HomeMy WebLinkAboutCCPacket20150615
CITY COUNCIL REGULAR MEETING
CITY OF EVANSTON, ILLINOIS
LORRAINE H. MORTON CIVIC CENTER
COUNCIL CHAMBERS
Monday, June 15, 2015
7:00 p.m.
ORDER OF BUSINESS
(I) City Council Roll Call – Begin with Alderman Fiske
(II) Mayor Public Announcements and Proclamations
National Preservation Month Proclamation and Awards
(III) City Manager Public Announcements
Police Department Promotions and Oath of Office; Introduction of New
Manager
Sergeant Joseph Bush
Commander Brian Henry
Deputy Chief James Pickett
Damir Latinovic, Planning & Zoning Administrator
Walk Friendly Communities Gold Level Award
United Way North-Northwest Top Municipal Campaign Silver Award
National League of Cities Bronze, Silver and Gold Medals for Active Kids at
Play
National League of Cities Bronze Medal for My Plate, Your Place
Bike Commuter Challenge
(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.
1 of 50
City Council Agenda June 15, 2015 Page 2 of 3
(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
SPECIAL ORDERS OF BUSINESS
(SP1) City Wide Youth Services Overview
Staff and community partners will give a presentation about summer youth
activities. Presentation will include updates from the City’s Recreation Division
and Youth and Young Adult program staff, the YMCA, the Youth Job Center,
Y.O.U., the Moran Center and the Evanston Public Library.
For Discussion
(SP2) Approval of Recommendation for Fundraising Consulting Services for
Robert Crown Community Center (RFP 15-24)
Staff recommends that City Council authorize the City Manager to execute a
consulting services agreement for fundraising at the Robert Crown Community
Center with Community Counselling Services Co., LLC (155 North Wacker, Suite
1790, Chicago, IL) at a total cost of $477,500. Funding is provided by the FY
2015 CIP (Project 415555) with a budget of $873,000.
For Action
(SP3) Approval of Parks and Facilities 2016-2018 Proposed Capital Improvement
Plan
Staff recommends City Council approval of the proposed Parks and Facilities
2016-2018 Capital Improvement Plan. The plan identifies the capital
improvement projects for park renovations and facilities upgrades throughout the
City with priority rankings.
For Action
(SP4) 2014-15 End of Season Snow Report
Staff will present the 2014-15 end of season snow report.
For Discussion
10/24/2013 6:42 PM 2 of 50
City Council Agenda June 15, 2015 Page 3 of 3
(SP5) Economic Development Update
Staff will provide a summary and overview of economic development activities to
date at the June 15, 2015 City Council meeting. For reference the Economic
Development Update that was approved by City Council at its March 23, 2015
meeting is included in the packet.
For Discussion
APPOINTMENTS
(APP1) For Reappointment to:
Library Board Benjamin Schapiro
Library Board Sandra Smith
Library Board Michael Tannen
For Action
MEETINGS SCHEDULED THROUGH JUNE 2015
Upcoming Aldermanic Committee Meetings
Tues, June 16 7 pm Housing & Community Dev Act Committee
Wed, June 17 6:30 pm M/W/EBE Advisory Committee
Mon, June 22 6 pm A&PW, P&D, City Council meetings
Wed, June 24 6 pm Transportation/Parking Committee
Wed, June 24 7:30 pm Economic Development Committee
Fri, June 26 7 am Housing & Homelessness Commission
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.
10/24/2013 6:42 PM 3 of 50
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
4 of 50
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
5 of 50
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
6 of 50
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 $395,500.00
Pending City Council approval, the proposed schedule for this project is to complete the
feasibility study by the end of October 2015 and to conduct the capital campaign
between October 2015 and October 2016. Architectural design work for the project,
beginning with an RFP for consulting services, will likely be initiated during the capital
campaign phase. Project construction would be anticipated to occur in 2017.
-------------------------------------------------------------------------------------
Attachments:
MWEBE Memo
Crown renderings
7 of 50
RFP 15-24, Fundraising Consulting Services for Robert Crown, M/W/EBE Waiver 06.15.2015
To: Martin Lyons, Assistant City Manager / CFO
Joe McRae, Director of Parks, Recreation and Community Services
Karen Danczak Lyons, Library Director
From: Tammi Turner, Purchasing Manager
Subject: Fundraising Consulting Services for Robert Crown, RFP #15-24
Date: June 15, 2015
The goal of the Minority, Women, and Evanston Business Enterprise Program
(M/W/EBE) is to assist such businesses with opportunities to grow. In order to
help ensure such growth, the City has established a 25% M/W/EBE
subcontracting participation goal for general contractors. However, RFP 15-24,
Fundraising Consulting Services for Robert Crown preclude subcontracting
opportunities. Therefore, a waiver is granted.
Cc: Erika Storlie, Acting Director of Administrative Services/ Deputy City
Manager
Memorandum
8 of 50
B^RUac3a^f]3^\\d]Xch3U]cUa
3^]SU_c4UbXã]
?Sc^RUa" !$
:^W]B^]Q]1aSWXcUScb3WXSQä^
9 of 50
DQR[U^V3^]cU]cb
7^Q[bQ]T?RYUScXeUb
@a^ãaQ\
4UbXã]?_cX^]!BU]^eQcX^] 1TTXcX^]
1UaXQ[@Uab_UScXeU
CXcU@[Q]
FXUfVa^\=QX]CcaUUc
7a^d]T6[^^a@[Q]
<XRaQahFXUfD^fQaTb1caXd\
<XRaQahFXUfD^fQaTb?dcT^^aBUQTX]ä7QaTU]
4UbXã]?_cX^]">Uf2dX[TX]ã
1UaXQ[@Uab_UScXeU
CXcU@[Q]
FXUfVa^\4^TäU1eU]dU
7a^d]T6[^^a@[Q]
<^RRhFXUfD^fQaTb3^dachQaT
FXUfVa^\Bd]]X]äDaQSZ
1__U]TXg
5gXbcX]äCXcU@[Q]
5gXbcX]ä6[^^a@[Q]
#
$
%
&
'
(
)
!
!!
!"
!#
!$
!%
!&
!'
!(
!)
"
"!
