HomeMy WebLinkAbout04.18.16 Packet
CITY COUNCIL REGULAR MEETING
CITY OF EVANSTON, ILLINOIS
LORRAINE H. MORTON CIVIC CENTER
JAMES C. LYTLE COUNCIL CHAMBERS
Monday, April 18, 2016
Special Planning & Development Committee (P&D) meeting meets at 7 p.m.
City Council meeting will convene at conclusion of the Special Planning &
Development Committee meeting.
ORDER OF BUSINESS
(I) Roll Call – Begin with Alderman Miller
(II) Mayor Public Announcements and Proclamations
(III) City Manager Public Announcements
(IV) Communications: City Clerk
(V) Public Comment
Members of the public are welcome to speak at City Council meetings. As part of the Council
agenda, a period for public comments shall be offered at the commencement of each regular
Council meeting. Those wishing to speak should sign their name and the agenda item or non-
agenda topic to be addressed on a designated participation sheet. If there are five or fewer
speakers, fifteen minutes shall be provided for Public Comment. If there are more than five
speakers, a period of forty-five minutes shall be provided for all comment, and no individual shall
speak longer than three minutes. The Mayor will allocate time among the speakers to ensure that
Public Comment does not exceed forty-five minutes. The business of the City Council shall
commence forty-five minutes after the beginning of Public Comment. Aldermen do not respond
during Public Comment. Public Comment is intended to foster dialogue in a respectful and civil
manner. Public comments are requested to be made with these guidelines in mind.
(VI) Consent Agenda: Alderman Rainey
(VII) Special Order of Business: Robert Crown Center
(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 1 of 30
City Council Agenda April 18, 2016 Page 2 of 2
CONSENT AGENDA
(M1) Approval of Minutes of the Regular City Council Meeting April 11, 2016
For Action
SPECIAL ORDER OF BUSINESS
(SP1) Robert Crown Center Fund Raising Feasibility Study
The Crown Center Subcommittee and staff recommends the City Council discuss
and approve next steps for the Robert Crown Center (RCC) Fund Raising Project
to include: approval of funding strategy to fund new Crown Center as funding
target; discussion of fund raising leadership team; discussion of Robert Crown
Center stand-alone foundation; and discussion of long-term maintenance funding
Resolution – after direction from Council to include timing, funding level and
structure, staff will provide resolution if so directed.
For Discussion
MEETINGS SCHEDULED THROUGH APRIL 2016
Upcoming Aldermanic Committee Meetings
Tues, Apr 19 7 pm Housing & Community Development Act
Wed, Apr 20 6:30 pm M/W/EBE Advisory Committee
Mon, Apr 25 6 pm A&PW, P&D, City Council meetings
Wed, Apr 27 6 pm Transportation/Parking Committee
Wed, Apr 27 7 pm Economic Development Committee
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 April 18, 2016 Items SP1
Crown Center Fund Raising Update
For Discussion
To: Honorable Mayor and Members of the City Council
From: Martin Lyons, Assistant City Manager/CFO
Lawrence Hemingway, Director of Parks, Recreation & Community Services
Karen Danczak Lyons, Library Director
Subject: Robert Crown Center Fund Raising Feasibility Study
Date: April 14, 2016
Recommended action:
The Crown Center Subcommittee and staff recommends the City Council discuss and
approve next steps for the Robert Crown Center (RCC) Fund Raising Project to include:
1.Approval of Funding Strategy to Fund New Crown Center as funding target.
2.Discussion of Fund Raising Leadership Team
3.Discussion of Robert Crown Center stand-alone foundation.
4.Discussion of Long-term Maintenance Funding Resolution – After Direction from
Council to include timing, funding level and structure, staff will provide resolution
if so directed.
Summary:
City Staff and representatives of CCS will be providing a presentation at the April 18,
2016 Council meeting to update the City Council and Community on the Robert Crown
Center Project.
CCS staff began work with the City full-time starting in March. Based on the most
recent recommendation from the Crown Center Subcommittee (Alderman Miller,
Alderman Wilson, Library Board President Michael Tannin and Park Board President
Daniel Stein in attendance) and on the strong recommendation from CCS, the City
needs to move forward with a single goal for fundraising as follows:
1.Utilize marketing material for fund raising that identifies the new Crown
Center to be located on the west side of Crown Park.
2.Provide clear disclosure in all major gift agreement/statements that donors
will be notified if insufficient funds have been raised and that a renovated
Crown Center will be constructed given total funds available.
Memorandum
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Attached is a copy of the Fund Raising Campaign Summary from CCS and major points
in this summary will be covered in the presentation at the April 18 ,2016 Council
meeting.
CCS staff will discuss the formation of the Fundraising Core Leadership Team and the
Executive Cabinet (a slightly larger group) during their presentation on April 18, 2016.
This team will be composed of community leaders representing both recreation and
library interests and major donors.
As has been discussed previously, both the City/Library representatives and CCS
believe that the creation of a foundation will be advantageous to the fund raising
campaign as follows:
1. Provide a clear separation of donated funds from other City or Library
revenue.
2. Provide a long-term vehicle for the continued support of the Center and Park.
As a part of the foundation structure, language will include clear requirements that all
funds donated for the construction of the Center will be utilized for the Center and not
withheld, for other future needs. Bylaws for the foundation are being created presently
and will be provided publicly as soon as a completed draft is available.
Based on conversations with major donors and based on the City and Library goal of
maintaining infrastructure throughout the City, the Crown subcommittee recommends
that a Robert Crown Center “infrastructure maintenance” fund be established in the
City’s budget and that said fund will have annual contributions made for the scheduled
maintenance and rehabilitation of the Center at recommended intervals. Staff will
provide alternative revenue sources to make these contributions on an annual basis and
will bring forward a Resolution in the near future for consideration by both the City
Council and the Library Board. This fund will not be under the control of the newly
created Crown Foundation, but could accept donations from the Foundation for
maintenance and rehabilitation expenses.
