HomeMy WebLinkAbout06.17.13
CITY COUNCIL REGULAR MEETING
CITY OF EVANSTON, ILLINOIS
LORRAINE H. MORTON CIVIC CENTER
COUNCIL CHAMBERS
Monday, June 17, 2013
The City Council meeting convenes at 7:00 p.m.
ORDER OF BUSINESS
(I) Roll Call – Begin with Alderman Wynne
(II) Mayor Public Announcements and Proclamations
Recognition of Leapfrog Online’s 2013 CityLIGHTS Trailblazer Award from the
Illinois Technology Association
(III) City Manager Public Announcements
Certificate of Achievement for Excellence in Financial Reporting for the 2011
Comprehensive Annual Financial Report (CAFR)
(IV) Communications: City Clerk
(V) Citizen Comment
Members of the public are welcome to speak at City Council meetings. As part of the Council agenda, a
period for citizen comments shall be offered at the commencement of each regular Council meeting.
Those wishing to speak should sign their name, address and the agenda item or topic to be addressed on
a designated participation sheet. If there are five or fewer speakers, fifteen minutes shall be provided for
Citizen Comment. If there are more than five speakers, a period of forty-five minutes shall be provided for
all comment, and no individual shall speak longer than three minutes. The Mayor will allocate time among
the speakers to ensure that Citizen Comment does not exceed forty-five minutes. The business of the
City Council shall commence forty-five minutes after the beginning of Citizen Comment. Aldermen do not
respond during Citizen Comment. Citizen Comment is intended to foster dialogue in a respectful and civil
manner. Citizen comments are requested to be made with these guidelines in mind.
(VI) Special Orders of Business
(VII) Call of the Wards
(Aldermen shall be called upon by the Mayor to announce or provide information
about any Ward or City matter which an Alderman desires to bring before the
Council.) {Council Rule 2.1(10)}
(VIII) Executive Session
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City Council Agenda June 17, 2013 Page 2 of 3
6/14/2013 3:45 PM
(IX) Adjournment
SPECIAL ORDERS OF BUSINESS
(SP1) Evanston Police Department Deployment Report
Evanston Police Chief Richard Eddington will provide an update.
For Action
(SP2) State of Downtown Evanston
Executive Director Carolyn Dellutri will give a presentation about the State of
Downtown Evanston upon the occasion of their 5 Year Anniversary.
For Action
(SP3) Update from Plan Commission on Revision to the Comprehensive Plan
Chair of the Plan Commission Scott Peters will discuss the Commission’s
proposed process for revising the City’s Comprehensive Plan.
For Action
(SP4) Approval of Initial Implementation of evanstARTs Report
Recommendations
Staff recommends that the City Council authorize the City Manager to begin
implementation of evanstARTs report recommendations by: 1) recruiting and
hiring a Cultural Arts Coordinator reporting to the City Manager; 2) working with
the Evanston Arts Council and evanstARTs steering committee to recommend to
the City Council a task force to drive research, planning and implementation of
the cultural vision; 3) work with the Evanston Arts Council to develop a new
workplan for 2013-14 in keeping with the evanstARTs recommendations.
For Action
(SP5) Approval of Evanston Township High School Booster Club Event Special
Use and One Day Liquor License
Mayor Tisdahl recommends authorizing the City Manager to negotiate and
finalize terms and conditions for use of the top floor of the Sherman Avenue
parking garage for the Evanston Township High School Booster Club event on
September 7, 2013.
For Action
(SP6) Approval of Contract Settlement with Evanston Police Sergeants
Association
Staff recommends approval to authorize the City Manager to execute a collective
bargaining agreement with the Evanston Police Sergeants Association (the
“Sergeants Union”) affiliated with Illinois Fraternal Order of Police Labor Council
effective January 1, 2013 through December 31, 2014.
For Action
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City Council Agenda June 17, 2013 Page 3 of 3
6/14/2013 3:45 PM
(SP7) Approval of Emergency Replacement Purchase of Two (2) Vehicles for the
Evanston Police Department from Currie Motors
Staff recommends City Council approval for the purchase two (2) replacement
vehicles for the Evanston Police Department from Currie Motors (9423 W.
Lincoln Highway, Frankfort, IL) in the amount of $53,369. Funding for this
purchase will be from the Insurance Fund (7800.65550).
For Action
(SP8) Approval of Street Furniture and Amenities for Davis Street
Staff recommends City Council approval of a street furniture package and
amenities for Davis Street’s right of way. Funding will be provided by the
Washington National TIF ($120,000) and the Capital Improvement Fund
($100,000) for a total of $220,000 budgeted for these items.
For Action
(SP9) Discussion of Bike Corral Policy
Staff is requesting direction from City Council in developing a policy for
establishing bike corrals within the public right of way.
