benchmark
•Reassess final fundraising goal based on
receipt of initial ten gifts
•Finalize construction plans
•Issue statement of plans
Phase Goal
$1,300,000
-
$2,200,000
Total Goal
$1,300,000
-
$2,200,000
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report63Recommendations
Timeline/Phase Campaign Activities Project Activities Financial Goal
January –June
2017
Major Gift Phase
Gift Requests
•Continue solicitation of next 50 prospects
•Rate and prioritize prospects of $25K+
•Develop solicitation strategies for Major
Gifts
•Develop solicitation strategies for
corporations and foundations
•Prepare personalized gift request
proposals for each prospect
Prospect Identification and Cultivation
•Continue to invite prospects to cultivation
events, such as briefings and meetings
•Host private lunches and dinners with
campaign leaders, top donors, and
prospects
•Tours of the Robert Crown Community
Center
•Finalize all financial, legal,
and administrative details
necessary to move forward
with construction Phase Goal
$1,200,000
-
$2,000,000
Total Goal
$2,500,000
-
$4,200,000
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report64Recommendations
Timeline/Phase Campaign Activities Project Activities Financial Goal
July 2017 –
January 2018
Community Gift
Phase
(Public Phase)
Gift Requests
•Continue solicitation of remaining
prospects
•Rate and prioritize prospects of $10K or
below
•Develop solicitation strategies for Public
Phase prospects
•Prepare personalized gift request
proposals for each prospect
Prospect Cultivation
•Continue to invite prospects to cultivation
events, such as briefings and meetings
•Host private lunches and dinners with
campaign leaders, top donors, and
prospects
•Tours of the Robert Crown Community
Center
Benchmark
•If 75% of total goal raised, announce
campaign publicly
•Construction
Phase Goal
$500,000
-
$800,000
Total Goal
$3,000,000
-
$5,000,000
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report65Recommendations
5. Recruit Campaign Leadership to Commence Planning
Core campaign volunteers drive success not only through their generosity, but also through their outreach to other
donors. In CCS’s experience, three factors will affect the ability to recruit strong leadership for the Robert Crown
Community Center: a credible statement of need detailing project impact; a well developed campaign plan and the
resources needed to implement it; and a series of achievable immediate and long term goals. CCS recommends the
current Campaign Planning Committee assist CCS with finalizing the case for support and campaign plan.
CCS’s suggested campaign leadership structure is as follows:
1.To lead the way in the campaign, CCS recommends assembling 3 to 5 Core Campaign Leadership Chairs-the
central leadership group, or “nerve center,” within the Campaign Executive Cabinet. Core Campaign Leaders meet
bi-weekly and drive the success of the campaign with support from CCS. Core Campaign Leaders are key
prospective donors or other leaders whose guidance is imperative to campaign implementation. These leaders
typically make a minimum gift of $25,000 up to $100,000+.
2.Develop a Campaign Executive Cabinet-a group of credible thought leaders and community influencers reflecting
the character and culture of Evanston able to expand the campaign’s network and facilitate connections with key
prospects. CCS recommends appointing 10 to 20 members over the first year drawn from the Planning and
Advisory Committees, institutional leadership, key stakeholders, and prospective top donors. In addition to inspiring
confidence, the role of the Campaign Executive Cabinet is to set an example for others through personal financial
commitment and volunteerism. These individuals endorse and communicate the case for support and campaign
plan, as well as cultivate prospective donors and participate in high-level solicitations.
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report66Recommendations
3.Endorsers (as appropriate): In addition to the Campaign Executive Cabinet, a select number of individuals or
organization representatives should be invited to endorse the campaign through customized roles. Without the
commitment level of serving on the Campaign Executive Cabinet, this role offers involvement for key stakeholders
willing and able to help with engagement opportunities and introductions.
4.Public Phase Committees: During the public phase of the campaign, likely the final six months, a series of
volunteer committees should be assembled to engage with specific constituency groups and build donor relations.