Next Steps:
1) Fund Raising per the schedule provided by CCS
2) Review and adoption of “infrastructure maintenance” fund resolution.
3) Creation of additional marketing and fund raising material as needed.
Staff and the Leadership team will provide updates to the City Council and Library
Board on a not less than quarterly basis.
Attachments:
CCS Campaign Summary.
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0
Our Community, Our Future
A Reimagined Robert Crown Community Center
Summary of Working Campaign Plan
April 18, 2016
A partnership between:
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1
Table of Contents
Introduction 2
Strategic Objectives 3
Essential Fundraising Principles 4
Organization & Leadership 6
Phases and Goals 8
Table of Gifts 9
Naming Opportunity Examples 11
Solicitation Best Practices 12
Donor Recognition 14
Gift Crediting 14
Communications and Public Relations 15
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Introduction
CCS is pleased to present this summary of the Working Campaign Plan for a reimagined Robert Crown Community Center
(RCCC). Since the late summer of 2015, CCS has worked closely with the Planning and Advisory Committees for this initiative,
and we thank them for their participation, guidance, and leadership.
The plan summarized on the following pages is based on the findings of a comprehensive Campaign Planning Study, which
afforded CCS the opportunity to gauge community support for a re-envisioned RCCC facility at the current site. The development
of the plan and the recommendations it presents were also shaped by key discussions with City leadership as well as CCS’s
global experience with successful capital campaigns.
The intent of the fully-developed Campaign Plan is to guide City staff and volunteer leadership through the effective launch and
successful conclusion of this vital community effort. It presents a vision for a 12- to 24-month phased campaign, during which
the team will solicit gifts through strategic, tailored approaches. The campaign will take advantage of established best practices
for fundraising, seeking gifts of all levels from every constituency with a connection to RCCC or the City of Evanston. In addition,
the campaign will offer donors the opportunity to pledge their support over a redemption period of three to five years.
It has been CCS’s privilege to partner with the Committee members during the Campaign Planning Study, and we are delighted
to continue as professional counsel in this endeavor. We are fully committed to the success of the City and the Robert Crown
Community Center, and we are confident that together we can realize this bold vision.
Peter Hoskow, Principal & Managing Director - Midwest Operations
Laura Meengs-Aikens, Senior Vice President
Travis Carley, Senior Vice President
Michael Happ, Executive Director
Mari Fecarotta, Information & Special Projects Coordinator
Kim Dooley, Executive Systems Support Manager
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Strategic Objectives
The strategic objectives for this campaign are as follows:
1. Raise $3 to $5 million in gifts and pledges beyond any
lead gifts during a comprehensive capital campaign for
a reimagined RCCC. A final campaign goal will be set
based on the first ten leadership gifts.
2. Demonstrate the community impact of the envisioned
RCCC now and into the future.
3. Instill confidence in the future of the initiative by
outlining a long-term master plan for facility
maintenance.
4. Engage all constituents of the Evanston Public Library
(EPL) and the Parks and Recreation Department,
recognizing their support as key to a successful
community effort.
5. Work with volunteers and lead staff members to identify
and cultivate lead donors.
6. Position the City of Evanston solidly for this campaign
as well as future fundraising endeavors by creating an
independent, sustainable charitable foundation led by
passionate, influential community members.
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Essential Fundraising Principles
Every successful capital campaign is centered on solid core fundraising principles. These essential guidelines, methods, and
practices include the following:
Compelling Case for Support
The Case for Support is the descriptive explanation and rationale behind a request for financial support. It provides a narrative
for the urgency of the initiative and outlines the justification for the campaign. Based on the findings from the Campaign
Planning Study, RCCC’s Case for Support should:
Qualify the project as reflective of the character and culture of Evanston
Demonstrate the potential for an improved quality of life through the legacy of Evanstonian generosity
Depict the added value of a library branch to the RCCC site, and illustrate the advantages of this partnership between
the Parks and Recreation Department and the Evanston Public Library.
Explain the urgent need for expanded and improved recreation and athletic facilities
Make clear that the project will proceed
Working closely with staff and key volunteers, CCS will develop the following materials in alignment with the Case for Support:
Leadership and major gift proposals
Custom-tailored talking points for solicitations
Refined Project Viewbook
Volunteer Training Manuals
Requests and thank-you letters
Frequently Asked Questions (FAQ) sheets
Press releases
Telephone scripts
Brochures, mailers, posters, signs, web content, and other materials as needed
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Dedicated and Dynamic Leadership
In CCS’s experience, successful campaigns involve leadership that extends beyond institutional staff. It is vital to identify and
recruit key leaders and trustworthy advocates to take ownership of the campaign and steer it toward success. RCCC’s campaign
will require a core group of committed, well-respected, civically minded local leaders to propel the campaign forward.
Invested Prospects
The RCCC campaign is a broad-based initiative with the capacity to attract a wide range of donors. Because there is no natural
or historical donor base attached to the Center or this initiative, CCS will lead a thorough and systematic process of identifying
and qualifying potential donors. This effort will prioritize outreach to prospects with the following characteristics:
Ability: the necessary wealth capacity to make a leadership or major gift
Affinity: a positive relationship with the RCCC, EPL, Parks and Recreation Department, or the City of Evanston
Access: an established connection with campaign leaders and advocates, or with other donors
Strategic Fundraising Plan
Successful campaigns carefully adhere to strategic and carefully crafted fundraising plans. CCS will set calculated benchmarks
for contacting prospective donors and securing gifts, and will continually assess and adapt the plan as needed over the course
of the campaign. The plan comprises the following components:
Personal Contact: Each leadership or major gift is solicited face-to-face, guided by a customized solicitation strategy.