10 of 50
#
B^RUac3a^f]3^\\d]Xch3U]cUa:^W]B^]Q]1aSWXcUScb?Sc^RUa" !$
7^Q[bQ]T?RYUScXeUb
Cd__^accWU3Xch^V5eQ]bc^]¹bä^Q[c^RUcWU\^bc[XeQR[USXchRhX\_a^eX]äcWU
S^\\d]Xch¹b`dQ[Xch^V[XVU
@a^eXTUQfW^[XbcXSb^[dcX^]c^\UUcQUbcWUcXS Vd]ScX^]Q[ Q]TÁ]Q]SXQ[]UUTb
3aUQcUQcaQ]bV^a\QcXeUb_QSUcWQcXbÂUgXR[U V^afQaT [^^ZX]ä Q]TS^\\d]Xch
SU]cUaUT
4UeU[^_bh]UaäXUbRUcfUU]eQaX^dbRdX[TX]ä_a^äaQ\b
3aUQcUQfU[S^\X]ä S^\V^acQR[U Q]TU]UaäUcXSäQcWUaX]äb_QSUV^aQ[[QäUäa^d_b
@a^eXTUQ]^_U]ÂUgXR[Ub_QSUfXcWQRd]TQ]c]QcdaQ[[XäWc
3aUQcUQ]X]]^eQcXeU cUSW]^[^äXSQ[[hQTeQ]SUT Q]TÂUgXR[U[XRaQah
2UbU]bXcXeUc^cWUS^]cUgc
2UU]eXa^]\U]cQ[[hVaXU]T[hQ]TbdbcQX]QR[U
5gXbcX]ä3^]TXcX^]b
11 of 50
$
B^RUac3a^f]3^\\d]Xch3U]cUa:^W]B^]Q]1aSWXcUScb?Sc^RUa" !$
XSU* $& bV
äh\* !" &% bV
[XRaQah* % bV
\d[cX _da_^bU* % ' bV
RdX[TX]ä\Q]QäU\U]c* ) bV
caQSZ % bV
c^cQ[* ' "% >C6g! $-)( #% 7C6
caQSZ]^cX]S[dTUTX]c^cQ[
XSUaX]Z
$' " $bV
[XRaQah
% bV
ãh\
!" &% bV
ad]]X]ãcaQSZ
% bV
RdX[TX]ã\Q]QãU\U]c
) bV
\d[cX _da_^bU
% '
@a^ãaQ\
12 of 50
%
B^RUac3a^f]3^\\d]Xch3U]cUa:^W]B^]Q]1aSWXcUScb?Sc^RUa" !$
4UbXã]?_cX^]!
BU]^eQcX^]1TTXcX^]
13 of 50
ÁU[TcdaV
&
B^RUac3a^f]3^\\d]Xch3U]cUa:^W]B^]Q]1aSWXcUScb?Sc^RUa" !$1UaXQ[@Uab_UScXeU
14 of 50
'
B^RUac3a^f]3^\\d]Xch3U]cUa:^W]B^]Q]1aSWXcUScb?Sc^RUa" !$CXcU@[Q]
\QX]bcaUUcT^TäUQeU]dU[UUbcaUUc
bZh[XäWc
15 of 50
(
B^RUac3a^f]3^\\d]Xch3U]cUa:^W]B^]Q]1aSWXcUScb?Sc^RUa" !$FXUfVa^\=QX]CcaUUc
5gXbcX]ä3^]TXcX^]b
16 of 50
)
B^RUac3a^f]3^\\d]Xch3U]cUa:^W]B^]Q]1aSWXcUScb?Sc^RUa" !$7a^d]T6[^^a@[Q]
;Uh
5gXbcX]ä3^]bcadScX^]c^BU\QX]
>Uf3^]bcadScX^]
?dcT^^aBUQTX]ä7QaTU]
UgXbcX]ä* $% bV
QTTXcX^] aU]^eQcX^]* "& $) bV
^dcT^^aaUQTX]ääQaTU]* # "# bV
c^cQ[* '$ '" bV
\QX]bcaUUc
17 of 50
!
B^RUac3a^f]3^\\d]Xch3U]cUa:^W]B^]Q]1aSWXcUScb?Sc^RUa" !$<XRaQahFXUfD^fQaTb1caXd\
18 of 50
!!
B^RUac3a^f]3^\\d]Xch3U]cUa:^W]B^]Q]1aSWXcUScb?Sc^RUa" !$<XRaQahFXUfD^fQaTb?dcT^^aBUQTX]ã7QaTU]
19 of 50
!"
B^RUac3a^f]3^\\d]Xch3U]cUa:^W]B^]Q]1aSWXcUScb?Sc^RUa" !$
4UbXã]?_cX^]"
>Uf2dX[TX]ä
20 of 50
!#
B^RUac3a^f]3^\\d]Xch3U]cUa:^W]B^]Q]1aSWXcUScb?Sc^RUa" !$1UaXQ[@Uab_UScXeU
ÁU[TcdaV
ÁU[TcdaV
21 of 50
!$
B^RUac3a^f]3^\\d]Xch3U]cUa:^W]B^]Q]1aSWXcUScb?Sc^RUa" !$CXcU@[Q]
\QX]bcaUUcT^TäUQeU]dU[UUbcaUUc
a^^V
QWd
S^dachQaT
22 of 50
!%
B^RUac3a^f]3^\\d]Xch3U]cUa:^W]B^]Q]1aSWXcUScb?Sc^RUa" !$FXUfVa^\4^TãU1eU]dU
23 of 50
!&
B^RUac3a^f]3^\\d]Xch3U]cUa:^W]B^]Q]1aSWXcUScb?Sc^RUa" !$7a^d]T6[^^a@[Q]
äa^d]TÂ^^a* )% $# bV
caQSZ[UeU[* !' )( bV
c^cQ[* !!# $! bVT^TäUQeU]dUDaQSZ<UeU[
^]U[Q_Qa^d]T^dcUa[Q]U*!#)%¹
$ \UcUab- )$[Q_b
!\X[U-# '([Q_b
24 of 50
!'
B^RUac3a^f]3^\\d]Xch3U]cUa:^W]B^]Q]1aSWXcUScb?Sc^RUa" !$<^RRhFXUfD^fQaTb3^dachQaT
25 of 50
!(
B^RUac3a^f]3^\\d]Xch3U]cUa:^W]B^]Q]1aSWXcUScb?Sc^RUa" !$FXUfVa^\Bd]]X]ãDaQSZ
26 of 50
!)
B^RUac3a^f]3^\\d]Xch3U]cUa:^W]B^]Q]1aSWXcUScb?Sc^RUa" !$
1__U]TXg
27 of 50
"
B^RUac3a^f]3^\\d]Xch3U]cUa:^W]B^]Q]1aSWXcUScb?Sc^RUa" !$
\QX]bcaUUcT^TäUQeU]dUUgXbcX]ãRdX[TX]ã
[UUbcaUUc
UgXbcX]ä_QaZX]ä
UgXbcX]ä
_QaZX]ä
!%"b_QSUb
UgXbcX]äRQbURQ[["(% # "(%
UgXbcX]äRQbURQ[["(% # "(%
$UgXbcX]äcU]]Xb
UgXbcX]äb^SSUa V^^cRQ[[!% g#
UgXbcX]ä
_QaZX]ä
UgXbcX]äb^SSUa V^^cRQ[[
!% g#
5gXbcX]ãCXcU@[Q]
!!¹ (·
""¹ (·
"&¹ ·
!$¹ (·
!!¹ (·
!$¹ (·
28 of 50
"!