For Discussion
APPOINTMENTS
(APP1)For Appointment to:
Chicago/Main TIF Advisory Committee Douglas Geyer
Chicago/Main TIF Advisory Committee Adam Minick
Chicago/Main TIF Advisory Committee Regina Wootton
MEETINGS SCHEDULED THROUGH JUNE 2013
Upcoming Aldermanic Committee Meetings
Wed, June 19 6 pm MWEBE Advisory Committee
Mon, June 24 5:45 pm A&PW, P&D, City Council meetings
Tues, June 25 7:30 pm Housing & Community Dev Act Committee
Wed, June 26 6 pm Transportation/Parking Committee
Wed, June 26 7:30 pm Economic Development Committee
Friday, June 28 7 am Housing & Homelessness Commission
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 m ade for the
accommodation if possible.
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For City Council meeting of June 17, 2013 Item SP1, SP2. SP3
AGENDA NOTICE
Documents and/or presentations for the following three agenda
items will be provided at the City Council meeting on June 17,
2013.
(SP1) Evanston Police Department Deployment Report
(SP2) State of Downtown Evanston
(SP3) Update from Plan Commission on Revision to the Comprehensive Plan
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For City Council meeting of June 17, 2013 Item SP4
Business of the City by Motion: Implementation of evanstARTs Report
For Action
To: Honorable Mayor and Members of the City Council
From: Wally Bobkiewicz, City Manager
Subject: Initial Implementation of evanstARTs Report Recommendations
Date: June 13, 2013
Recommended Action:
Staff recommends that the City Council authorize the City Manager to begin
implementation of evanstARTs report recommendations by: 1) recruiting and hiring a
Cultural Arts Coordinator reporting to the City Manager; 2) working with the Evanston
Arts Council and evanstARTs steering committee to recommend to the City Council a
task force to drive research, planning and implementation of the cultural vision; 3) work
with the Evanston Arts Council to develop a new workplan for 2013-14 in keeping with
the evanstARTs recommendations.
Summary:
In 2012, the community-wide outreach project, evanstARTs, creating our cultural vision,
was funded, supported by the partnership of the City and the Evanston Community
Foundation (ECF). Arts consultant Amina Dickerson, assisted by cultural geographer
and Evanston resident, Amanda Carlson, was engaged by ECF to conduct the
community engagement process, supported by a small working group. More than 750
people, representing all wards in the city, participated in an on-line survey, public
listening sessions, sector focus groups, and stakeholder interviews over a period of six
months.
The charge to the Working Group was to develop a vision for the arts in Evanston and a
roadmap to attain it—a ―plan to plan‖ that was based on current opportunities and
perceptions in Evanston in 2012. We are grateful to all for sharing their insights, hopes,
and concerns.
On March 15, 2013, the evanstARTs steering committee reported its findings to the City
Council. An executive summary of the findings are attached.
The report included three priority actions:
1. Create a new cabinet level position to focus on arts sector and economic
development.
Memorandum
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Page 2 of 2
2. Work in partnership with community organizations and stakeholders to
drive research, planning and implementation of the cultural vision.
3. Create a comprehensive plan for cultural development that is aligned with
and integrated into Evanston’s goals.
I am recommending that the City hire a Cultural Arts Coordinator to address priority
action one. Currently the City has a position (Director, Arts Council). This position has
existed for sometime. In 2009, the responsibilities of the position of Recreation
Program Manager at the Noyes Cultural Arts Center were combined with the Arts
Council Director position when the Program Manager position was eliminated. I am
recommending that the current Director, Arts Council position be converted back to a
Recreation Program Manager for cultural arts in the Parks, Recreation and Community
Services Department. The Cultural Arts Coordinator would assume staff responsibilities
for the Evanston Arts Council and perform arts policy work. The Recreation Program
Manager would be responsible for City cultural arts programs.
This model works successfully with the City’s work in sustainability efforts where a
Sustainable Programs Coordinator in the City Manager’s Office manages sustainability
policy issues and Recreation Program Managers coordinate the City’s ecology and
environmental programs in Parks, Recreation and Community Services.
It is anticipated that the new Cultural Arts Coordinator would start work in
September/October, 2013. There is sufficient funds to cover the cost of the position for
FY 2013. The position would be added to the budget for FY 2014. The salary of the
Cultural Arts Coordinator would be comparable to the Director, Arts Council position.
The Recreation Program Manager position salary range is approximately $50,000 -
$65,000.
Attachment
evanstARTs Executive Summary – March 15, 2013
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REPORT TO EVANSTON CITY COUNCIL
EXECUTIVE SUMMARY
March 15, 2013
Submitted by
evanstARTs Working Group
Judy Kemp, Chair
Amina Dickerson, Project Consultant
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Introduction: Arts, A Vital Ingredient of Community
" ... we know from the 40,000 people [who responded to] the Knight Foundation’s Gallup poll, that aesthetics and
beauty and opportunities for social engagement and activities that you can do together are the top three key
elements that make people love their community and artists are often at the center of those actions. So the
community needs to support and love its artists. And appreciate how they make life better for everyone from little
kids to senior citizens."