Peer-to-Peer Requests: Each prospect is visited by a campaign volunteer who has made a gift at a level equal to or
greater than the amount requested.
Strategic Phases: The campaign is separated into overlapping, sequential phases, beginning with outreach to those
prospects believed to be in a position to consider the largest requests. This approach enables the campaign to build
excitement and momentum as it proceeds from one request level to the next.
Pledged Commitments: To provide everyone the greatest possible opportunity to participate and enable donors to
consider gifts they otherwise would not be able to, the campaign will offer the option to pledge commitments over a
three- to five-year period.
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Campaign Organization and Leadership
For a campaign to be successful, it is imperative that leaders take ownership of the plan. The campaign’s volunteer leaders
drive success not only through their generosity, but also through their outreach to other donors and prominent representation of
the campaign team. In CCS’s experience, a comprehensive and organizationally appropriate leadership framework is essential
for an effective large-scale capital campaign. For the RCCC campaign, CCS recommends the following leadership structure:
1. Campaign Chairs and Core Campaign Leadership: To lead the way in this effort, we will assemble a central leadership
group of three to five people to act as a “nerve center” within the Campaign Executive Cabinet. Core Leaders will meet bi-
weekly and drive the campaign’s activity, alongside CCS’s ongoing counsel. Chairs and other volunteer Core Leaders are
key prospective donors or other influential community members whose guidance is imperative to campaign or project
implementation. These individuals typically make a minimum gift of $25,000, and may be asked to consider gifts of
$100,000 or more.
2. Campaign Executive Cabinet: We will develop 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, comprising Planning and Advisory
Committee members, institutional leaders, 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, cultivate prospective
donors, and participate in high-level solicitations.
3. Endorsers: Campaign leaders should invite a select group of well-known and influential individuals or organizational
representatives to publicly endorse and advocate for the campaign. This provides a valuable role for key stakeholders
willing and able to help with engagement opportunities and introductions, but unable to commit to serving on the
Campaign Executive Cabinet.
4. Public Phase Committees: During the public phase of the campaign, likely the final six months, we will assemble a series
of volunteer committees to engage with specific constituency groups and build donor relations. To reach every
prospective supporter of this project, the campaign will organize these committees by affinity and user group. The Chairs
of these committees will join the Campaign Executive Cabinet.
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Illustration of Campaign Organization and Leadership Structure
Endorsers
City Leadership
Local Businesses
Celebrities
Public Phase Committees
Last 6 Months
Community
Athletics Library
Preschool
First 12 Months
Campaign Executive Cabinet
(10-20)
Initial 12 months
Includes Core Campaign Leadership
Core Campaign Leadership
(3-5)
immediate assembly
Campaign Chair(s)
Internal Leadership
Key Staff Member
Other Select Volunteer
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Campaign Phases and Goals
A strategic phased approach over 12 to 24 months enables the campaign to provide all constituency groups the best possible
opportunity to participate. In a phased approach, the campaign team initially approaches prospects with the financial capacity
and giving history to consider the largest gifts. Significant early leadership gifts are essential for building energy and momentum.
These gifts will energize the community, inspire others to evaluate their own giving capacity, and create confidence in the
project’s success. The initial “quiet” phases focus on personal conversations and not on public promotion. A public phase will
occur during the final months of the campaign.
Campaign Phases
The campaign will operate in four main phases: Planning, Leadership Gifts, Major Gifts, and Community Gifts (the public phase).
The following timetable illustrates an 18-month plan; leadership will determine the actual length based on fundraising progress
and other ongoing strategic factors. The full internal Campaign Plan includes specific intra-phase action steps and benchmarks.
a
Our Community, Our Future
Campaign Timetable
2016 2017 a
Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug a Planning Phase (continued)
4 - 6 months a
March – June 2016 . a
Prioritize leadership recruitment, case a
Leadership Gifts Phase
10 - 12 months a
April 2016 – March 2017 a
Prioritize gifts of $100,000+ a
Major Gifts Phase . . .
7 - 10 months a
August 2016 – June 2017 . a
Prioritize gifts of $25,000+ a
Public / Community Gifts Phase
4 - 6 months
a
March - August 2017 a
Prioritize gifts of $10,000+ and all amounts a
a a a a Apr a a a Aug a a a a a a a Apr a a a Aug a
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Table of Gifts
A Table of Gifts for a campaign provides guidance on how to achieve $3 to $5 million campaign goal. It outlines both the
number of gifts needed at each level, as well as the estimated number of prospects required to secure those gifts. Each table
represents a single possible roadmap to the goal. Like most campaign planning tools, the Table of Gifts remains a “living”
document, which the leadership team can adapt as circumstances dictate. The current community-campaign goal is a working,
flexible target. After the receipt of the first ten gifts, campaign leadership should evaluate and finalize a formal goal.
Table of Gifts for a $3 Million Community-Supported Campaign
Phase Gift Levels # of
Gifts
Typical # of
Prospects Needed Total Raised
Leadership Gifts
$500,000 1 3 $500,000
$250,000 2 6 $500,000
$100,000 6 18 $600,000
Sub-Total 9 27 $1,600,000
Major Gifts
$50,000 10 30 $500,000
$25,000 16 48 $400,000
Sub-Total 26 78 $900,000
Community Gifts
$10,000 25 75 $250,000
Below $10,000 150+ 450+ $250,000
Sub-Total 175+ 525+ $500,000
GRAND TOTAL 210+ 630+ $3,000,000
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Table of Gifts (cont’d.)
