HomeMy WebLinkAbout04.16.12
CITY COUNCIL MEETING
CITY OF EVANSTON, ILLINOIS
LORRAINE H. MORTON CIVIC CENTER
2100 RIDGE AVENUE, EVANSTON 60201
COUNCIL CHAMBERS
Monday, April 16, 2012
7:00 p.m.
ORDER OF BUSINESS
(I) Roll Call – Begin with Alderman Grover
(II) Mayor Public Announcements and Proclamations
National Volunteer Week – April 15-21, 2012
(III) City Manager Presentations and Announcements
Earth Day Activities
(IV) 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.
(V) Special Orders of Business
(VI) Adjournment
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City Council Agenda April 16, 2012 Page 2 of 2
4/13/2012 2:17 PM
SPECIAL ORDERS OF BUSINESS
(SP1) Homelessness Task Force Report
The Mayor’s Task Force on Homelessness and staff recommend City Council
accept “Heading Home: Working to End Homelessness, A Five-Year Plan for the
City of Evanston”.
For Action
(SP2) CTA Yellow Line Infill Station Engineering Feasibility Study
Staff recommends City Council’s acceptance of the findings of the CTA Yellow
Line infill station engineering feasibility study.
For Action
(SP3) Updated Report on the Construction of a New Replacement Salt Dome and
Storage Facility
Staff requests City Council approval to proceed with the design and construction
of the salt dome/salt brine system to be located at the Municipal Service Center.
Funding for the new salt dome, salt brine, and storage facility will be provided by
CIP Account 416088 which has $460,000 budgeted for 2012.
For Action
MEETINGS SCHEDULED THROUGH APRIL 2012
Upcoming Aldermanic Committee Meetings:
Wednesday, April 18 6 pm M/W/EBE Advisory Committee
Thursday, April 19 7 pm Housing Commission
Monday, April 23 5:45 pm Administration & Public Works Committee
Monday, April 23 7:15 pm Planning and Development/City Council
Wednesday, April 25 6 pm Transportation/Parking Committee
Wednesday, April 25 7:30 pm Economic Development Committee
Monday, April 30 6:30 pm Economic Development Committee
Monday, April 30 7:30 pm Tentative City Council (Aggregation)
Information is available about Evanston City Council meetings at: www.cityofevanston.org/citycouncil.
Questions can be directed to the City Manager’s Office at 847-866-2936. The City is committed to
ensuring accessibility for all citizens. If an accommodation is needed to participate in this meeting, please
contact the City Manager’s Office 48 hours in advance so that arrangements can be made for the
accommodation if possible.
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For City Council meeting of April 16, 2012 Item SP1
Business of the Council by Motion: Homeless Task Force Report
For Action
To: Honorable Mayor and Members of the City Council
From: Steve Griffin, Director, Community and Economic Development
Dennis Marino, Manager, Planning and Zoning
Sarah Flax, Housing and Grants Administrator
Mary Ellen Poole, Housing Planner
Subject: Homeless Task Force Report
Date: April 9, 2012
Recommended Action
The Mayor’s Task Force on Homelessness and staff recommend City Council accept
“Heading Home: Working to End Homelessness, A Five-Year Plan for the City of
Evanston”.
Discussion
On January 12, 2011, Mayor Tisdahl convened the first meeting of the Homeless Task
Force. This diverse group, made up of representatives from all sectors in Evanston, met
one Friday a month at 7:30 am for over a year. Its members had varying levels of
experience dealing with homelessness, yet all share the desire to develop a
comprehensive plan to address homelessness, with specific implementable steps and
tangible outcomes. The Task Force operated under some basic assumptions, including
crafting a plan that does not require new or additional City resources, whether staff time
or funding. Task Force members agreed the plan should be consistent with and build
upon the City’s 2010-2014 Consolidated Plan that was approved by City Council in
2010. There are programs in Evanston today that help the homeless including shelters,
services, and meals. However, there is still a significant population of Evanston
residents that are homeless or at-risk of becoming homeless.
The overarching principle of Evanston’s Plan is the adoption of a “Housing First” model.
This model acknowledges a homeless individual or household's first and primary need
is to obtain stable housing. Other issues that may affect the household can and should
be addressed once stable housing is obtained. This model uses two primary strategies:
Prevention and Re-housing. Prevention provides resources to preclude people from
entering homelessness and re-housing directs homeless people quickly back into
housing. The Homelessness Prevention and Rapid Re-housing program funded by the
American Recovery and Reinvestment Act of 2009 was the federal government’s first
Memorandum
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effort using this model. Evanston received $801,460 in HPRP funding. To date, 237
people in 153 households have been assisted through that program; 149 people in 85
households were able to maintain their housing with Prevention funds and 88 people in
69 households were able to attain permanent housing with Re-housing funds. The
HPRP program will end by June 2012. The new Emergency Solutions Grant, formerly
Emergency Shelter Grant, will provide approximately $45,000 in 2011 funds and
$60,000 in 2012 funds for Prevention and Re-housing, significantly less than HPRP.