CCS recommends organizing the committees by affinity or user groups.
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report67Recommendations
Recommended Campaign Leadership Structure for the Robert Crown Community Center
Campaign Executive
Cabinet
(includes Core Campaign Leadership)
10-20 Core Leaders
Core Campaign
Leadership
(3-5)
Campaign Chair(s)
Internal Leadership
Key Staff Member
Other Select Volunteer
Endorsers
City Leadership
Local Businesses
Celebrities
Public Phase Committees
Last 6 Months
Immediate Assembly
Community
Athletics Library
Preschool
First 12 Months
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report68Recommendations
7. Establish and Follow a Disciplined Prospect Engagement Process
Given the fact that the Robert Crown Community Center has no historical donor base, CCS recommends the City
of Evanston devote extraordinary time, leadership, and focused attention to high capacity prospects during the
campaign’s quiet phase. In order to elevate each prospect’s commitment to the vision for the Robert Crown
Community Center, CCS recommends the following steps be emphasized during the engagement process.
•Ongoing
relationship
development
1. Cultivation
•Personal touch
points with the
institution
2. Briefing/Site
Visits •Campaign, annual,
and planned gift
requests
3. Solicitation
•Expression of
gratitude and
follow-up
4. Stewardship
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report69Recommendations
8.Provide Options for Donor Recognition through Naming Opportunities
Ultimately, donors will make a gift to the Robert Crown Community Center because of their affinity for the project; however,
offering commemorative or memorial opportunities may add appeal. The feasibility study results conclude 95% of interview
respondents believe donors would be interested in recognition opportunities. As outlined below, six-figure commitments are
critical to achieving a $3 to $5 million community-supported goal. Naming opportunities can help secure larger gifts, as well as
persuade donors to stretch their gift amount if the capacity is present. The aspects of each opportunity should be customized to
ensure donor satisfaction. An annotated table of gifts, which includes suggested naming opportunities, is available in the
appendix.
Table of Gifts for a $3 Million Community-Supported Campaign for the Robert Crown Community
Center
Gift Level # of Gifts
Needed
Typical # of
Prospects
Needed
# of Low -End
Indications
Identified
Total at Gift Level Cumulative Amount
$500,000 1 3 $500,000 $500,000
$250,000 2 6 $500,000 $1,000,000
$100,000 9 21 1 $900,000 $1,900,000
$50,000 10 21 1 $500,000 $2,400,000
$25,000 14 30 $350,000 $2,750,000
$10,000 25 75 14 $250,000 $3,000,000
Below
$10,000 Many 400 +730
TOTAL 746 $3,000,000 $3,000,000
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report70Recommendations
Table of Gifts for a $5 Million Community-Supported Campaign Goal for the Robert Crown Community
Center
Gift Level # of Gifts
Needed
Typical # of
Prospects
Needed
# of High-End
Indications Identified Total at Gift Level Cumulative Amount
$500,000 3 9 $1,500,000 $1,500,000
$250,000 4 12 $1,000,000 $2,500,000
$100,000 11 33 2 $1,100,000 $3,600,000
$50,000 12 36 2 $600,000 $4,200,000
$25,000 20 60 2 $500,000 $4,700,000
$10,000 30 90 13 $300,000 $5,000,000
Below
$10,000
Many 400 +727
TOTAL 746 $5,000,000 $5,000,000
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report71Recommendations
9. Develop an Internal Campaign Infrastructure
The vision for the Robert Crown Community is a novel concept, as it involves a physical and financial partnership between
the Evanston Public Library and the Parks and Recreation Department. Although both partners have their own gift receipting
frameworks, a collaborative campaign will bring in significant gifts beyond the present capabilities of each entity.
To efficiently manage gift processing and provide transparency to donors, CCS recommends the City of Evanston move
forward with their initial efforts to develop a separate foundation. Separate accounts for restricted gifts advised by donors,
such as the library, should be considered as a way to further attract prospects with specific giving interests.