Table of Gifts for a $5 Million Community-Supported Campaign
Phase Gift Levels # of
Gifts
Typical # of
Prospects Needed Total Raised
Leadership Gifts
$500,000 2 6 $1,000,000
$250,000 4 12 $1,000,000
$100,000 12 36 $1,200,000
Sub-Total 18 54 $3,200,000
Major Gifts
$50,000 15 45 $750,000
$25,000 20 60 $500,000
Sub-Total 35 105 $1,250,000
Community Gifts
$10,000 30 90 $300,000
Below $10,000 150+ 450+ $250,000
Sub-Total 180+ 540+ $550,000
GRAND TOTAL 233+ 699+ $5,000,000
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Examples of Possible Naming Opportunities
Recognition Opportunity Gift Level
Robert Crown Community Center Complex / Campus (+ additional rec.) $5,000,000
Main Ice Rink / Library $2,000,000
Auxiliary Ice Rink / Courtyard $1,000,000
Turf Field / Gymnasium $500,000
Running Track / Playground $250,000
Multi-purpose Room $100,000
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Solicitation Best Practices
Achieving or surpassing the campaign goal will depend on the quality of personal interactions between campaign leaders and
prospective donors. This is especially true of the six- and seven-figure gifts that will be instrumental in raising $3 to $5 million.
Campaign leaders will be the most successful in their visits with high-capacity prospective donors by following the following
courses of action:
Identification, Research, and Evaluation
To ensure satisfactory gifts during the Leadership and Major Gifts phases, the team must identify an ample amount of prospect
individuals and families. Using both internal resources and aggregating wealth screening tools, CCS will lead the process of
gathering and prioritizing the list of prospects from the following sources:
Current and former EPL donors
Current and former Parks Foundation donors
City staff
Families with other relationships with EPL and the Parks and Recreation Department
Evanston-based corporations and foundations
Known supporters identified in the strategic conversations and online survey conducted in the Campaign Planning Study
After assembling a comprehensive list, CCS and the team will conduct research on each donor’s estimated gift capacity, giving
history, relationship to the initiative, and indications (if any) during the Campaign Planning Study. Campaign leadership should
review these results further evaluate each prospect’s readiness to give.
1
Identification
2
Research
3
Evaluation
4
Cultivation
5
Request
6
Follow Up
7
Stewardship
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Cultivation
Donor cultivation is the foundation of successful prospect engagement. It primarily involves communicating with prospective
donors in a positive, informative way about the case for support and the initiative’s impact on the Evanston community. CCS’s
experience has shown that the most useful method of achieving this is through tailored and customized personal visits by
influential campaign leaders. Some additional cultivation strategies for consideration include:
Tours of the existing RCCC that demonstrate the urgency of the initiative
Visits with the Campaign Executive Cabinet and City leaders
Small-group gatherings focused on the plans for the initiative
Briefing
Once a prospect has been made aware of initial campaign objectives and demonstrates support, the campaign team should
arrange an individual briefing meeting. A pre-solicitation briefing offers an opportunity to further engage prospective donors
prior to a formal request for a gift. During these meetings, conversations should focus on the plans and specific case elements
in which the the prospective donor(s) may take an interest.
Solicitation
The appropriate time to ask for a gift to the campaign is after the solicitor has thoroughly informed a prospective donor about
the scope of the initiative and gathered enough information to develop a personalized request. All solicitation visits should abide
by the following standards:
Solicitation efforts must be centrally coordinated to avoid duplicate efforts
Volunteers and City leadership may only solicit prospects with approval from the Campaign Executive Cabinet
Prior to a visit with a prospective donor, CCS and the campaign team must prepare a customized prospectus with a
specific gift request and naming opportunity.
Visitors must attend group or one-on-one volunteer training sessions, conducted by CCS, prior to meeting with prospects.
This will ground all volunteers in the most successful gift request techniques, and ensure the best possible gifts.
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Donor Recognition
This campaign will provide donors with the chance to consider a suite of recognition opportunities. Commemorative or memorial
opportunities are personal ways to honor donors’ contributions based on their specific interests. Naming opportunities can help
secure larger gifts, and can persuade donors to stretch consider gifts in the top range of their capacity. The campaign will
present detailed and tailored recognition opportunities to prospective donors during personalized visits. A preliminary list of
specific naming opportunities is in development.
When developing naming opportunities for the RCCC, the City of Evanston should consider:
All sections and prominent features of the facility and parkland property
The potential personal significance of given opportunities to individual prospects
Comparable recognition tiers for other institutions and campaigns in the community
Transparency and consistency with regard to process and criteria
Gift Crediting
The campaign will follow commonly practiced guidelines in crediting and reporting gifts and pledges to the initiative. It will be the
newly formed foundation’s policy to account for campaign and to recognize donors according to the following guidelines:
1. Written documentation from the donor will be mandatory for every campaign commitment. All gifts must be confirmed
either through a letter of intent, written agreement, pledge card, trust document, planned gift instrument, or other legal
notification in order to be counted toward the campaign goal.
2. Gifts and pledges will be acknowledged with formal thank-you letters from City administration and campaign volunteers.
These letters must include a description of the donation, its value, and whether or not goods or services were received in
exchange for the contribution. This written acknowledgement will be mailed within three business days of the receipt of
gift or pledge.
3. Unrestricted gifts and pledges will be credited to the general campaign goal. Separate and appropriate goals may be
created for any restricted gifts.
4. A schedule of pledge redemptions will be outlined for project planning purposes.
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Communication and Public Relations
The Our Community, Our Future campaign is unique compared to traditional fundraising efforts. It has no existing leadership
board and no established donor base. In addition, the vision is reliant on private, philanthropic investment in a tax-supported
entity. However, the community is well aware of this long-pursued initiative, and the case for public support is compelling.