B^RUac3a^f]3^\\d]Xch3U]cUa:^W]B^]Q]1aSWXcUScb?Sc^RUa" !$5gXbcX]ã6[^^a@[Q]
\QX]bcaUUc
29 of 50
For City Council meeting of June 15, 2015 Item SP3
Business of the City by Motion: Parks and Facilities Proposed CIP Plan
For Action
To: Honorable Mayor and Members of the City Council
From: Erika Storlie, Deputy City Manager
Subject: Parks & Facilities 2016-2018 Proposed Capital Improvement Plan
Date: June 15, 2015
Recommendation:
Staff recommends City Council approval of the proposed Parks and Facilities 2016-
2018 Capital Improvement Plan. The plan identifies the capital improvement projects
for park renovations and facilities upgrades throughout the City with priority rankings.
Background:
The Park and Recreation Board reviewed the plan during their May meeting after it was
referred to them by City Council in April 2015. While the Park and Recreation Board
approved the first year of the plan with one change, they did not approve the final two
years of the plan. Years 2017 and 2018 were not recommended for approval because
the Board thought it was important to have decisions on Penny Park, the Harley Clark
site, identifying a location for a synthetic turf field and developing a master plan of
improvements for James Park, as well as continuing discussion about Grey Park and
the Robert Crown Center project prior to finalizing future years.
Community feedback was provided during the Park and Recreation Board meeting as
well as through an online and phone survey. Survey respondents overwhelmingly
supported moving forward on the Robert Crown Center as soon as possible.
Maintaining the recreation centers was also prioritized by survey respondents. There
was widespread support for the majority of the projects listed with a few new additions
that can be addressed through contingency funding, such as extra benches for the
lakefront.
Earlier this year, staff from Public Works, Administrative Services and Parks, Recreation
and Community Services reviewed all parks and facilities capital improvement needs
and prioritized them for the next three years to create the proposed plan. Potential
projects were reviewed against numerous factors such as system/structure end of life,
maintenance costs, ability to group projects together to save money, safety concerns,
and utilization.
Memorandum
30 of 50
The attached plan not only prioritizes projects by year but also within the year so that in
the event that full funding is not available each year there is still a mechanism in place
to ensure that the highest need projects are addressed.
The draft plan includes projects funded from the General Fund only. This plan does not
address road resurfacing and water/sewer utility capital improvement projects as they
are separate individual plans, as well as any projects funded by the Parking Fund or
Community Development Block Grant (CDBG) funds. Also, the 2016-2018 proposed
plan does not include any projects that started in 2015 and carryover to 2016 since their
funding occurred in 2015.
Attachments
Parks & Facilities 2016-2018 Proposed Capital Improvement Plan
31 of 50
Ward Type CostCIP Plan YearRank within Plan Year Project Name Project Scope1 Park 450,000 2016 1 Church Street Boat Ramp RenovationsReconstruct south pier5 Facility 400,000 2016 1 Fleetwood‐Jourdain Center HVAC ReplacementReplace HVAC system5 Facility 175,000 2016 1 Fleetwood‐Jourdain Center Gym FloorReplace wood gym floor8 Park 80,000 2016 1 James Park Field House Roofing and Siding Replacement Replace roof system and siding7 Facility 200,000 2016 1 Fire Station #3 Slope StabilizationRepair slope4 Facility 1,000,000 2016 1 Robert Crown Center ‐ DesignDesign for new build or renovation of existing facility5 Facility 150,000 2016 2 Service Center Yard ‐ Parking lot/pads/entrances Resurface 1/3 of area each year for 3 years 2 Park 30,000 2016 2 Mason Park Basketball CourtsResurface outdoor basketball courts. 7Facility 200,000 2016 2 Chandler Center Stormwater ImprovementsSewer improvements and building waterproofing 3 Facility 60,000 2016 2 Dempster Beachhouse Window/Entry door replacement Replace entry door and windows 8 Facility 500,000 2016 2 James Park West Parking Lot RenovationsResurface parking lot and add lighting6 Park 100,000 2016 2 Lovelace Park Pond Pond renovations4 Facility 50,000 2016 2 Police Fire Headquarters Retaining Wall RepairsRepair retaining walls at the basement access ramp1 Restroom 60,000 2016 2 Greenwood Beach RestroomRenovate restroom finishes and fixtures3 Restroom 60,000 2016 2 Lee St. Beach RestroomRenovate restroom finishes and fixtures7Facility 25,000 2016 3 Ladd Arboretum WindmillRemove windmillFacility 200,000 2016Facilities ContingencyPark 150,000 2016Parks Contingency2016 Total $3,890,000Projects funded from New GO Bonds in each plan year. Does not include projects with other funding sources or carryover projects from prior yearsParks/Facilities Capital Projects Plan FY 2016‐2018City of Evanston32 of 50
Ward TypeCIP Plan YearRank within Plan Year Project Name Project Scope7 Park 2017 1 Clark Street Beach BoardwalkConstruct boardwalk from beach house to lake1 Park 2017 1 Dog BeachInstall portable pathway system for the beach area 7Facility 2017 1 Ecology Center RenovationsRepair windows; Wood recoating of exterior soffits.5 Park 2017 1 Foster Field Athletic Field Renovations (Fleetwood) Renovate baseball infield, replace perimeter fencing8 Facility 2017 1 James Park East Parking Lot RenovationsMill, resurface and repair parking lot4 Park 2017 1 Grey Park RenovationsMain & Ridge. Park Renovation8 Facility 2017 1 Levy Center Entryway Air BarrierInstall a glass divider around the café area for temperature control 8 Facility 2017 1 Levy Center KitchenReplace cabinet, work island, dishwasher, stove top and oven.1 Facility 2017 1 Noyes Hallway floor refinishing and repairRefinish wood hallway flooring on the 1st and 2nd floor. 1 Facility 2017 1 Noyes CAC Paint & Plaster Repaint and plaster ceilings & hallways in common areas.5 Facility 2017 1 Service Center Yard ‐ Parking lot/pads/entrances Resurface 1/3 of area each year for 3 years 7Restroom 2017 2 Ecology Center Restroom RenovationRestroom renovation3 Park 2017 2 Garden Park RenovationLakefront, N of Sheridan Square. Park Renovation7 Park 2017 2 McCulloch Park RenovationsLivingston between Broadway & Eastwood. Park Renovation8 Restroom 2017 2 James Park Field House Restroom RenovationsAfter roof replacement, restroom renovation8 Facility 2017 2 Levy Center CourtyardReplace soft surface material in the courtyardCity of EvanstonParks/Facilities Capital Projects Plan FY 2016‐2018Projects funded from New GO Bonds in each plan year. Does not include projects with other funding sources or carryover projects from prior years33 of 50