The Task Force has identified six recommendations with measurable goals to reduce
the numbers of homeless or at-risk of homeless in Evanston over the next five years.
The Task Force acknowledges that these recommendations will require a multi-faceted
effort with many sectors of the community assuming some part of the responsibility. The
six recommendations are as follows:
• Establish a Housing and Homeless Commission expanding on the existing
Housing Commission
• Make Housing Affordable and Develop More Affordable Housing for Homeless
People and Those At Risk of Homelessness
• Coordinate the Community Response for Increased Capacity and Efficiency
• Create More Job Opportunities and Vocational Training
• Target Existing Resources Toward Proven Strategies and Leverage Additional
Funding
• Educate and Reach Out to the Community About the Solutions to Homelessness
Attachments
“Heading Home: Working to End Homelessness, A Five-Year Plan for the City of
Evanston, IL”
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HEADING HOME
WORKING TO END HOMELESSNESS
A FIVE-YEAR PLAN FOR THE CITY OF EVANSTON, IL
Mayor‟s Task Force on Homelessness
April 2012
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The Mayor‟s Task Force on Homelessness
Co-Chairs
Suzanne Calder, Community Volunteer Karen Singer, YWCA Evanston/NorthShore
Name Affiliation
Joyce Bartz District 65
Debbie Bretag Housing Options
Sidney Caselberry McGaw YMCA
Paola Flores Washington School
Kavork Hagopian Presbyterian Homes
Oscar Hawthorne District 202
Alderman Delores Holmes Evanston City Council, Fifth Ward
Karen Hunt League of Women Voters
William Kolen Legal Assistance Foundation
Dan Lewis Northwestern University
Janice Lindquist Resurrection Health Care, Saint Francis Hospital
Joe Liss Chamber of Commerce
Reverend Velda Love Second Baptist Church
Kate Mahoney Woman‟s Club of Evanston
Kevin Mott Evanston Community Foundation
Sue Murphy Interfaith Action of Evanston
Alderman Ann Rainey Evanston City Council, Eighth, Ward
Paul Selden Connections for the Homeless
Dorothy Williams Family Focus
Janet Winslow Evanston Hospital
Staff
Officer Ron Blumenberg Evanston Police Department
Sarah Flax Housing and Grants Administrator
Mary Ellen Poole Housing Planner
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Executive Summary
With at least ten percent of our fellow residents in Evanston either homeless or at-risk of becoming homeless,
“Heading Home: Working to End Homelessness - a Five-Year Plan for the City of Evanston, IL” is both timely
and needed. When in place, the plan will change the approach of dealing with the homeless or at-risk of homeless
population from one of managing homelessness to one of ending homelessness. Adopting a plan is not a unique
undertaking as over 240 communities, counties or states have laid out their plans with goals and methods that are
best suited for their community.
The at-risk of becoming homeless accounts for nearly 80% of this population. The 20% who are actually
homeless include: people who are living doubled up with friends or family, but do not actually have their own
home; people living in transitional housing (supportive housing for two years) or in a shelter; and those who have
no housing at all and are living on the street. With the implementation of computer software in 2007 to track
people who receive services, there is documentation that the numbers of homeless and at-risk population have
grown significantly in the intervening years.
To end homelessness, “Heading Home” asserts there are two things we must do: prevent people from becoming
homeless and re-house those who are homeless. The plan calls for a Housing First strategy that assumes that a
person or family can better deal with the causes of their homelessness when they are assured stable housing.
“Heading Home” puts forth six recommendations:
I. Establish a Housing and Homeless Commission
II. Make Housing Affordable and Develop More Affordable Housing for Homeless People and Those At-
Risk of Homelessness
III. Coordinate the Community Response for Increased Capacity and Efficiency
IV. Create More Job Opportunities and Vocational Training
V. Target Existing Resources Toward Proven Strategies and Leverage Additional Funding
VI. Educate and Reach Out to the Community About the Solutions to Homelessness
It is important to note that the plan does not call for additional resources from the City. It recommends retargeting
funding to be more efficient at addressing homelessness and collaborative efforts to leverage additional sources of
private and public funding. If the plan is to be successful, it must be a multi-faceted effort with many public and
private entities working together to accomplish these recommendations. The new Commission will help
coordinate those who are engaged in implementing these goals to avoid duplication and ensure that gaps in
services are filled.