Consultation is advised in the formation of the campaign infrastructure with the following:
•Library Board Members
•Parks and Recreation Department Board Members
•Volunteer Parks Foundation Leaders
•Legal Team
•Bank Trust Department
After an entity is developed for gift receipting with a 501(c)(3) status and a bank account is allocated for funds, it will be critical
to train volunteers and/or allocate staff to manage its administration. Trained volunteers and/or staff will need to adhere to
any donor-imposed restrictions. An organizational chart should be built to map out the relationship between each foundation,
their staffing, and any overlap with the newly formed foundation. A designated staff member will need to be responsible for
the following:
•Writing and mailing donor acknowledgement letters, which serve as contribution receipts. These letters must include a
description of the donation, its value, and whether or not goods or services were received in exchange.
•Processing gifts. Donations may be received in the form of cash, check, or credit card. Employer matching gifts, three to
five year pledges, stock contributions, and restricted gifts will require specialized follow through.
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report72Recommendations
10. Resource and Staff Campaign Properly
CCS recommends the City of Evanston allocate adequate financial and staffing resources for the campaign
appropriate for the need. The execution of a successful campaign depends on professional planning and
management.
Resource
The fundraising endeavor will require appropriate investment. A budget of 8% -10% of the campaign goal is an
appropriate aim. A campaign budget should include the costs for:
•Staff resources
•Leadership, staff, and volunteer training
•Campaign material design and printing
•Donor cultivation events
•Fundraising counsel
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report73Recommendations
Staff
A campaign will be the most effective with a dedicated full-time fundraising staff member able to provide the attention
necessary to propel the campaign forward. If a full-time staff member is not assigned to the project, CCS advises the
equivalent hours of a full-time staff member be spread out among existing staff. CCS’s suggested staffing structure is as
follows:
1.Select one individual to lead and coordinate the initiative
2.Allocate administrative staff support to the campaign
3.Arrange time for City leadership to attend campaign-related meetings, briefings, and prospect engagements
4.Allow full-time fundraising staff to guide and implement overall campaign efforts
A thorough, well-developed campaign will require staff leadership to carry out the following:
•Conduct the campaign efficiently
•Refine the case for support
•Carry out the initial development of the campaign plan for 12 to 24 months with activity benchmarks
•Identify, recruit, and train leadership
•Develop cultivation strategies for prospects and customize solicitation materials
•Produce campaign materials, such as pledge cards, giving policies, solicitation scripts, pledge redemption procedures,
thank you letters, etc.
CCS would be delighted to serve as the City of Evanston’s counsel on this initiative.
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report74Recommendations
Priority Action Steps
Based on the observations, evaluations, and recommendations included in this report, the City of Evanston should
immediately move forward with campaign planning.
•CCS will present the findings of the feasibility study at the City Council meeting in January 2016
Pending the City of Evanston’s decision to move forward with a $3 to $5 million community -supported campaign,
CCS recommends prioritizing the following tasks:
•Moving forward with efforts to secure lead donor gifts
•Determining the project scope
•Creating a project timeline
•Developing a gifting infrastructure
The continuation of CCS’s services will consist of a staff member able to move forward with crafting a refined case
for support, identifying leadership, establishing a detailed campaign plan, and prioritizing and expanding the top
prospect list.
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report75Appendix
Appendix
Detailed Statistics 76
Study Materials
•Interview Request Letter
•Background Statement
•Viewbook
•Table of Gifts
Proposed Naming Opportunities Framework
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report76Appendix
Detailed Strategic Conversation Statistics
2%
27%
34%
12%
25%
What do you believe the community's perception of the Robert Crown Community
Center to be?