3 Restroom 2017 2 Dempster Beachhouse RestroomsRestroom renovation3 Facility 2017 2 Dempster Beachhouse Tuck pointingBuilding tuckpointing7 Restroom 2017 2 Leahy Shelter & Restroom Restroom Renovation8 Facility 2017 2 Levy Center Office RenovationsReconfigure interior office space5 Facility 2017 3 Civic Center Stairwell PaintingPaint interior stairwells6 Facility 2017 3 Lovelace Park Field House Exterior RepairsRecoat roof; Replace doors, hardware and soffit3 Facility 2017 3 Dempster Beachhouse Office/Training AreaReplace flooring6 Restroom 2017 3 Lovelace Park Field House Restroom RepairsRestroom renovation.1 Facility 2017 3 Noyes CAC Flooring Replace floor in room 1065Facility 2017 3 Civic Center Community Development Space ‐3rd floor Reconfigure office space, paint and replace carpeting.Facility 2017Facilities ContingencyPark 2017Parks Contingency34 of 50
Ward TypeCIP Plan YearRank within Plan Year Project Name Project Scope6 Park 2018 1 Cartwright Park RenovationsGrant & Prospect. Park Renovation7Facility 2018 1 Chandler Center HVACReplace rooftop HVAC units5 Facility 2018 1 Civic Center Office Area ‐ Parks & RecReconfigure office space, paint and replace carpeting.8 Park 2018 1 James Park Pathway LightingInstall pedestrian lighting around walking path8 Park 2018 1 James Park Pathway ReconstructionReconstruct asphalt walking path5 Facility 2018 1 Service Center Yard ‐ Parking lot/pads/entrances Resurface 1/3 of area each year for 3 years 8 Park 2018 2 James Park Playground EquipmentPlayground equipment replacement6 Park 2018 2 Bent Park Field House TuckpointingTuckpoint building3 Restroom 2018 2 South Blvd Beach RestroomRestroom renovation3Restroom 2018 2 Baker Park Exterior RestroomRestroom renovation7 Restroom 2018 2 Lighthouse Landing Restroom RenovationsRestroom renovation5 Facility 2018 3 Fleetwood Jourdain Stage Area8 Park 2018 3 James Park Entry RenovationsDodge and Mulford. Landscape enhancements & signage at park entry5 Park 2018 3 Twiggs Park ShelterShelter renovation and equipment replacement4 Facility 2018 3 Police Station Interior EntryEnclose stairwell at entryFacility 2018Facilities ContingencyPark 2018Parks ContingencyCity of EvanstonParks/Facilities Capital Projects Plan FY 2016‐2018Projects funded from New GO Bonds in each plan year. Does not include projects with other funding sources or carryover projects from prior years35 of 50
For City Council meeting of June 15, 2015 Item SP5
Economic Development Report
For Discussion
To: Honorable Mayor and Members of the City Council
From: Wally Bobkiewicz, City Manager
Johanna Nyden, Acting Deputy City Manager
Paul Zalmezak, Acting Economic Development Division Manager
Subject: Economic Development Report
Date: June 11, 2015
Summary:
Staff will provide a summary and overview of economic development activities to date at
the June 15, 2015 City Council meeting. For reference the Economic Development
Update that was approved by City Council at its March 23, 2015 meeting is attached to
this memorandum.
Attachments:
Economic Development Update Report
Memorandum
36 of 50
1CITY OF EVANSTON Economic Development Plan Update
City of Evanston
Economic Development Work Plan Update
Since 2010, Economic Development has been a City Council Goal.
The Vision Statement adopted in 2010 has served as a guide for
economic development activities for the past fi ve years. Work Plans
adopted in subsequent years have provided additional guidance for
everyday work of the City on economic development matters. This
document serves as an update to the economic development work
plan. It is divided into two parts:
• Part I will review and summarize economic development
activities completed to date; and
• Part II will review economic development plan work activities
that will guide the City’s economic development efforts.
37 of 50
2CITY OF EVANSTON Economic Development Plan Update
PART I: REVIEW OF ACTIVITIES TO DATE
In 2010, the City Council identified Economic Development as one of its top priorities for the City.
This coincided with recovery from an economic downturn known as the Great Recession. The desire to
focus on economic development was driven by a necessity to diversify Evanston’s tax base, support
small businesses that make up Evanston’s day-time population and provide goods and services
to the community and region, connect better with Northwestern University on entrepreneurship
opportunities, and create jobs for individuals at all skill and ability levels.
In January 2010, the City Council adopted a two-page Economic Development Vision statement that
identified areas of focus. These have included:
• Retain and support expansion of existing businesses through improved communication,
development of finance programs, with a focus on small business;
• Attract new businesses that are not currently present in Evanston; utilize key partnerships with
major institutions to bring new businesses to Evanston;
• Support commercial revitalization and redevelopment in corridors with identified plans and work
with neighborhood business associations to achieve economic development priorities; and
• Develop a new Economic Development website that becomes a functional component of the City’s
marketing strategy and a major interactive portal for engagement.
In 2011 and 2012 staff provided updates to the Vision that included a work plan that added
additional focus to the aforementioned areas that included:
1. focus on quality of place initiatives as they related to economic development that continue
to further the City of Evanston’s goal to be the most livable city;
2. support of entrepreneurship and growth-oriented start-ups;
3. support of arts and entertainment-related businesses;
4. retention and expansion of existing and attraction of retail businesses to Evanston’s commercial
districts; and
5) support of efforts to employ individuals in Evanston’s workforce.
The summary of City-led efforts is presented in the following pages.
38 of 50
3CITY OF EVANSTON Economic Development Plan Update
RETENTION AND SUPPORT OF EXISTING BUSINESSES
The City’s business retention and expansion efforts seek to better understand the needs of local
businesses and respond accordingly to promote a healthy local business climate. It is Evanston’s
individual businesses that offer unique character and charm to business districts across the City.
Since 2010, the City has adopted a more robust façade improvement program that has assisted in the
rehabilitation or introduction of new signage at over 25 storefronts throughout Evanston’s business
districts. Additionally, the City has supported the retention of key manufacturing businesses such as
IRMCO, Ward Manufacturing, and FEW Spirits through direct financial assistance for rehabilitation of
existing facilities or funding to support equipment purchases. In 2014, through the City’s continued
extension of a sales tax sharing agreement and a TIF funding agreement for rehabilitation of a vacant
property made it possible for Evanston’s only car dealership, Autobarn, to expand. This expansion
effort will result in more than 30 new jobs, of which Autobarn is committed to working with Evanston
Township High School to fill these jobs with local employees.