Homelessness did not happen overnight, nor will it be ended quickly. This plan and its recommendations are just
the beginning of what will be a long journey to end homelessness. But with the entire community‟s commitment
and continuous focus on prevention and re-housing, we can and will make progress that Evanston is a community
where everyone has a home. “Heading Home” is our community-wide call to action.
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INTRODUCTION
Ten percent (7500)1 of Evanston’s residents are at-risk of becoming homeless or are, in fact, homeless. With one
in ten of our neighbors facing homelessness, it is timely that “Heading Home,” Evanston‟s plan to end
homelessness is put in place. Evanston is not charting new ground: in 2000 the National Alliance to End
Homelessness released a “white paper” on ending homelessness and since then over 243 states, regions, counties
and cities have adopted their own plans to meet the unique needs of their communities.
Evanston has long prided itself as being a caring and
responsive community to those who are in need of support.
Many of us donate money, clothing or food; in addition
there are agencies that work directly with the homeless
population and others help those who experience mental
illness, substance abuse, or domestic violence. The City‟s
2010-2014 Consolidated Plan, adopted in 2010 by
members of City Council with input from citizens, devotes
a chapter to actions that address housing and homeless
needs. Despite these efforts too many in Evanston remain
without a stable roof over their heads - a basic human right
that should not occur in a caring community.
The Mayor‟s Task Force on Homeless met monthly for over a year to draft “Heading Home, Working to End
Homelessness: A Five Year Plan for the City of Evanston, IL.” The first six months were used to educate
members on the issues of homelessness and the remaining time devoted to discussing what issues were most
important and how they should be addressed.
Homelessness Hurts
In 2003 the U. S. Department of Health and Human Services stat ed that, “People who are homeless are people
first. They may also have disorders including serious mental illness and substance abuse. The fact that they
have illnesses that may significantly disrupt their lives doesn‟t diminish their rights, their responsibilities, or
their dreams. They are also subject to ongoing discrimination, stigma, and even violence.” Additionally,
people who are homeless for long periods of time have an average life-span twenty years less than those who
are housed.
* 7500 are at-risk or are homeless,
which is 10% of Evanston population
* 50-75 students are homeless at the
high school every day
* At least 200 District 65 students are
homeless
* Chronic homelessness cuts life span
by 20 years
* 70% of homeless persons were
homeless as a child
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Homelessness Costs
There is a financial argument for ending homelessness
as well as the moral one. Each year taxpayer dollars
are spent caring for homeless people through our most
expensive emergency services: 911, hospital
emergency rooms, jails, mental health hospitals,
detoxification programs, child protective services, and
more. Cost studies around the nation, however, have
proven that these individuals and families can succeed
in housing, if they get appropriate support. It is
estimated that it costs the community $50,000 a year
for each chronically homeless person who is living on
the street2, but according to Evanston‟s Connections
for the Homeless, only $20,000 to house that same
individual with case management, in supportive
housing.
Homelessness among families is expensive as well. Studies show that poverty alone burdens society with
$40,000 in lost productivity, increased medical costs and increased crime costs for each year that a child
remains in poverty 3. Providing housing to the same child costs less than $8000 per child. With appropriate
program supports, housing can help the families of those children begin the process of extricating themselves
from poverty. The bottom line is that providing housing and services is better for the individuals and families
who are homeless or at-risk of becoming homeless and is less expensive and better for society.
Homelessness Impacts All of Us
Mayor Tisdahl gave a jump-start to developing the political and community will in Evanston by appointing a
Task Force on Homelessness to address ending homelessness so that Evanston will become a healthier and
better city in which to live. It now becomes the responsibility of the entire community - local government,
schools, non-profit agencies, communities of faith, funders, businesses and other organizations and
institutions - to unite behind the plan to make this a better community for all of us. Without change there will
continue to be hundreds of people living on the street, scores of families without a stable roof over their
heads, high school youth sleeping with a different friend each night of the week or perhaps in the shadow of
the high school the next, and thousands spending more money than they should on housing and less on food
and medicine because they do not have a job with a “living wage.” (See Glossary)
The majority of the at-risk and homeless population here has Evanston roots. Their needs put extra demands
on our local institutions - the police, paramedics in the fire department, our hospitals. The stress of
homelessness on children impacts their success in school and therefore their success as adults. A community
with 10% of its population unstably housed cannot thrive.