Considering the initiative’s atypical roots, clear and consistent messaging to all constituents is vital to success. When it comes
to seeking donor support and instilling confidence in the initiative, the more communication the better. Communication should
maintain a thematic root in the impact of the initiative, be transparent and comprehensive of campaign activities, and occur
with great frequency. When the time is fitting and appropriate, all communication tools generated by the Parks and Recreation
Department, EPL, the City of Evanston, and the RCCC should include campaign information and support the ongoing narrative of
the effort. The main focus of all communications must be on communicating the need and rationale for support.
Communication Vehicles
Communication pipelines throughout the course of this campaign will include:
Campaign Meetings RCCC Tours City Leadership Leadership Invitations Acknolwedgement and
Update Letters Newsletters
Personal Meetings City Council Meetings EPL & Parks Foundation
Board Members Campaign Leaders Solicitation Requests Receptions and Events
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Communication Tools
All materials for the RCCC campaign should emphasize the case for support. Communication materials for the campaign will
include the following:
Material Purpose/Intent
Case Statement Provides rationale for the campaign and project
Presents vision and project plans
Campaign Viewbook and Brochure Visually communicates the case for the campaign
Raises donor awareness and support
Individual Prospectus and Core
Committee Guidebook
Educates prospective donors about campaign elements and impact of initiative
Provides a focused request for support
Recruits volunteer leadership
Guides volunteers during solicitation visits
Campaign Presentations Visually communicates the impact of the reimagined RCCC
Supplements briefings and events
Educates constituents and community about initiative developments
Serves as a volunteer recruitment tool
Campaign Letterhead Creates campaign identity and theme
Recognizes initiative leadership
Campaign Newsletters Recognizes gifts and volunteers
Provides project updates and generates enthusiasm
Celebrates accomplishments as the project unfolds
Letter From Mayor, Library
Director, and Parks and
Recreation Department Director
Communicates success and builds enthusiasm
Recognizes key campaign donors and volunteers
Creates personal link between donors and the Mayor, EPL Director, and Parks and Recreation
Department Director
FAQs and Talking Points Provides critical information for prospective donors
Anticipates common questions and addresses material not covered in other campaign materials
Provides discussion pieces during solicitations
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CITY COUNCIL REGULAR MEETING
CITY OF EVANSTON, ILLINOIS
LORRAINE H. MORTON CIVIC CENTER
JAMES C. LYTLE COUNCIL CHAMBERS
Monday, April 11, 2016
7:25 PM
Roll Call Alderman Wynne Alderman Wilson
Alderman Holmes Alderman Tendam
Alderman Revelle Alderman Miller
Alderman Fiske Alderman Braithwaite
Absent Alderman Rainey
Presiding Mayor Elizabeth B. Tisdahl
Mayor Tisdahl called the Regular Meeting of the City Council to order at 7:25 pm,
after the Roll Call determined a quorum was represented.
Alderman Holmes announced to the public that agenda item (A14) Ordinance 36-O-
16, Adding Title 3, Chapter 32, “Massage Establishment”, will be taken off agenda
and not discussed until May 23, 2016.
Mayor Public Announcements and Proclamations
• Keys to the City:
Dave and Ellen Glatt, Dave’s Italian Kitchen: Mayor Tisdahl gave a
brief description of their contributions and service to the City of Evanston,
and presented Dave & Ellen Glatt with a Key to the City; which was
accepted by Kevin Brown, Youth & Young Adult Program Manager
Dave and Liz Schaps, Great Harvest Bread Company: Mayor Tisdahl
gave a brief description of their contributions and service to the City of
Evanston and presented Dave & Liz Schaps with a Key to the City.
• Fair Housing Month, April 2016
• National Library Week, April 10-16
• National Volunteer Week, April 10-16
City Manager Public Announcements
• Clean Up Evanston, April 23, 2016
Kumar Jensen, Sustainability Fellow, gave a brief presentation and
information about volunteer services and locations. More information can be
found at www.cityofevanston.org/earthday
• Rodent Control Report
Ike Ogbo, Public Health Manager, gave updates to the Rodent Issues and 22 of 30
City Council Agenda April 11, 2016 Page 2 of 9
presented a short video to the Council. The presentation can be found at
http://www.cityofevanston.org/assets/Rodent%20Update.pdf
Communications: City Clerk: No Communications.
Public Comment
• James Wolinski : Spoke about agenda item SP1
• Dominic Hilaire : Spoke about agenda item SP1
• Junad Rizki : Made a comment to James Wolinski, gave his opinions on the
feral cat and rat poisoning, Dave’s Italian Kitchen, Alderman request for
salary increase, and the Plastic Bag ordinance and change
• Dave Guran : Spoke about agenda item A3.5 and presented the Council
with a slide of the blueprint to help support his opinions
• Dianne Fox : Spoke about agenda item SP1
• Tim Schoolmaster : Commented on the mailing and handling of the 1095c
Forms and the lack of quick response from the City of Evanston
• Mike Vasilko : Gave his opinion on the Howard Street Theatre Project
• Father Greg Sakowicz : Spoke about agenda item SP1
SPECIAL ORDER OF BUSINESS
(SP1) Appeal of Certificate of Appropriateness Denial for Roof Replacement from
Clay Tile to Asphalt Shingles, 1012 Lake Street
City staff recommends upholding the December 15, 2015 Preservation
Commission decision denying a Certificate of Appropriateness (COA) for
the replacement of the ceramic tile roof with fiber glass shingles on the
building at 1012 Lake St..