Entrepreneurship is a significant element of Evanston’s business community as a result of not only
Northwestern University startups, but because of the infrastructure Evanston affords entrepreneurs in
the form of a lively downtown retail and restaurant district, train station business districts, a variety of
office spaces, quality housing, and excellent schools.
Evanston’s entrepreneurship and high growth company network spans the entire growth spectrum
including:
1. the independent professional (i.e. freelancers) based in coffee shops and home based offices;
2. the more established independent professional or “solopreneur” paying for space in one of
Evanston’s two co-working spaces;
3. early stage startups based in the Technology Innovation Center or Northwestern University’s
incubator;
4. the high growth “gazelle” companies in 3,000 to 5,000 square foot offices in downtown
Evanston; and
5. supportive professional services and institutions including banks, accountants,
legal services, etc.
With Evanston’s private sector partners, staff has coordinated two Evanston Edge Startup Showcase
events featuring five Evanston based entrepreneurs given the opportunity to pitch their business
for five minutes before crowds of 150 fellow entrepreneurs, mentors, northwestern faculty, elected
officials, and the general public.
City and library staff have coordinated over 30 entrepreneurship seminars serving approximately
250 people through the NextChapter Evanston entrepreneurship support program taught by local
business owners. Unique in the Chicagoland area, NextChapter provides a platform for career
changers, individuals with an idea but lacking startup know how, and home based businesses to
learn from private sector success stories. The seminars are free due to the generosity of Evanston’s
business community. Staff has also remained engaged in the local entrepreneurship ecosystem
through periodic meetings with Northwestern University faculty and staff; coordination of high
growth company peer to peer networking sessions (e.g. RISE!, Evanston Entrepreneurs League); and
individual one on one meetings.
39 of 50
4CITY OF EVANSTON Economic Development Plan Update
ATTRACTION OF NEW BUSINESSES
While retention has remained a key focus of Economic Development efforts, bringing new businesses
that can complement the existing Evanston businesses has been a key activity for Economic
Development staff. Since 2010, Evanston has significantly expanded its dining options with the
addition of nearly 20 new eateries across Evanston. The new eateries have helped promote evening
activity in business districts. A variety of options for lunchtime dining have also created unique and
dynamic options for people living and working in Evanston. Key new businesses that have been
attracted to Evanston through City efforts and support have included: Trader Joe’s, brew-pubs Smylie
Brothers Brewing Company and Peckish Pig as well as production and nano-breweries, Sketchbook
and Temperance. GFS Marketplace, Little Beans, small retailers like Oliver’s Trains & Toys, Brew Camp,
Corrado Cutlery, Homestead Meats, and Stumble & Relish.
The closure of two Dominick’s grocery stores in late 2013 resulted in work to attract new large grocers
to the area. Fortunately, coordination with City elected officials, staff, and property owners resulted
in the attraction of two new stores—a Whole Foods Market and Valli Produce, both slated to open in
mid-2015.
COMMERCIAL REVITALIZATION AND REDEVELOPMENT
Commercial revitalization and redevelopment in several Evanston business districts has been made
possible by the efforts to build capacity among existing businesses throughout Evanston. Since
2010, the City has worked to build capacity across all of Evanston’s business districts. This work has
included the creation of several new business groups including Howard Street Business Association,
West Main Street Merchants Association, West End, West Village Business Association, Central
Evanston Business Association, and the Noyes Street Merchants Association. The work to organize
these businesses and coordinate communication has improved the City’s ability to disseminate
information to businesses as well as identify areas that could be improved or support business
attraction efforts to reduce vacancies.
Additionally staff has worked to implement plans identified within Tax Increment Financing (TIF)
Plans as well as neighborhood plans that were established. Commercial revitalization work along the
Howard Street corridor as well as west side neighborhood business districts continues to be ongoing
as the City works to enhance and stabilize these key business districts through new businesses, job
opportunities for residents, and business district beautification. Additionally, staff has worked to
create two new TIF districts, one around commercial property at Chicago Avenue and Main Street and
then other to support redevelopment efforts at the Evanston Plaza shopping center.
40 of 50
5CITY OF EVANSTON Economic Development Plan Update
DEVELOPMENT OF NEW ECONOMIC DEVELOPMENT WEBSITE
The City created www.EvanstonEdge.com in 2012 to provide pertinent information on Evanston for
existing and potential businesses. The information contained on the pages includes information on
various City processes and available commercial properties for lease or purchase as well as feature
stories on unique and interesting aspects of Evanston’s business community.
In addition to a dynamic website that changes on a weekly, if not daily basis with new information,
the City’s Economic Development Division also increased its presence on social media. Social media
has given the City the ability to promote events in Evanston’s business community in real-time and
capture the unique and interesting stories for people to learn more about through social media. To
date, the followers on Facebook have grown to nearly 700 and Twitter to nearly 600.
A bi-weekly newsletter has also been in distribution since www.EvanstonEdge.com’s debut. The
newsletter highlights noteworthy events in the business community, upcoming events and other
pertinent information for the business community. To date, the distribution list is comprised of
slightly more than 2,300 subscribers. On average each newsletter is opened by between 30% and
40% of the subscribers. Based on benchmark industry data on open rates for email newsletters, open
rates for subscriber based emails are between 15% and 20%.
41 of 50
6CITY OF EVANSTON Economic Development Plan Update
PART II: ECONOMIC DEVELOPMENT PLAN UPDATE
Moving forward, the City’s economic development efforts will be
guided by a desire to promote triple bottom line sustainability and
enhancing Evanston as the most livable community. The plan outlined
below provides an update to previous work plan’s and promotes
aspects of quality of place, augmenting business district vitality efforts,
and continuing to build on business retention and attraction efforts.
QUALITY OF PLACE
Quality of place is defined as a composition of characteristics that can be found throughout Evanston
that define its attractiveness to new and existing businesses, customers, residents, and visitors.
Richard Florida defines “quality of place” as;
1 “The combination of the built environment and the natural environment;
2 a stimulating, appealing setting for the pursuit of creative lives;
3 Diverse people of all ethnicities, nationalities, religions, and sexual orientations, interacting
and providing clear cues that this is a community where anyone can fit in and make a life;
4 T he vibrancy of the street life, café culture, arts, and music;
5 the visible presence of people engaging in outdoor activities—altogether a lot of active, exciting,
creative goings-ons”.