Joan Shigakawa, Acting Director, National Endowment for the Arts (2012)
Arts and Identity
The arts lend concrete form to our built environment, provide a bridge across cultures, shape our civic
identity and convey traditions we pass on to our children. Beyond creating consciousness of our common
humanity, the arts offer us unique tools to create a better world. Certainly, a seminal feature of any truly
livable city is the degree to which it provides an environment that stimulates creativity and innovation,
both vital ingredients of the arts. Evanston's place in this same bold tradition can be secured by building
on the City's aspiration to be "a unique, livable, innovative city on the edge of Chicago."
Arts and the Economy
Investing in the arts benefits not only quality of life, but supports economic growth as well. Data from
Americans for the Arts indicate that some $135 billion dollars in economic activity can be attributed to the
arts nationwidei:
$61.1 billion (2010) in spending by nonprofit arts and cultural organizations
4.1 million full-time equivalent (FTE) jobs
$22.3 billion in total government revenue generated by these jobs
This suggests that far from being a frill, the arts are a meaningful contributor to the economic fabric of
communities fortunate to have vibrant arts resources. Research also documents that the arts provide a
stimulus through the spending that occurs when audiences attend arts events: they pay for parking, dine
at nearby cafes and restaurants, perhaps travel and need lodging. The same national survey showed that
local patrons spend, on average, some $24.60 per person beyond admission; for nonlocal audiences,
spending increases to $39.96. Such impact is echoed in Evanston. According to information generated by
Arts Alliance Illinoisii, using the formula Americans for the Arts used for its 2012 Arts & Economic
Prosperity IV Study, a sample of only 47 of Evanston's 85 nonprofit arts organizations in Evanston:
Contributes nearly $20 million in household income to residents
Supports 683 FTE equivalent jobs
Delivers $2.64 million in state and local government revenue
Artists and arts organizations help shape our identity and provide meaningful expression for the
experiences that are fundamental to our lives. In major and mid-size cities, small towns and rural
communities, the arts have been embraced with increasing fervor in recognition of the unifying power
they embody and their potential economic benefits. Evanston has many strengths in the arts: if
nurtured, aligned, and networked together to meet the arts needs of local residents and to attract
patrons from throughout the region, Evanston should be able to capitalize on its arts resources for
economic development and to satisfy its residents’ appetites for the arts throughout their lives.
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The Study and its Recommendations
When several trends converged in early 2012, the City reached out to the Community Foundation and
engaged leaders of the Evanston Arts Council to explore residents’ perspectives on the arts. What do
residents want from the arts and how do they respond to the arts in Evanston today? Could the arts be
well served by creating venues in downtown Evanston that would draw larger audiences to performances
and generate additional business for downtown establishments? The City named the arts one of its six
target business sectors that could drive economic development in Evanston, and won a 2011 coveted NEA
grant to explore the potential for a downtown arts district. Were residents enthusiastic about this
approach? What were the possibilities for arts organizations in City-owned structures to expand into new
spaces? At the same time, parents in D.65 were leading efforts to strengthen the arts in Evanston schools.
In 2012, the community-wide outreach project now known as evanstARTs, creating our cultural vision,
was funded, supported by the partnership of the City and the Community Foundation. Arts consultant
Amina Dickerson, assisted by cultural geographer and Evanston resident, Amanda Carlson, was engaged
by ECF to conduct the community engagement process, supported by a small working group. More than
750 people, representing all wards in the city, participated in an on-line survey, public listening sessions,
sector focus groups, and stakeholder interviews over a period of six months.
The charge to the Working Group was to develop a vision for the arts in Evanston and a roadmap to
attain it—a “plan to plan” that was based on current opportunities and perceptions in Evanston in 2012.
We are grateful to all for sharing their insights, hopes, and concerns.
This executive summary draws excerpts from the full report that will be finalized following our March
18 report to the Evanston City Council.
What Kind of Vision?
As part of the process of engagement, participants were asked to imagine a robust future for the arts in
Evanston. What follows is a synthesis of many of their thoughts.
Imagine Evanston 2025: A culturally-rich community…
Looking back from 2025, a unique arts "ecosystem" has been built through sustained engagement
of diverse sectors of the city, including arts organizations, associations serving artists and the
field, business representatives from downtown and other commercial regions of the city, funding
entities including city government, the schools and the university, city planners, entrepreneurs,
civic associations and others. Working together they created a comprehensive cultural plan and a
structure to guide planned arts growth. Efforts began with a focus on the downtown arts corridor
and construction of facilities to house the arts in the central business district. This corridor is
further animated by adjoining spaces dedicated to visual arts, film, cafes and lively gathering
places for artists, families, students and visitors. The result is a flourishing downtown enlivened by
a spirit of celebration and participation. The Cultural Corridor, as imagined, became a key anchor
in arts and economic development, while spurring the reputation of Evanston as an arts hub
throughout the North Shore.