For Action – POSTPONED TO MAY 9TH CITY COUNCIL MEETING
CONSENT AGENDA
(M1) Approval of Minutes of the Regular City Council Meeting March 28, 2016
For Action - APPROVED
ADMINISTRATION & PUBLIC WORKS COMMITTEE
(A1) City of Evanston Payroll through March 20, 2016 $2,674,316.30
(A2) FY2016 City of Evanston Bills – April 12, 2016
$3,820,884.90
Credit Card Activity -- Period ending February 29, 2016 $196,686.18
For Action - APPROVED
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City Council Agenda April 11, 2016 Page 3 of 9
(A3.1) Approval of 2016-2018 Renewal of Building Automation Service Agreement
for HVAC Systems with Siemens Industry Inc. for Police Headquarters
Staff recommends City Council authorize the City Manager to execute a
three year, single source service agreement for the Building Automation
System (BAS) with Siemens Industry Inc. (585 Slawin Court, Mount
Prospect, IL 60056) in the amount of $27,220.00 for FYI 2016, $27,880.00 for
FYI 2017 and $28,500.00 for FYI 2018 to cover hardware/software and
service visits for the HVAC system in the City of Evanston Police
Headquarters. Funding is provided by Facilities Account 100.19.1950.62509
with a 2016 budgeted amount of $74,845.00. For Action - APPROVED
(A3.2) Approval of Contract with Gewalt-Hamilton Associates, Inc. for Various
Parking Lot Improvement Engineering Design Services (RFP No. 16-22)
Staff recommends City Council authorize the City Manager to execute an
engineering services contract for the Various Parking Lot Improvement
Engineering with Gewalt-Hamilton Associates, Inc. (625 Forest Edge Drive,
Vernon Hills, IL 60061) in the amount of $144,650. Funding will be provided
from the Parking Fund (Account 505.19.7005.65515) in the amount of
$120,700 and from the CIP Fund (Account 415.40.4116.65515) in the amount
of $23,950. For Action - APPROVED
(A3.3) Approval of Contract with Glenbrook Excavating & Concrete, Inc. for Water
Main Improvements, Lining and Street Resurfacing Project CIP 1 (Bid No.
15-60)
Staff recommends City Council authorize the City Manager to execute a
contract for the Water Main Improvements, Lining and Street Resurfacing
Project with Glenbrook Excavating & Concrete, Inc. (1350 N. Old Rand
Road, Wauconda, IL 60084) in the amount of $1,637,841.00. Funding will be
provided from the Water Fund (Account 513.71.7330.65515 – 416503) in the
amount of $1,346,814.50, the CIP Fund (Account 415.40.4116.65515 –
416503) in the amount of $245,685.50, and the Sewer Fund (Account
515.40.4535.65515 – 416507) in the amount of $45,341.00.
For Action - APPROVED
(A3.4) Approval of Contract with Garland/DBS, Inc. for Water Plant Roof and
Masonry Repair
Staff recommends that City Council authorize the City Manager to execute
a contract for Water Treatment Facility Roof and Masonry Improvements
with Garland/DBS, Inc. (3800 East 91st St, Cleveland, OH 44105) in the
amount of $511,273. Funding for this work will be from the Water Fund,
Account 513.71.7330.65515 – 716004, which has an FY 2016 allocation of
$550,000. For Action - APPROVED
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City Council Agenda April 11, 2016 Page 4 of 9
(A3.5) Approval Agreement with A. Lamp Concrete Contractors Inc. for Emerson-
Ridge-Green Bay Construction
Staff recommends City Council authorize the City Manager to make a
recommendation to the Illinois Department of Transportation to award the
Emerson Street, Ridge Avenue and Green Bay Road Corridor Project to the
low bidder, A. Lamp Concrete Contractors Inc. (800 W Irving Park Rd,
Schaumburg, IL 60193) in the amount of $11,173,775.42. Funding in the
amount of $8,334,943 was authorized by City Council on January 11, 2016.
Additional project funding in the amount of $2,838,832 is detailed in the
staff report and will not be needed until 2017.
For Action – OFF AGENDA. PASSES (7-1) (ALD. FISKE – NAY)
(A3.6) Approval of Engineering Services Agreement with Teska Associates, Inc.
for Gibbs-Morrison Center Site Improvements (RFP No. 16-04)
Staff recommends City Council authorize the City Manager to execute a
contract for professional services related to the Gibbs Morrison Cultural
Center Site Improvement Project with Teska Associates, Inc. (627 Grove
Street, Evanston, IL 60201) in the amount of $77,641.00. Site improvements
include a stormwater management system, more effective outdoor
programming space, an access drive with accommodations for solid waste
disposal and site security features. Funding will be provided from the
Capital Improvement Program (CIP) General Obligation Bonds (Account
415.40.4116.62145 – 616020) in the amount of $37,641.00 and from the
Sewer Fund (Account 515.40.4535.62461) in the amount of $40,000.00.
For Action - APPROVED
(A3.7) Approval of Contract with Kovilic Construction Company Inc. for Dredging
of the Church Street Boat Ramp
Staff recommends that City Council authorize the City Manager to execute
a contract in the amount of $20,500 with Kovilic Construction Company,
Inc., (P.O. Box 939, 3721 N. Carnation Street, Franklin Park, IL 60131) for the
dredging of the Church Street Boat Harbor. Funding will be provided from
the Parks, Recreation and Community Services Business Account
100.30.3065.65050, Church Street/Lakefront Operations. Additionally, this
expense will be offset from fees collected from sales of boat launch
permits (Revenue Business Unit 100.30.3080.53565 Church Street/Lakefront
Operations). For Action - APPROVED
(A3.8)Approval of Contract Renewal with Krave LLC to Operate Lakefront
Concessions
Staff recommends that City Council authorize the City Manager to execute
a one (1) year contract renewal with Krave LLC for the Church and Clark
Street food & drink stand and the lakefront mobile concessions
(Lighthouse, Clark St., Greenwood St., South Blvd. and Lee Street) for the
2016 season. For Action - APPROVED
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City Council Agenda April 11, 2016 Page 5 of 9
(A4) Approval of a Sidewalk Café for Red Robin Burger Works, 1700 Maple
Staff recommends City Council approval of first-time application for a
sidewalk café permit for Red Robin Burger Works, a Type 2 restaurant
located at 1700 Maple Avenue. For Action – APPROVED
(A5) Resolution 26-R-16 Motor Fuel Tax Funds Use for Roadway Construction
Staff recommends City Council approval of Resolution 26-R-16 authorizing
the use of Motor Fuel Tax Funds in the amount of $1,400,000 for street
resurfacing. Funding will be provided from the Motor Fuel Tax Fund (Fund
#200) which has a total budget allocation of $1,710,000.