42 of 50
7CITY OF EVANSTON Economic Development Plan Update
As Evanston strives to be the most livable community, the continued inclusion of this area within the
Economic Development plan recognizes that there are a number of qualities within Evanston that
make it a distinctive, attractive and compelling place to live, to visit and to start a business. The ability
to offer high quality of place amenities and attributes gives Evanston a competitive advantage over
other communities and neighborhoods in Chicago. Businesses make decisions whether to locate
or remain in a community often based on the ability to access amenities that are often found to
promote high quality of place. Locating a business in a place that is exciting, easily reached by public
transportation, and offers unique mix of dining and entertainment opportunities is an important
aspect of employee retention for companies, especially startups, seeking to attract creatively driven
employees who desire a healthy “live/work” balance. In order to maintain this advantage, these
qualities need to be protected, promoted, and preserved.
KEY ACTIVITIES ASSOCIATED WITH QUALITY OF PLACE WILL INCLUDE:
• Support business districts with variety of planned events and activities to promote visitors and
shoppers;
• Continue to support efforts to create health and wellness business “chamber of commerce”;
• Continue outreach to Evanston’s existing entrepreneur network to encourage and support
businesses coming to Evanston that reflect technology/growth-oriented start-up culture;
• Continue to promote innovate food concepts such as shared kitchen, incubators, small markets,
and small craft food production;
• Participate in B Impact Assessment efforts to assist businesses in determining how their business
practices impact employees, community, and the environment;
• Support efforts to make Evanston a model community for being “age-friendly” and to prepare
Evanston businesses to serve the aging baby boom population;
• Coordinate and promote unique and creative art projects throughout all of Evanston’s business
districts;
• Promote new open streets programs that offer innovative and exciting ways to experience business
districts;
• Expand the Parklet pilot program to include other business districts to offer “people places” in
places where it is determined on-street parking spaces can safely accommodate structures; and
• Create historic walking tours phone app for areas around business districts to encourage visitors
to explore business districts.
43 of 50
8CITY OF EVANSTON Economic Development Plan Update
BUSINESS DISTRICT VITALITY
Increasing Business District Vitality efforts will be a two-fold approach. The first will include
improvement of physical infrastructure throughout districts. This is comprised of sidewalk repair
and replacement, implementation of wayfinding signage in each business district, and replacement
or installation of new street furniture (benches, garbage cans, newspaper stands). The second will
continue to build on the work currently underway to enhance the capacity of business districts
through communications, events, and other functions.
Key activities associated with business district vitality will include:
• Enhance attractiveness of existing business districts through the investment of improved
streetscapes; inclusive of planting of new trees/plantings, repair/replacement of broken
sidewalks, removal of street furniture that is broken or addition of new street furniture;
• Installation of wayfinding signage in business districts to assist visitors to the area to find and
better explore districts and locate businesses of interest;
• Coordination with property owners of long vacant commercial properties to create visually
attractive vacant storefronts and continue to work with property owners to identify businesses to
locate in spaces;
• Support coordinated events and activities throughout business districts year round that bring new
visitors to business districts that engage existing “bricks & mortar” businesses;
• Update of EvanstonEdge.com to promote Evanston’s business districts through high quality and
professional images of businesses and districts; increase in total feature stories about businesses
in Evanston;
• Continue support of creation of special service area in the Main/Chicago/Dempster corridor to
provide additional resources and support to these merchant districts; and
• Work with existing businesses districts to continue to improve capacity and function of individual
business districts.
BUSINESS RETENTION AND ATTRACTION
As major projects are completed, business retention will be a cornerstone of economic development
efforts. Retention efforts will include working with existing businesses to identify areas of potential
technical assistance or opportunities for expansion. Additionally, efforts will include the attraction of
complementary businesses to support our existing businesses.
As highlighted in previous plans, nearby shopping centers reportedly restrict their tenants from
expanding within a specific radius. As a result, Evanston’s ability to attract a broad range of national
retailers is limited. Therefore Evanston economic development staff will continue to proactively
pursue a multifaceted effort to expand the retail sales tax base by balancing unique local retail with
desired national retailers.
Support of Evanston businesses also includes assessing opportunities for new job growth and
employment of Evanston residents where possible. Businesses applying for business licenses and
city financial assistance are encouraged to work with Evanston’s extensive network of workforce
development partners including National Able, Oakton Community College, and the Youth Job Center.
44 of 50
9CITY OF EVANSTON Economic Development Plan Update
Support of Evanston’s entrepreneurial spirit will continue to be an intentional and coordinated effort.
Brad Feld, author of Startup Communities: Building an Entrepreneurial Ecosystem in Your City argues
that the role of government is to support entrepreneurs, not create them. He suggests government
should “use the bully pulpit to stimulate the agenda versus investing directly in entrepreneurs.” He
also recommends government emphatically “ask the entrepreneurs what they need!”
Staff proposes to continue to support this range of business activity with a primary focus on
intentional - peer to peer networking, professional development, and early stage business
development support.
Key activities associated with business retention and attraction will include:
• Repurpose and rebrand Façade Program as Storefront Improvement Fund to include interior build
out in addition to façade;
• Coordinate with ownership of Evanston Plaza to identify tenants for shopping center;
• Support opening of Little Beans Café at 430 Asbury Avenue and identify additional indoor family-
oriented activities including children’s museum, bowling, inflatable play/bounce house; creative
studios;
• Design and implement a retail incubation program supporting the creation of storefront spaces for
home-based businesses or individuals with ideas but limited capital;
• Identify and pursue retailers from Chicago neighborhood businesses seeking to expand or
relocate;
• Work with Evanston Chamber of Commerce, Now We’re Cookin’, Evanston Inventure, and other
partners to create a Women’s Entrepreneurship Group;
• Host regular series of Evanston company founders (CEO’s) events with topical focus such as staff
recruiting needs, infrastructure needs, case studies, or other areas of desired interest;
• Refine Next Chapter to determine effectiveness and opportunity to provide additional resources to
support entrepreneurs/increase frequency of programming and options;
• Support/“embed in” entrepreneurship-oriented activities such as RISE!, Inventure, Now We’re
Cookin’, and Startup Evanston; and
• Continue outreach to NU faculty, faculty startups, and student-led startups (Kellogg, McCormick,
INVO, etc.).
45 of 50
10CITY OF EVANSTON Economic Development Plan Update
BUSINESS DISTRICT PLANS
Economic Development staff will continue to work to implement and execute on the business district
plans identified in 2013 for the various business districts throughout Evanston. Work is organized
geographically on the following pages.
Central Street is the longest east-west arterial within Evanston, anchored to the east by North Shore
University Health System and stretching west to Gross Pointe Road. Central Street has its own
“village” feel and is host to a multitude of small locally-based shops and boutiques specializing
in everything from antiques and spices to kids clothing and couture wedding gowns. The walkable
stretches of shops make this a destination for residents and visitors.
Northwestern University Athletics is also located on Central Street with Ryan Field prominently
positioned to Big Ten sports enthusiasts. Both the CTA Purple Line and the Metra Union Pacific Line
have stops on Central Street, making it a convenient place for shoppers, foodies and residents alike.