Very Positive Positive Neutral Negative Unsure
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report77Appendix
Detailed Strategic Conversation Statistics
31%37%
21%
49%32%
41%
13%
5%
3%
14%22%
0%
20%
40%
60%
80%
100%
120%
Increased Scope of Facilities Expanding Current Educational
Programming
Expanding Current Fitness/Recreation
Programming
Please evaluate the importance of each aspect:
Very Important Important Neutral Not Important Unsure
15%
10%
7%
*Increased scope of facilities
is defined as expanding
overall square footage to
allow for a library with a
reading courtyard, athletic
spaces, educational rooms,
offices, bathrooms, locker
rooms, storage, etc.
*
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37%
67%
41%
30%
18%
7%5%
52%
18%
33%
36%
47%
44%
29%
2%
4%11%
7%
12%
2%
14%
9%6%
20%
32%
15%10%21%18%22%22%
0%
20%
40%
60%
80%
100%
120%
Gym Ice Library/Reading
Courtyard
Outdoor Turf
Fields
Ball Diamonds Indoor Track Playground
Please evaluate the importance of each aspect:
Very Important Important Neutral Not Important Unsure
The Robert Crown Community Center Campaign Planning Study ꟾFinal Report78Appendix
Detailed Strategic Conversation Statistics
9%
*Gym is defined
as a multipurpose
indoor space for
basketball,
volleyball, soccer,
taekwondo,
gymnastics, etc.
*
**Percentages
represent
respondents’
prioritization of the
library only, and are
not inclusive of a
response to a
reading courtyard.
**
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report79Appendix
Detailed Strategic Conversation Statistics
65%
49%
26%
22%20%
14%
20%
39%
64%
51%
57%
76%
15%12%10%
27%
23%
10%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Making a Gift Opening Doors Soliciting Gifts Seriving on a
Committee
Hosting a
Reception
Serving as a
Leader
In a campaign, would you be willing to consider:
Yes No Maybe
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report80Appendix
6%
35%
21%
12%
26%
When did you begin your involvement with
the Robert Crown Community Center?
Less than 1
year
1-5 years
6-10 years
11-15 years
15+ years
Detailed Online Survey Statistics
3%
19%
21%
15%
42%
When did you begin your involvement with
the Evanston Public Library?
Less than 1
year
1-5 years
6-10 years
11-15 years
15+ years
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report81Appendix
Detailed Online Survey Statistics
72%
23%
1%4%
How valuable to the community are the programs and services offered at the
Robert Crown Community Center?
Highly valuable Valuable Not valuable Unsure
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report82Appendix
Detailed Online Survey Statistics
54%
20%
20%
39%
18%
31%
5%8%
3%2%
0%
20%
40%
60%
80%
100%
120%
New Facility Renovation and Addition
What is your overall reaction to the proposed plans?
Very Positive Positive Mixed Negative Unsure
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report83Appendix
Detailed Online Survey Statistics
50%46%36%
34%38%
32%
14%14%
27%
2%2%5%
0%
20%
40%
60%
80%
100%
120%
Increased Scope of Facilities Expanding Current
Fitness/Recreation Programming
Expanding Current
Preschool/After School
Programming
Please evaluate the importance of each aspect:
Very Important Important Neutral Not Important
*Increased scope of facilities
is defined as expanding
overall square footage to
allow for a library with a
reading courtyard, athletic
spaces, educational rooms,
offices, bathrooms, locker
rooms, storage, etc.
*
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report84Appendix
Detailed Online Survey Statistics
64%
44%39%39%32%29%28%18%
24%
40%
35%32%
38%36%31%
31%
10%15%
19%20%24%28%31%
38%
2%1%7%9%6%7%10%13%
0%
20%
40%
60%
80%
100%
120%
Ice Gym Playground Library with
Reading
Courtyard
Indoor Track Ball
Diamonds
Outdoor
Turf Field
Indoor Turf
Field
Please evaluate the importance of each aspect:
Very Important Important Neutral Not Important
*Gym is defined
as a multipurpose
indoor space for
basketball,
volleyball, soccer,
taekwondo,
gymnastics, etc.