For Action - APPROVED
The following two items (A6.1 and A6.2) are related to the Blight Reduction
Program
(A6.1) Resolution 22-R-16 Authorizing Participation in the Blight Reduction
Program
Staff recommends adoption of Resolution 22-R-16 authorizing the City to
participate in the Blight Reduction Program (BRP) with funding in the not to
exceed amount of $455,000 from the Illinois Housing Development
Authority to be spent during FY2016 and FY2017. BRP funds will be used to
acquire and demolish vacant/blighted 1-4 unit residential properties in
designated census block groups in Evanston. BRP is a new source of
funding and may be layered with CDBG revolving loan funds if costs on
individual properties exceed the BRP maximum of $35,000 per unit.
$340,000 is budgeted in CDBG account 220.21.5280.65535.
For Action - APPROVED
(A6.2) Resolution 27-R-16 Authorizing the City of Evanston to Increase the
FY2016 Budget for the Affordable Housing Fund
Staff recommends City Council adoption of Resolution 27-R-16 authorizing
the City Manager to Increase the FY2016 Budget for the Affordable Housing
Fund by $455,000 to a New Total of $929.347. This change will bring the
total FY 2016 Budget as amended to $304,949,806. Per Resolution 18-R-16,
funding will come from the Blight Reduction Program (BRP) funded by the
US Treasury and administered by the Illinois Housing Development
Authority in the not to exceed amount of $455,000.
For Action - APPROVED
(A7) Resolution 25-R-16 Authorizing that Payments Relating to FY2016 Capital
Improvement Plan Projects Be Reimbursed by the Subsequent 2016
General Obligation Bond Issuance
Staff recommends City Council adoption of Resolution 25-R-16 authorizing
that payments relating to FY2016 Capital Improvement Plan (CIP) project
expenditures up to $13,018,000 to be reimbursed by the subsequent 2016
General Obligation (GO) bond issuance. For Action - APPROVED
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City Council Agenda April 11, 2016 Page 6 of 9
(A8) Resolution 24-R-16 for ROW Agreement with Wide Open West
Staff recommends City Council adoption of Resolution 24-R-16, authorizing
the City Manager to negotiate and execute a Right-of-Way Agreement with
Sigecom, LLC, d/b/a WOW! Internet, Phone and Cable (WOW), 1674
Frontenac Road, Naperville IL for the construction of a dark fiber
communications network in the public right-of-way to be leased by Verizon
Communications. No City funding is required for this fiber optic cable
installation. WOW will be assessed permit fees to be deposited into Right-
of-Way account 2630.52126. For Action - APPROVED
(A9) Ordinance 38-O-16 Amending the City Code to Establish a 4-Way Stop
Control at the Intersection of Ashland Avenue and Grove Street
Staff recommends adoption of Ordinance 38-O-16 by which the City
Council would amend Section 10-11-5(D), Schedule V(D) of the City Code to
establish a 4-Way Stop Control at the intersection of Ashland Avenue and
Grey Street. The 2nd ward Alderman has requested suspension of the rules
to allow Introduction and Action at the same meeting. Funding will be
through the General Fund-Traffic Control Supplies (100.40.4520.65115),
with a budget of $40,000 for FY 2016. Suspension of the Rules is requested for
Introduction and Action by City Council on April 11, 2016.
For Introduction and Action – APPROVED
(A10) Ordinance 40-O-16 amend Title 10, Motor Vehicles and Traffic, Chapter 11,
Traffic Schedules, Section 22: Evanston Resident Only Parking
The Transportation/Parking Committee and staff recommend that the City
Council adopt Ordinance 40-O-16 amending Title 10, Motor Vehicles and
Traffic, Chapter 11, Traffic Schedules, Section 22: Evanston Resident Only
Parking District subsection (B) District E-2 boundaries: to delete Clyde
Avenue, Callan Avenue and Elmwood Avenue from Howard Street to the
first alley north of Howard Street. For Introduction - APPROVED
(A11) Ordinance 41-O-16, Amending Title 10, Motor Vehicles and Traffic, Chapter
11, Traffic Schedules, Section 18(B): Resident Parking Only District
The Transportation/Parking Committee and staff recommend that the City
Council adopt Ordinance 41-O-16 amending Title 10, Motor Vehicles and
Traffic, Chapter 11, Traffic Schedules, Section 18(B): Resident Parking Only
District 2 to read: 2. Those residents having a legal address on the west
side of Ridge Avenue between Austin Street and Harvard Terrace.
For Introduction - APPROVED
(A12) Ordinance 35-O-16, Decreasing the Number of Class T Liquor Licenses for
Now We’re Cookin’, Inc. d/b/a Now We’re Cookin’, 1601 Payne Street, Unit C
Staff recommends City Council adoption of Ordinance 35-O-16, which
amends Evanston City Code of 2012 Subsection 3-4-6-(T), as amended, to
decrease the number of authorized Class T liquor licenses from three (3) to
two (2). Now We’re Cookin’, Inc, d/b/a Now We’re Cookin’, 1601 Payne
Street, Unit C, is not renewing its liquor license. For Introduction -
APPROVED
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City Council Agenda April 11, 2016 Page 7 of 9
(A13) Ordinance 39-O-16, Autobarn Place Private Street Addition to City Street
System
Staff recommends approval of Ordinance 39-O-16 renaming Shure
Drive/Brummel Place to Autobarn Place as a Private Street. The 8th ward
Alderman has requested suspension of the rules to allow Introduction and
Action at the same meeting. Suspension of the Rules is requested for
Introduction and Action by City Council on April 11, 2016.