Central Street Objectives and Projects Include:
• Streetscape improvements on Central Street sidewalks. Central Street has a strong local retail
corridor. A good pedestrian environment is essential to supporting a healthy retail environment. In
order to retain and continue to attract these retailers, this infrastructure is essential.
• Support leasing of new retail and restaurant space east of Metra tracks at Central Station
Apartment development. The large tract of land previously occupied by Evanston Theatres created
a void that will now be filled by the construction of the new Central Station Apartments. The
property will feature ground floor commercial space that can be filled by retail, services, or food
services.
• Support capacity-building efforts. Identify opportunities to build capacity among merchant
districts either through additional support at the business district level or through other
placemaking resources such as the National Main Streets Center, Inc.
Chicago Avenue/Dempster/Main Streets district represent two business districts located within steps
of the CTA Purple Line Dempster Street Station and south of downtown Evanston. Each offers a range
of retail and culinary destinations as well as a number of neighborhood-serving retail and services.
Three major grocery stores and Evanston’s only car dealership anchor the districts.
Chicago Avenue/Dempster/Main Streets Objectives and Projects Include:
• Coordination of consideration of Special Service Area (SSA) designation. The introduction of new
businesses as well as a desire to support the environment that the existing businesses have
had for a long time is driving the desire to create an SSA. Work will be done in 2014 and 2015 to
identify opportunities for the creation of an SSA.
• Development & Support of food-related/culinary businesses in the area. This area currently has
three major grocery stores. Adding destination food businesses will further support the businesses
in this area.
• Support Leasing of vacant retail spaces west of the CTA and Metra Tracks. The deteriorating
viaducts that bisect Dempster and Dempster Streets have long created a division between the
west and east portions of this business district. As a result there are several key vacancies in the
western corridor. With the new CTA bridges completed, the “barrier” between the two districts is
less severe and with targeted marketing, that area will likely see new tenants.
46 of 50
11CITY OF EVANSTON Economic Development Plan Update
• Implementation of Infrastructure Projects in the Main/Chicago TIF District. If adopted, the Main/
Chicago Implementation Plan identifies several major district improvements that will enhance the
attractiveness of the district. Included, but not limited to these improvements are: streetscape
improvements, street repaving, alley paving, and new lighting. These improvements will support a
more vibrant and attractive business district.
• Development of an energy-efficient/green building plan for older buildings. Many of the
commercial buildings in these districts are Evanston’s oldest and also offer some of the least
energy efficient measures (older windows and doors, inefficient heating and cooling systems).
Working with local utility providers and other green stakeholders, the City will develop a financial
incentive program for properties in and outside the Chicago/Main TIF district.
Downtown Evanston is a dynamic city center that offers a dynamic day-time population of over 20,000
employees that works in approximately 2 million square feet of offices throughout the district. This is
in addition to approximately 14,000 residents within a half mile of Sherman and Church. . Combined
together, post-modern inspired office towers and contemporary condo buildings dominate the skyline
of Downtown Evanston. Within the downtown there are over 100 dining options for every taste.
Downtown Evanston Objectives and Projects Include:
• Coordinate with Downtown Evanston on retention efforts, recruitment of new businesses and
marketing initiatives. Downtown Evanston plays a key role in supporting recruitment of new
businesses to Evanston and marketing events that draw thousands of visitors to Evanston.
• Leasing of major vacancies 1,500 square feet or greater. The real estate downturn and the
contraction of many national and local retailers have resulted in a number of sizeable ground
floor vacancies. Over the course of the year the City will work with brokers, property owners,
building managers, and prospective retail tenants to reoccupy these spaces with uses that are
complementary to Downtown Evanston
• Redevelopment of major land vacancies to highest and best use to support day-time population.
The downtown has several large vacancies that either have plans in process of formation or
development. The redevelopment of these properties to support a vibrant day-time population is
critical to the ongoing success of Downtown Evanston.
• Implementation of NEA Grant and EvanstArts Report. Continue to support the implementation of
the EvanstonArts Report through work with the City’s Cultural Arts Coordinator. Finalize work on the
Downtown Performing Arts Task Force.
• Attraction and retention of growth oriented companies for existing and new office space. Evanston
is headquarters to a number of small and medium sized companies who benefit from a vibrant
downtown and transit access. The city will continue to identify growth oriented companies for
retention, expansion and attraction into office space and work with entrepreneurs to develop
support programming and networking opportunities.
• Coordinate workforce development opportunities to benefit targeted population. Businesses are
regularly seeking employees to fill vacant positions but some are having difficulties matching the
skills of applicants to available positions. Workforce Development in the area will help fill these
voids and decrease the unemployment rate in the City. Pursue Washington National TIF funding as
potential source of funding.
47 of 50
12CITY OF EVANSTON Economic Development Plan Update
Howard Street is a revitalizing mixed-use corridor sharing a municipal boundary with the City of
Chicago. Along Howard Street you will find a mix of unique specialty stores, a variety of housing
choices, and destination eateries. The district is anchored on the east by the Howard Street CTA
station that offers Red, Purple, and Yellow Line service. The district spans west to Ridge Avenue. The
corridor is comprised of mixed-use buildings that range from vintage 1920s commercial buildings to
a modern high-rise apartment building. Evanston’s Howard Street Business Association is the driving
force behind the revitalization of this district and meets monthly to discuss projects, new business
activities, and other critical items.
Howard Street Objectives and Projects Include:
• Redevelopment of City-Owned Properties on Howard Street. The City currently owns six properties
in this corridor: 623-627 ½ Howard Street (home of Peckish Pig brew-pub); 633 Howard Street
(Police Outpost); 629-631 Howard Street (multi-story mixed use building housing Ward Eight and
two occupied residential units); 727-729 Howard Street (vacant one-story building); 721-723
Howard Street (vacant one-story building); and 717 Howard Street (one-story building slated for
demolition).
• Support for the Howard Street Business Association. Since the summer of 2010, the City has
provided support and management for the business association along Howard Street. Prior to the
summer of 2010, the businesses had never convened a meeting nor had coordinated activities. As
new businesses have arrived on Howard Street and more individual businesses have convened to
work together to improve the area, the City’s involvement in the management and organization of
this group can be reduced. The City will remain involved in the association, since it owns several
properties on the corridor.
• Continue work to convene Food Truck Festivals. Since 2011, the City has coordinated a “food
truck festival” at the annual Starlight Concert at Brummel Park. The City will again coordinate this
festival that brings hundreds of visitors to the park.