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Evanston Arts Today
“the arts are already an important component of Evanston’s economy…The pieces need to be organized
and addressed, and promoted comprehensively to benefit the entire city.”
Evanston resident, 2012 evanstARTs survey
Such desires for an arts-rich environment as voiced by residents are built on a rich and promising
landscape that has distinctive strengths:
Evanston is home to ten times more artists and residents employed in arts-related work than the
national average
Evanston has a sizeable and active visual arts community and a noteworthy array of theatres
Along the Dempster/Dodge commercial corridor, the Evanston Dance Center has quietly become
an incubator for small dance companies, leading to increased opportunities for dance instruction
and performances
A significant number of musicians reside in Evanston – providing for an eclectic mix of classical,
choral, contemporary and pop musical offerings and expanding efforts by training organizations
including the highly-regarded and expanding Music Institute of Chicago and the small and
growing Musical Offering
The pioneering Actor’s Gymnasium has helped shape the artistic aesthetic of local companies, by
training actors for a variety of other theatre organizations
Evanston parents and schools have supported Young Evanston Artists (YEA!) for more than 25
years, and today Evanston is one of four "Arts at the Core" communities selected by Arts Alliance
Illinois
Rich craft traditions in jewelry, quilts, ceramics thrive in home studios and garages alongside
active informal arts activity that includes praise dance, gospel choirs and ethnic dance traditions
of Mexico and Brazil
Yet, while many of the city’s artists find Evanston a comfortable place to live and raise their children, they
do not find their employment here. Rather, they find it in Chicago.
Calls for Investment
The 750 evanstARTs participants (roughly 1% of Evanston's population) expressed their strong desire for
the arts to be a core community asset in Evanston. Patrons, seniors and youth, parents and business
leaders, and especially artists, pointed to the strong foundation that already exists in Evanston.
Participants identified four key areas that could elevate the arts scene in Evanston from “good” to
remarkable: Infrastructure, Arts education, Patronage and Support. The community voiced a strong
yearning for something in the arts that expresses "Evanston" and also expressed faith in the city's
potential to foster growth in a manner that generates increased recognition and support. The vision of
attracting visitors from beyond Evanston’s borders is itself a promising development, one that is aligned
with the City’s economic development goals, with its most livable city focus, and with key features of
other national models.
One chief concern raised by participants is the need for a clearly-articulated vision for what the arts can
and should represent in Evanston. Artists and patrons alike were steadfast in their calls for knowledgeable
and forceful leadership. And leadership should, they noted, be complemented by a responsive and
effective management structure, one that would unify multiple sectors in pursuit of creative and
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economic growth. These necessary elements, buttressed by a comprehensive cultural plan and coherent
arts identity, are critical to elevate the city's profile among artists and arts patrons.
Among the other needs expressed by Evanstonians were:
A cultural facility, capable of hosting multiple events, centrally located in a defined "cultural
district”
Coherent "branding" and arts identity for the city, broadly promoted
A central clearinghouse of information on the arts and arts activity
Live/work space for artists
Responsive zoning and permitting
Technical and capacity building support, including meaningful levels of grant funding
Support for arts education, both in-school and out-of-school
Encouraging Arts Growth
In recent years, numerous efforts to bolster support for and awareness of the arts in Evanston have been
mounted. The Arts and Business Committee of the Evanston Arts Council created a website,
evanstonartsbuzz.com, as a central resource listing arts events and activities. The committee also created
special events such as BackStage Evanston to promote local arts. Downtown Evanston has invested in
studies of arts development, including the potential renovation of the Varsity Theater. This organization’s
members regularly provide discount coupons and other financial and in-kind support. Downtown
Evanston also includes arts information in its promotional efforts and distributes arts brochures and
information on arts festivals from its office.
Local financial support for the arts has actually increased since 2005 despite the fact that Arts Council
grants have been sharply reduced. That budget was $47,200 in 2005 but has dropped to slightly above
$10,000 in 2012. Since 2007, ECF’s funding has increased to an average of nearly $60,000 per year. The
Foundation’s arts grants are now made from 5 funds in all and in 2 grantmaking cycles. Findings in 2006
from ECF’s Advancing the Arts study set priorities for its arts grantmaking in an area that we also identify
today as a priority: grants for building operational capacity. Since 1987, ECF has awarded $650,000 to arts
organizations and projects, more than $350,000 of this since 2007. However, we note that the decline in
Arts Council awards has meant reduced support for individual artists and for funds available to arts
organizations and their productions as ECF’s funding generally has an “arts in community,” orientation
consistent with ECF’s purposefully community-wide focus. Municipal funding from the City of Evanston
appears to lag behind other cities, based on information from the National Center for Charitable Statistics.