For Introduction and Action - APPROVED
(A14) Ordinance 36-O-16, Adding Title 3, Chapter 32, “Massage Establishment”
Staff recommends City Council adoption of Ordinance 36-O-16, to address
ongoing community concerns and provide an enforcement tool related to
illegal sexual activities at massage establishments. City staff reviewed and
considered comparable massage establishment statutes from similarly
situated jurisdictions. The proposed ordinance clearly ties into state
licensing requirements and makes City inspections and enforcement
actions follow a clear path. Ordinance 36-O-16 was introduced at the March
28, 2016 City Council meeting. For Action–Off agenda until May 23rd CC Mtg
(A15) Ordinance 25-O-16, Decreasing the Number of Class C Liquor Licenses for
Dow Escondido, LLC d/b/a Hilton Orrington, 1700 Orrington Avenue
Local Liquor Commissioner recommends City Council adoption of
Ordinance 25-O-16, which amends Evanston City Code of 2012 Subsection
3-4-6-(C), as amended, to decrease the number of authorized Class C liquor
licenses from twenty (20) to nineteen (19). Dow Escondido, LLC d/b/a
Hilton Orrington (“Company”), 1700 Orrington Avenue, no longer is the
owner of the premises as it was sold to a new corporate entity. Ordinance
25-O-16 was introduced at the March 28, 2016 City Council meeting.
For Action - APPROVED
(A16) Ordinance 27-O-16, Increasing the Number of Class C Liquor Licenses for
Twice & Thrice, LLC d/b/a LuLu’s, Taco Diablo, and Five & Dime, 1026
Davis Street
Local Liquor Commissioner recommends City Council adoption of
Ordinance 27-O-16, which amends Evanston City Code of 2012 Subsection
3-4-6-(C), as amended, to increase the number of authorized Class C liquor
licenses from twenty (20) to twenty-one (21) and permit issuance of a Class
C license to Twice & Thrice, LLC d/b/a LuLu’s, Taco Diablo, and Five &
Dime, 1026 Davis Street. Ordinance 27-O-16 was introduced at the March
28, 2016 City Council meeting. For Action - APPROVED
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City Council Agenda April 11, 2016 Page 8 of 9
(A17) Ordinance 30-O-16, Increasing the Number of Class D Liquor Licenses for
Dash S Corporation d/b/a The Funky Monk, 618 ½ Church St
Local Liquor Commissioner recommends City Council adoption of
Ordinance 30-O-16, which amends Evanston City Code of 2012 Subsection
3-4-6-(D), as amended, to increase the number of authorized Class D liquor
licenses from fifty-two (52) to fifty-three (53), and permit issuance of a
Class D license to Dash S Corporation d/b/a The Funky Monk, 618 ½
Church Street. Ordinance 30-O-16 was introduced at the March 28, 2016
City Council meeting. For Action - APPROVED
PLANNING & DEVELOPMENT COMMITTEE
(The April 11, 2016 Planning and Development meeting has been cancelled.)
RULES COMMITTEE
(R1) Approval of Appointment of Alderman Melissa Wynne to the Administration
and Public Works Committee
For Action - APPROVED
ECONOMIC DEVELOPMENT COMMITTEE
(O1) Approval of West Village Business Association Application for the
Evanston Great Merchants Grant Program
Staff and the Economic Development Committee recommend to City
Council approval of $6,800 in Great Merchant Grant funding for the West
Village Business Association to be used for seasonal plantings. Funding
will be through the Economic Development Business District Improvement
Fund (#225.15.5300.65522), with a budget of $250,000 to fund both the
Great Merchant Grant Program and the Storefront Modernization Program.
For Action - APPROVED
(O2) Approval of Revisions to Storefront Modernization Program Guidelines
Staff and the Economic Development Committee recommend additional
revisions to the Storefront Modernization Program Guidelines to clarify
eligibility rules and maximum grant amounts as well as changes to
program administration. For Action - APPROVED
(O3) Approval of Le Tour de Noir Enterprise Evanston Request for
Reimbursement The Economic Development Committee and staff
recommend providing reimbursement to members of the Evanston Black
Business Consortium totaling $1,117.90 for costs associated with the Le
Tour de Noir Enterprise Evanston. Funding will be through the Economic
Development Business Retention/Expansion Fund (#225.15.5300.62662),
with a budget of $300,000. For Action - APPROVED
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City Council Agenda April 11, 2016 Page 9 of 9
CALL OF THE WARDS
• Ward 3: Alderman Wynne announced a Town Hall Meeting at Lincoln
School on May 5th at 7:00 pm
• Ward 4: Alderman Wilson announced the Open House for the Fountain
Square Renovation on April 28th at 6:00 pm
• Ward 5: Alderman Holmes announced the Regular 5th Ward Meeting on
April 21st, and the subject will be “Owning our BLOCK/NEIGHBORHOOD”
• Ward 6: Alderman Tendam had no report
• Ward 7: Alderman Revelle had no report
• Ward 9: Alderman Miller thanked the City of Evanston staff for all their
hard work that they do
• Ward 1: Alderman Fiske spoke a few words about Dave’s Italian
Kitchen
• Ward 2: Alderman Braithwaite announced the 2nd Ward Meeting on
April 14th at the District 65 Bldg at 7:00 pm
A Motion to adjourn was made and seconded, and the Regular Meeting of the City
Council ended at 9:27 pm with a Voice Vote.
Submitted by,
Akäsha S. Terrier
Deputy City Clerk
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