*
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The Robert Crown Community Center Campaign Planning Study ꟾFinal Report85Appendix
Detailed Online Survey Statistics
1%2%
10%11%
36%
15%
12%
9%
0%
5%
10%
15%
20%
25%
30%
35%
40%
For estimation purposes only, please mark the gift level that would be within your
capabilities, if payable over a five-year period. This is not a commitment.
Note: Respondents selecting “Other” are not included in the graph above.
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To: Honorable Mayor and Members of the City Council
From: Martin Lyons, Assistant City Manager / CFO
Joe McRae, Director of Parks, Recreation and Community Services
Karen Danczak Lyons, Library Director
Subject: Recommendation for Fundraising Consulting Services for Robert Crown,
RFP #15-24
Date: June 15, 2015
Recommendation
Staff recommends that City Council authorize the City Manager to execute a consulting
services agreement for fundraising at Robert Crown with Community Counselling
Services Co., LLC (CCS) located at 155 North Wacker, Suite 1790, Chicago, Illinois
60606 at a total cost of $477,500.
Funding Sources
FY 2015 CIP #415555: $873,000
Discussion
Located at the corner of Main Street and Dodge Avenue, Crown Park and the Robert
Crown Community Center and Ice Complex (Crown) deliver a wide range of recreational
services. Crown Park provides a variety of outdoor athletic facilities for the entire
Evanston community including four tennis courts, two softball fields, and one football
field. Constructed in 1975, the 61,000 square foot Crown building contains one large ice
skating arena, a small studio-practice rink, one basketball gymnasium, a child care
room, and a variety of other multi-purpose rooms.
The Robert Crown Center is the most heavily used community center in the City. It is
over 40 years old and due to heavy use, age, building (not life safety) code deficiencies
and evolving community needs, Crown is in need of either replacement or significant
renovation. Additionally, the Library has identified a need to serve west side residents
with a flexible library learning space. In order to pool resources and develop synergy
within the City, the Parks Recreation and Community Services Department and Library
have partnered to either renovate or reconstruct Crown to meet these demands.
Memorandum
For City Council meeting of June 15, 2015 Item SP2
Business of the City by Motion: Robert Crown Fundraising Consultant
For Action
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Over the past several years, staff working in concert with a steering committee, has
explored a variety of mechanisms to secure funding for renovation or reconstruction
including grant opportunities and public / private partnership ventures. These
explorations have revealed that private fundraising, in conjunction with public
investment, will likely yield successful results for a new or substantially renovated
facility. As staff expertise in fundraising and development services are not available, the
City issued a Request for Proposal for these services on March 12, 2015. On April 8,
2015, the Purchasing Division received proposals from two qualified professional
consulting firms as noted below:
Consultant Address
Community Counselling
Services Co., Llc (CCS)
155 North Wacker, Suite 1790, Chicago, Illinois
60606
Ter Molen Watkins & Brandt
Llc.
2 North Riverside Plaza, Suite 1030, Chicago, Illinois
60606
A committee was developed to review and evaluate the proposals consisting of the
following members: Martin Lyons/Administrative Services, Joe McRae/PRCS, Karen
Danczak Lyons/Library, Bob Dorneker/PRCS, Wynn Shawver/Library, Stefanie
Levine/Public Works and Melissa Parker/PRCS. Each committee member individually
reviewed the proposals based on:
1. Qualifications and Expertise
2. Price
3. Organization and Completeness of Proposal
4. Willingness to Execute City Agreement
5. M/W/EBE Participation
Following proposal review, the committee met to discuss the submissions and agreed to
interview both candidate firms. After the interviews, the committee met again to discuss
and score the consultants and determine which firm to recommend for award. A scoring
breakdown of the two firms follows:
Consultant
Qualifications
& Expertise
(30)
Price
(30)
Proposal
Organization
(15)
Willingness to
Execute
Agreement (15)
Proposed
M/W/EBE
(10) Total (100)
CCS 30 27 15 15 0 87
Ter Molen 26 23 14 15 3 81
The City’s RFP indicated that the selected consultant would immediately begin a
comprehensive fundraising campaign for the project. However, both consultant
responses strongly recommended that the City first perform a feasibility study to better
determine the donor pool, cultivate potential community leaders and prepare the City for
the campaign. Both consultant teams indicated that the feasibility study was vital to the
campaign’s success, particularly due to the City’s current lack of established donor
104 of 106
base. After extensive deliberation, the review committee agrees that this strategy is
critical to the project’s success and will afford the City an opportunity to gauge
community feedback, enhance the donor pool and strategically define the renovation or
reconstruction scope in advance of the actual campaign.