Models from Around the Nation
Evanston can benefit from examples outside its border. More than 600 communities nationwide have
designated cultural districts which are seen not only as vehicles to stimulate business activity, attract
tourists and help revitalize neighborhoods, but also as initiatives that help to brand a city's unique cultural
identity. A key ingredient to enhancing local cultural activities is recognition of the importance of
strategic planning around the arts. With no single formula, our research underscored the importance of
crafting plans aligned with a city's size, history and cultural assets. And while leadership and
organizational structures may vary, successful ones share this characteristic: individuals, government and
organizations from multiple sectors are engaged and committed to establishing a climate that encourages
arts growth. Our scan of cities that share some features with Evanston offers some useful models:
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Arlington County, VA: A Culturally-Rich Arts Community Committed to the Arts Ecosystem
In 1990, the Arlington, Virginia, County Board (“County”) approved the Arlington County Policy for the
Support of Arts Organizations and Artists (“Policy”). Arlington County formally recognized the important
role that cultural activities play in fostering high quality of life by committing to the following goals:
To create a climate within the County that is conducive to the growth and development of
Arlington's artists and arts organizations through public and private support.
To foster the development of excellence and diversity in the arts insuring that a varied program of
cultural activities is available to satisfy the interests of Arlington's citizens.
To guarantee to all artists and arts organizations an open and fair policy which assures equal
access to County arts resources.
To encourage development of a public/private partnership in support of the arts.
The county promotes itself as an economically competitive and sustainable community through an
Arlington economic development entity which brings together operating groups from cultural affairs,
convention and visitor service, business investment, and real estate developer to integrate the arts into the
County’s overarching economic development strategies.
Asheville, NC: Supporting Individual Artists by Creating the Space for Artistic Practice
Asheville, North Carolina, is one of the best examples of a city that supports its artists and crafts-people
through the celebration and promotion of various cultural districts.
Beginning in the late 1980, as the area’s concentration of artists grew, so did their ability to organize.
Artists assembled the River District Artists organization, and negotiated with the city government to
undertake projects to support the district’s vitality. After 20 years and a five-year branding process, the
River District Artists worked with the City to formalize the River Arts District‘s title and undertake a
marketing campaign.
Cultural Planning is Fundamental
The evanstARTs effort reveals a strong, latent desire among artists and the lay public for a ”continuum of
arts experience.” This continuum would be evidenced in high quality, artistic range and diversity of
offerings. The goal is to position Evanston as a “gateway to the North Shore.” To achieve this reputation
a thorough, imaginative, and ambitious blueprint for the arts is imperative. A host of ideas and
objectives—for arts education, space utilization, collaboration and promotion, were articulated through
public engagement but require refinement and prioritization. The hopes for Evanston are summed up in
the draft statement of vision:
A Vision for Evanston Arts
Evanston is invested in fostering a dynamic, accessible and culturally-rich arts
community. Creativity flourishes in a welcoming, collaborative environment that
encourages lifelong participation in the arts by residents and visitors alike.
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Vision into Action: A Roadmap for Progress
“…it’s time to end the talk and take action.”
2012 evanstARTs Interview
The next step will require more comprehensive research and vetting of the many suggestions
submitted to identify viable—and fundable—strategies to achieve them. Such a plan should of course
have specific timelines and metrics, and identify the entities (public/private) responsible for
implementation.
This type of plan must also align with the overall economic goals of the City. In addition, it must balance
the short- term challenging economic realities that Evanston now faces. As national evidence reflects,
the arts can be a cornerstone for tourism, offer a positive stimulus to retail and commercial development,
and play a key role in building the workforce of the future.iii Successful models of cultural plans are
available to guide this phase of development. However, it is essential that arts planning not take place in a
vacuum. The creation of a cultural plan must be tailored to Evanston’s unique profile and integrated into
the overall blueprint for the future of the City. The arts deserve the City’s investment, reflected, among
other ways, by direct inclusion in the City budget. Such investment is critical to reach the economic
development potential of Evanston’s arts assets.
Priority Actions: The best way to move Evanston forward is to pursue three top priorities:
1 City Action: Create a NEW cabinet level position to focus on arts sector and
economic development
→Community sentiment favored City in supportive role, helping to convene community leaders and
stakeholders and collaborating with them in forging civic leadership that advances the next phases
of planning and development
→ Role calls for a skilled, knowledgeable and charismatic leader, capable of galvanizing public and
private sectors into an effective coalition to advance arts development
→ Position must build relationships and internal alignment to effectively coordinate pro-arts efforts
with the functions of other City departments
2 Community Action: Work in partnership with community organizations and
stakeholders to drive research, planning, and implementation of the cultural
vision
→ In consultation with arts, business and civic leaders, appoint a committee of high-level
public/private representatives to drive the next phase of research and planning
→ Solicit initial funding from multiple sources to create first 2-3 years of budgets for planning and
new initiatives
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→ Ensure appropriate levels of services and facilities to support arts development, in consultation
with person in new City position
→Spearhead planning, ecosystem development, advance new arts economic initiatives with City
3 Joint Action: Create a comprehensive plan for cultural development that is
aligned with and integrated into Evanston’s goals
→ Conduct more extensive research on national models of civic arts management, arts district
structures and related funding mechanisms for the scale and size of Evanston, a precursor to
planning
→ Conduct a gap analysis on regional arts activity to identify a potential niche or unique offerings
Evanston can provide
→ Determine first steps to connect arts ecosystem to the new comprehensive plan and its
implementation
Key Community Recommendations*
1. Explore Creative Use of Space
2. Accelerate Efforts to Identify and Grow Financial Resources & Support
3. Build a Coherent Identity as an Arts City
4. Intentionally Nurture Artist Practice
5. Build a Stronger Partnership with a Key Collaborator: Northwestern University
6. Reposition Arts as Integral to K-12 Education
7. Establish a Seamless Arc of Arts Experiences Over a Lifetime
* Note: Specific initiatives linked to each recommendation are detailed in the full report.