Noyes/Foster Street business district represents two concentrations of Evanston businesses that
sprouted near the CTA Purple Line stations for which the districts are named. The businesses located
here offer an eclectic mix of shops and restaurants that serve the residents of both the single-family
homes and the Northwestern student body. The City of Evanston’s Noyes Cultural Arts Center anchors
Noyes Street and offers a wide range of arts and theatre programs. The businesses surrounding the
Noyes Cultural Arts Center reflect the eclectic and unique character of this district.
Noyes/Foster Street Objectives and Projects Include:
• Development and support of business district organization. The businesses currently located in
this district have started the process to create a formal association. Several have indicated an
interest in stronger organizational coordination to promote the performing arts offerings and
connect these groups to the food, retail, and service offerings in the immediately surrounding
neighborhood.
• Capital investment in Noyes Cultural Arts Center. The City’s adopted Capital Improvement Plan
identifies a number of improvements necessary to complete at the Noyes Cultural Arts Center to
continue to make it a viable space for Arts groups.
• Support special events coordinated by the emerging merchant district. As the merchant district
continues to build its capacity, special events coordinated around the Noyes Cultural Arts Center
and surrounding merchant district will be an important component of defining the business
district.
48 of 50
13CITY OF EVANSTON Economic Development Plan Update
Southwest area of Evanston encompasses several shopping centers that are home to large format
national retailers. Main Street Commons, located south of Main Street includes a Marshalls,
Starbucks, Food 4 Less, and Sam’s Club. West on Oakton Street, includes a Home Depot, PetSmart,
grocery stores ALDI and GFS Marketplace, as well as Steak n’ Shake. Finally along Howard Street in the
Evanston Center shopping district, includes an Office Max, Jewel/Osco, Best Buy and Target.
Southwest Objectives and Projects Include:
• Attract complementary tenants to develop on large tracts of undeveloped land in these districts.
At the Evanston Center, there are currently four outlots that were never developed. The properties
were recently listed for sale and several fast casual restaurants have indicated interest in locating
at these parcels. On West Oakton, the property behind the new GFS Marketplace has yet to be
developed.
• Develop a plan for utilization of the former Evanston Recycling Center. In 2011 and 2012 there
were extensive discussions regarding the future of this property. Concepts for redevelopment
ranged from an indoor recreation facility to a salt dome.
• Coordinate workforce development opportunities to benefit targeted population. Businesses are
regularly seeking employees to fill vacant positions but some are having difficulties matching the
skills of applicants to available positions. Workforce Development in the area will help fill these
voids and decrease the unemployment rate in the City. Pursue Howard/Hartrey TIF funding as
potential source of funding.
• Support development and support of business district organization. The businesses located
the West Main Street/Dodge Avenue areas have started to organize to establish a merchant
association. Staff will continue to assist in these efforts of self-organization.
The West Side is comprised of several commercial areas. Located adjacent to Evanston Township
High School is the area of Church Street and Dodge Avenue. This area features several neighborhood
businesses and services. The Evanston North Shore Contractor’s Cooperative is under construction at
1817 Church Street. Fatty’s Burgers & More and C&W Market add retail and restaurant options to the
intersection of Church Street and Dodge Avenue.
The Dr. Hill neighborhood at Simpson Street and Green Bay Road features former ice cream factories
and other industrial spaces converted to live work offices which now house Brella Productions, a fast
growing multimedia production company, Mighty Nest, a web based natural, organic, and non-toxic
product retailer, smaller independent startups, as well as the Now We’re Cookin’ culinary incubator
which is a state-of-the-art facility that offers shared kitchen space, cooking classes, and a packaged
food business incubator.
On the western edge of downtown Evanston is the Emerson Street corridor. Located at the corner of
Green Bay Road and Emerson is Hecky’s Barbeque which attracts fans from throughout Chicagoland
to the experience their famous barbeque sauce.
West Side Objectives and Projects Include:
• Continued support and facilitation of merchant groups. Assist in the work of Central Evanston
Business Association incorporating businesses based at Church & Dodge, Dr. Hill, Green Bay &
Emerson, and Emerson/Dodge/Dewey. These commercial areas operate largely independent of
each other with fairly limited cohesive activity.
• Pursue redevelopment of key properties along Church Street between Dewey and Brown. This
corridor is key to West Side development. There are opportunities to create partnerships and make
a commercial intersection that draws in residents and visitors from Evanston and surrounding
areas.
49 of 50
14CITY OF EVANSTON Economic Development Plan Update
• Initiate planning process for cultural / heritage trail. This effort could spur on tourism in the
area, lead to more commercial activity as visitors follow the trail and bolster community pride.
Coordinate workforce development opportunities to benefit targeted population. Pursue West
Evanston TIF as potential source of funding.
• Support expansion of growth businesses in Dr. Hill district The Dr. Hill district has a number of
small successful start-up businesses that are growing and in need of larger space and more
employees.
• Proactively seek out storefront improvement opportunities. There are a number of existing empty
storefronts which could be physically improved and filled with growing start-up businesses looking
for space.
The West End is conveniently located one mile west of Downtown Evanston and three miles east of the
Edens Expressway (Interstate 94) is Evanston’s West End. Once home to Evanston’s largest employer,
the Clayton Mark steel forging company (now site of Evanston Plaza shopping center), the area is
now home to the West End Business Association - a tight network of small to mid-size commercial
enterprises, modern manufacturing and technology companies.
West End Objectives and Projects Include:
• Support innovation and modernization of industrial uses within district.
• Directional Signage for West End District- Use the Wayfinding Signage Program currently being
designed by UrbanWorks to assist in directing people in and around the West End business
district. Use current district logo to keep the cohesive look of the area.
• Pursue options to leverage TIF and/or economic development fund to support workforce
development opportunities in partnership with West End employers and existing workforce
development non-profit organizations.
The West Village, centered at Dodge and Dempster, is distinctly independent and artistic. Florence
Avenue is home to a small strip of storefronts that local historians say were once owned by butchers,
bakers, and other storekeepers. Also located in this area is the Heartwood Center for Body Mind and
Spirit which is a unique holistic health services center (an incubator of sorts) committed to providing
excellence in care. Anchored by the new Valli Produce and Dance Center Evanston, the revitalization
of Evanston Plaza shopping center is underway.
WEST VILLAGE OBJECTIVES AND PROJECTS INCLUDE:
• Pursue retail tenants for Evanston Plaza in partnership with property owner. The 200,000 square
foot shopping center is under new ownership after a recent sale and several years of receivership.
A renewed focus on filling vacant retail space with desirable retailers and services to drive sales
tax revenue and job growth.
• Support revitalization of Florence Avenue and Greenleaf business district.
• Support efforts to enhance Dodge Avenue and Dempster Street intersection. The introduction of
Starbucks to the building formerly occupied by KFC and an exterior upgrade to Burger King will
continue to bring new investment to this key Evanston intersection.
50 of 50