A breakdown of both consultant firm fees follows:
Consultant Miscellaneous
Cost
Feasibility
Study
Capital
Campaign
Cost per
interview during
Feasibility
Study
CCS $6,500 $75,000 $396,000 $1,000
Ter Molen At cost $60,000 $225,000 $1,714
At first glance, costs for CCS appear significantly higher than Ter Molen. However, in
actuality CCS’s proposal offers substantially more in services than the Ter Molen
proposal which the committee feels are vital to project execution. During the feasibility
study, Ter Molen’s proposal offers 35 interviews with individual potential donors. By
comparison, CCS’s proposal includes between 50 and 75 similar interviews. The
additional interviews provided by CCS will cast a substantially wider net within the donor
community, an imperative step considering the limited base the City has currently
established. During the capital campaign, Ter Molen’s proposal includes coordination
and marketing of the campaign but only in an off-site, supportive role. CCS’s proposal
however, includes full time and on-site campaign management. In the review
committee’s opinion, full time and hands on capital campaign support is critical to
success due to the City’s limited resources and expertise in this area.
Following consultant evaluation, the committee recommends CCS for award based on
the scoring results, their team’s significant experience and success with similar projects,
their demonstrated understanding of this project, their proposed project approach and
their references. CCS’s references have been reviewed with favorable results. One of
their local clients, Rotary International (RI) has an extensive background working with
CCS and having favorable results. Staff found that RI has engaged the services of CCS
in an ongoing consultative manner on multiple occasions, most notably for their global
Polio Plus Campaign launched in 1985. Since that time, Rotary has contributed more
than $1.3 billion to immunize more than 2.5 billion children in 122 countries. Based on
their experiences with CCS, and their local knowledge of the City of Evanston,
professional staff at RI highly recommend CCS for this project specifically noting their
responsiveness, adaptability and the vast resources that they command. RI indicates a
high level of respect for their professionalism and ability to customize their efforts in
response to the specific needs of any given campaign.
CCS has worked with a wide variety of organizations with varying levels of resources
and existing fundraising capabilities, ranging from community based entities such as
local churches to large international organizations with more complex agendas such as
RI. Based on this recommendation we are confident CCS is well positioned to partner
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with the City of Evanston to explore the current opportunity of a fundraising campaign
for Robert Crown in order to recommend and facilitate the best practices that will result
in a successful campaign.
CCS has requested a waiver of the City’s M/W/EBE goal (see attached M/W/EBE
memo for additional information).
As a result of the need to perform a feasibility study, the work will be conducted in two
distinct phases. Phase 1 (Feasibility Study) will include strategic discussions with
community members to assess capacity, development of a project timeline and
preparation for the campaign effort. Phase 2 will include the actual donation campaign
itself.
A breakdown of proposed funding for this project is as follows:
Item Amount
CIP Funding $873,000.00
Expenses / encumbrances to date $0
Recommended Award -$477,500.00
Remaining Balance $395,500.00
Pending City Council approval, the proposed schedule for this project is to complete the
feasibility study by the end of October 2015 and to conduct the capital campaign
between October 2015 and October 2016. Architectural design work for the project,
beginning with an RFP for consulting services, will likely be initiated during the capital
campaign phase. Project construction would be anticipated to occur in 2017.
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Attachments:
MWEBE Memo
Crown renderings
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