Indicators of Progress:
Revisit and ratify arts district/arts center Decision to better reflect public sentiment.
APPROVE AN OPTION AND MOVE FORWARD WITH CAPITAL PLANNING.
Review existing permitting and zoning policies and make recommendations to appropriate
committees on changes that would advance housing and/or aid independent artist activity in the
downtown district as well as other Evanston communities.
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Establish a kiosk or “awareness generator” in a prominent downtown location. This can be
accomplished in partnership with Downtown Evanston, the Chamber of Commerce, the Arts
Council and other groups.
In collaboration with the Arts Council and other groups, continue the initiative evanstARTs to map
locations of arts organizations and performance/exhibition sites.
To confirm the size of the arts community and create a more reliable data base and profile of
working artists, conduct a voluntary artist “census.” These are first steps in cultivating the arts
ecosystem that will become essential elements of the planning process.
Suggested Next Steps
Adopt the vision and incorporate into the City’s central plan, thereby signaling to artists and
community that the arts are an integral part of Evanston’s future and economic growth
Building on the composition of the evanstARTs Working Group, invite principals in the parallel arts
education and facilities initiatives along with other key stakeholders and arts leaders to continue
discussions focused on aligning top priorities and establishing principles and methodology to ensure a
unified planning process
i Arts & Economic Prosperity IVV
ii Arts Alliance Illinois, Brian Inman.... (detail)
iii Ibid
Working Group Members
Judy Kemp, Committee Chair, Board, Evanston Community Foundation
Judy Aiello, retired, City of Evanston, Board, Evanston Community Foundation
Ann Berkeley, Co Chair, Evanston Arts Council
Heidi Bloom, Co Chair, Evanston Arts Council
Jeff Cory, Cultural Affairs Division, City of Evanston
Joan Gunzberg, retired, Arts and Business Council, Board, Evanston Community Foundation
Sara Schastok, President and CEO, Evanston Community Foundation
Amina Dickerson, Project Consultant, Dickerson Global Advisors
Amanda Carlson, Project Advisor
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For City Council meeting of June 17, 2013 Item SP5
Business of the City by Motion: ETHS Boosters Event at Sherman Garage
For Action
To: Honorable Mayor and Members of the City Council
From: W. Grant Farrar, Corporation Counsel
Subject: ETHS Booster Club Event and One-Day Liquor License
Date: June 17, 2013
Recommended Action:
Mayor Tisdahl recommends approval authorizing City Manager to negotiate and finalize
terms and conditions for use of the top floor of the Sherman Avenue parking garage for
the Evanston Township High School Booster Club Event on September 7, 2013.
Funding Source:
n/a
Summary:
In late April, the ETHS Booster Club met with Mayor Tisdahl to discuss holding its
annual event on the top floor parking deck of the Sherman Avenue parking garage.
Due the expedited nature of the request, staff met with representatives of the Booster
Club to determine event logistics. The Booster Club represented that it would hire
private security and coordinate the cordoning off of sections of the top parking deck to
permit the responsible sale of alcohol at the event. At the Mayor’s direction, the
Boosters will ensure the servers have appropriate BASSETT training as is customary
with all prospective special one-day liquor licenses. I am working with Mr. Lyons and
Mr. Voss regarding parking issues. Staff will follow up with the Booster club concerning
logistical issues and insurance coverage on an as needed basis. Representatives of the
Booster Club will be present at the Council meeting to address any operational issues
or questions related to the event.
Attachment:
Memo and deck plan regarding Sherman Avenue Garage
Memorandum
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To: Martin Lyons, Assistant City Manager/CFO
W. Grant Farrar, City Attorney
From: Rickey A. Voss, Revenue/Parking Manager
Subject: ETHS Booster Club Event, September 7, 2013
Date: June 12, 2013
Summary:
The ETHS Booster Club has requested to hold an event on the upper deck of the
Sherman Plaza Parking Garage on September 7, 2013. The event organizers need to
be furnished information as to the conditions to be followed to ensure that customer
access to the public parking garage is not inhibited and that safety on the upper deck of
the garage is provided for all. The information is provided.
It is recommended that the event participants and organizers are restricted
access to the outer wall perimeter by creating a safety zone of five feet to ensure
safety.
The attendees can park in the Sherman Plaza garage at the standard rate for
hourly parking.
Saturday averages for the upper deck permit parking for June 1 and 9, 2013 are
29 vehicles. These vehicles will have to be displaced for the entire day to insure
that the deck is cleared for the event.
The event organizers will be requesting a “special event” permit to serve alcohol and will
need a copy of the upper deck footprint as part of the application process.
Attached:
Copy of Sherman Plaza Upper Deck Drawing
Memorandum
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For City Council meeting of June 17, 2013 Item SP6
Business of the City by Motion: Police Sergeants Contract
For Action
To: Honorable Mayor and Members of the City Council
From: Martin Lyons, Assistant City Manager/CFO
Subject: Contract Settlement – Evanston Police Sergeants Association
Date: June 13, 2013
Recommended Action:
Staff recommends approval to authorize the City Manager to execute a collective
bargaining agreement with the Evanston Police Sergeants Association (the “Sergeants
Union”) affiliated with Illinois Fraternal Order of Police Labor Council effective January
1, 2013 through December 31, 2014.
Funding Requirements and Sources:
The Sergeants Union opted to exercise the Me Too clause in the previous agreement
for FY 2012, which is an increase of general wages to 2.5%. For FY 2013, the contract
meets budget expectations with a 2.0% general wage increase, and health plan design
changes which will reflect modest increases to health insurance co-pays and employee
contributions paid by bargaining unit members. For FY 2014, the contract provides the
Sergeants Union a Me Too clause provision.
Summary:
On March 11, 2013, the City Council approved a one-year agreement with the
Sergeants Union. However, a few issues between the parties, notably a second year of
the contract, were not resolved which did not come to light until after the Council action.
Staff has since met with the Sergeants Union leadership through the use of a mediator,
at their request, to conclude negotiations for a final contract for the period of January 1,
2013 to December 31, 2014. The parties reached a tentative agreement through
mediation and the amended contract has been signed by the Union.
A. Amended Terms: Below is a listing of terms which have been amended since the
original agreement between the parties:
1. Wages: Original agreement provided for 2.0% wage increase; the proposed contract
includes a “Me Too” provision for the second year of the term.
2. Term: Term was amended from a one year to a two-year term, 1/1/13 – 12/31/14.
Memorandum
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3. Education Compensation: The language is amended to provide a date of payment;
the proposed contract states that the stipend would be paid on the pay period following
the receipt of the executed agreement by both parties.
4. Uniform Allowance: The language is amended to provide a date of payment; the
proposed contract states that the stipend would be paid on the pay period following the
receipt of the executed agreement by both parties.
5. Insurance: Due to the delay in negotiations, the effective date for the insurance plan
changes is amended from July 1, 2013 to August 1, 2013. The unit was provided the
rates for the period of July 1, 2013 – December 31, 2014 in conjunction with the
tentative agreement. The memorandum issued indicates that the rates will be adjusted
for the 2014 fiscal year based on a review in accordance with the 2013-2014 collective
bargaining agreement.
6. Compensatory Time Caps Table: The table is amended to remove members no
longer part of the unit and added members that are new to the unit since the last
collective bargaining contract was executed.
B. Main deal points of the contract are as follows:
1. Wages:
GWI 2.50% 2012 (increase consistent with the ME-TOO provision)
GWI 2.00% 2013
GWI Me Too 2014
2. Bargaining unit members may participate in a physical fitness examination (the
P.O.W.E.R. Test) and if the member passes said exam, he/she will be paid a n
increased lump sum amount from $250.00 to $500.00 under this collective bargaining
agreement.
3. Bargaining unit members opting out of the City’s insurance plan will receive an
increased annual incentive payment from $1,500 to $1,800.00.
4. Employees of this bargaining unit shall also receive a $1,000.00 stipend for a
bachelor’s degree from an accredited college or university.
5. The annual allowance for the purchase of uniform items is increased from $825 to
$1,000.00.
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6. Health insurance plan changes are as follows:
(a) PPO I
Increase deductible from $250 in network/$500 out of network (3x family)
to $350 in network/$700 out of network (3x family)
Increase office visit co-pay from $20 to $25
Increase Rx co-pays from $10/$20/$35 (2x mail) to $10/$25/$40 (2x mail)
(b) HMO IL & BA
Increase office visit co-pay from $20 to $25 and emergency room co-pay
from $75 to $100
Increase Rx co-pays from $10/$20/$35 to $10/$25/$40
(c) Health Insurance Contributions made by employees will be based on a
percentage of funding premiums that will be set by October 1st of each year.
Increases to union member contributions will be limited to a 10% increase. If the
total funding premium increases by more than 10% in a given year, the union
member contribution for the following year will be capped at a 10% increase. For
all subsequent years union member premiums will continue to increase within the
cap in order to “catch up” to the originally agreed upon percentage contribution
rates. Effective August 1, 2013 employees covered by these plans will contribute
the following percentage (%) of total premium cost, which shall be deducted from
their employee paychecks:
Tier
Employee: 10% Single
Employee + 1 or 2 children: 8% Employee
Employee + Spouse/Domestic Partner: 9%
Family: 10% Family
The contribution amounts for the Employee + 1 or 2 children and Employee +
Spouse/DP tiers will be calculated as a percentage of the total family premium cost.
HMO-BA HMO-IL PPO1*
Employee $ 50.17 $ 56.37 $ 69.68
Employee + 1 or 2 child(ren) $107.97 $121.31 $153.29
Employee + Spouse/Domestic
Partner
$121.46 $136.48 $172.45
Family $134.96 $151.64 $191.62
Legislative History:
On March 11, 2013, the City Council approved a one-year agreement with the
Sergeants Union. However, a few issues between the parties were not resolved which
did not come to light until after the Council action. The parties reached a tentative
agreement through mediation and the amended contract is signed by the Union.
Attachments:
N/A
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For the City Council Meeting of May 10, 2010 Item #
For City Council Meeting of June 17, 2013 Item SP7
Business of the City by Motion: E.P.D. Emergency Vehicle Purchase
For Action
To: Honorable Mayor and Members of the City Council
From: Suzette Robinson, Director of Public Works
Lonnie Jeschke, CPFP, Manager Fleet Services
Subject: Emergency Replacement Purchase of Two (2) Vehicles for the Evanston
Police Department
Date: June 6, 2013
Recommended Action:
Staff recommends City Council approval for the purchase two (2) replacement vehicles
for the Evanston Police Department from Currie Motors (9423 W. Lincoln Highway,
Frankfort, Illinois 60423) in the amount of $53,369.00.
Funding Source:
Funding for this purchase will be from the Insurance Fund (7800.65550).
Summary:
Police vehicles number 44 and 48 were both involved in separate accidents in May
2013 and were damaged beyond repair and deemed “totaled” or unsalvageable. Staff
anticipates the Insurance Fund will be reimbursed by the City’s insurance carrier once
all pending claims are resolved and finalized.
Division
Unit
#
Description
Model
Year
Condition
Original
Purchase
Price
L.T.D.
Repair
$$’s
L.T.D.
Miles
Driven
Patrol 44 Chevy
Tahoe
2011 Totaled
Out
$26,629 $19,559 57,125
Patrol 48 Ford Crown
Victoria
2009 Totaled
Out
$23,366 $10,378 39,445
Memorandum
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2
The recommended replacement unit purchases:
Division Unit
#
Replacement
Description
Model
Year
Purchase
Price
Type of
Bid
Vendor
Patrol 44 Chevy Tahoe 2013 $25,774.00 NWMC
SPC
Currie
Motors
Patrol 48 Ford Utility
Interceptor
2013 $27,595.00 NWMC
SPC
Currie
Motors
The vehicles listed for replacement support daily operations of the Evanston Police
Department. The replacement of these two vehicles is crucial for safe, reliable, and cost
effective operations on a daily basis.
The Northwest Municipal Conference Suburban Purchasing Cooperative Competitive
Bid (SPC) winner (Currie Motors) will be utilized for the purchase of both the Ford and
Chevy Tahoe. There are no Evanston based businesses that provide these vehicles.
Attachment
Specifications & pricing for two (2) vehicle purchases.
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For City Council meeting of June 17, 2013 Item SP8
Business of the City by Motion: Street Furniture Davis Street
For Action
To: Honorable Mayor and Members of the City Council
From: Suzette Robinson, Director of Public Works
Homayoon Pirooz, Assistant Public Works Director, Engineering &
Infrastructure
Subject: Street Furniture and Amenities for Davis Street
Date: June 12, 2013
Recommended Action:
Staff recommends City Council approval of a street furniture package and amenities for
Davis Street’s right of way.
Funding Source:
Funding will be provided from the Washington National TIF ($120,000) and the Capital
Improvement Fund ($100,000) for a total of $220,000 budgeted for these items.
Summary:
Staff will present a PowerPoint presentation providing descriptions and costs for various
street furniture items to include: pedestrian lighting, bike racks, newspaper racks,
benches and trash receptacles. Staff is seeking direction from City Council on the final
design elements for the Davis Street streetscape.
Memorandum
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For City Council meeting of June 17, 2013 Item SP9
Bike Corral Policy
For Discussion
To: Honorable Mayor and Members of the City Council
From: Suzette Robinson, Director of Public Works
Homayoon Pirooz, Assistant Public Works Director, Engineering &
Infrastructure
Subject: Bike Corral Policy Discussion
Date: June 13, 2013
Recommended Action:
Staff is requesting direction from City Council in developing a policy for establishing bike
corrals within the public right of way.
Funding Source:
To be identified as each location is approved.
Summary:
Staff will present a PowerPoint presentation providing various options and
recommendations to establish a policy for establishing bike corrals within the public right
of way.
Memorandum
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