*A chronically homeless person who
lives on the street costs the community
$50,000 annually
*That same person, with housing and
support costs the community $20,000
annually
*Over their life span, children who are
homeless and live in poverty cost the
community $40,000 in lost productivity
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A Brief History of Homelessness in Evanston
Throughout the nation the economic downturn in the early „80s led to growing numbers of people who were
visibly homeless. When many knocked on the offices of churches seeking help, members of the Evanston
religious community asked City Council to address the needs of those who needed shelter. When no response
was made, they pursued another route. On October 31, 1984 (also known as Beggar‟s Night), a candlelight march
to the Police Station was made with the request that homeless persons be allowed to sleep in an empty courtroom.
When that was denied, the marchers returned to First Baptist Church (now Lake St. Church) and held a prayer
vigil while the homeless slept. The City government went on to enact a zoning variance, health concerns were
addressed and eventually Hilda‟s Place came to be, Evanston‟s first shelter for the homeless.
Following the march, The Evanston Review quoted the City‟s former director of Health and Human Services,
Gary Cyphers, who said that, “Shelters are only a holding pattern.” He further recommended that the Township
maintain its level of General Assistance, boost efforts to provide housing, closely track people released from
mental hospitals to ensure they arrive in Evanston with a home to live in, value the role of soup kitchens, and
finally take an active role to move the homeless to more self-reliant circumstances.
In 1997 the City established a Task Force on Homelessness (now the Evanston Alliance on Homelessness) so that
the needed services for the homeless population would be better coordinated - in essence to serve as a Continuum
of Care in order to receive funding from the federal Department of Housing and Urban Development (HUD). In
2011, Evanston agencies were awarded over a million dollars from HUD to address the needs of this population,
but the problems remain significant.
Strategies to help the homeless and at-risk populations have evolved since 1984 in Evanston. For many years
short-term shelters and transitional housing (which may last for up to two years), were developed as part of the
strategy to get homeless people “housing ready.” However in more recent years, there has been a shift away from
these interventions and towards a “Housing First” model, an approach to ending homelessness that centers on
providing homeless people with permanent housing as quickly as possible - and then providing support services
as needed. Today there are four non-profits directly assisting those who are homeless or at-risk of homelessness.
In addition, the religious community provides soup kitchens on a daily basis and warming centers in the winter
months. Other agencies provide additional support services. And, countless people volunteer to help at these
agencies to better the lives of our vulnerable neighbors.
Despite all of these efforts, 10% of Evanston residents are at-risk of becoming homeless or are homeless. To
reduce, and hopefully end homelessness in Evanston, change has to be made: the community must recognize the
scope of the plight of so many of our neighbors and be willing to change from managing homelessness to working
to end it.
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The Homeless or At-Risk Populations
In 2007 the Evanston Alliance on Homelessness released an analysis of homelessness in Evanston. Visually it took
the form of a funnel, broad at one end, representing the at-risk population and narrowing down to a neck,
representing those living on the street. Today we continue to use that funnel with five levels of homelessness,
including those who are at-risk of becoming homeless. About 80% in the funnel are those at-risk of becoming
homeless and 20% are actually homeless. The situation for those in the funnel is not static: many may move back
and forth between the five levels over the course of a year or more.
Homeless Funnel
At-Risk of Becoming Homeless
Financial Reasons (3,500 - 4,500) An analysis done by the Planning Department of the City for the 2010-2014
Consolidated Plan indicates that about one in four of Evanston renter households are spending 50% of their
income on rent. This level of spending on housing is considered to be housing cost burdened and puts the
household at risk of losing their housing because any additional cost can make them unable to pay their rent (The
generally accepted norm for the percent of gross income that should be spent on housing is 30%.) Most Evanston
renters with incomes that do not exceed 30% of the area median income are housing cost burdened. In addition it
is estimated that 500 owner occupied households are also spending 50% of their income on housing. Another 500
are at-risk due to domestic violence and consequently face an uncertain financial future. These people are forced
to make compromises on their spending for health care, food, education, etc. Many are under-employed or
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unemployed. In harsh economic times as these, this means that there is a constant pressure pushing more people
into the funnel.
Social and Personal Reasons (1,000 – 1,500) Persons leaving institutional care (prisons/jails, hospitals, and the
two intermediate care facilities in Evanston), dealing with domestic violence, child abuse or elder abuse, or aging
out of foster care often confront a future with unstable housing. Formerly homeless persons/families who receive
rental subsidies from our local agencies are also at-risk; if that funding were cut, these persons might again be
homeless.
Currently Homeless
Doubled-Up (500 - 700) The doubled-up population are households who have lost their own housing and have
moved in with family or friends. Because of the impacts that such unstable situations have on children, the
federal Department of Education has considered these families homeless and has developed special programming
for their children. For the family moving in (i.e., couch surfing), there is always the fear that this afternoon or
sometime next week they will have to leave. Included here are an unknown number of youth who leave home
even though their family is still housed - typically moving in with friends to remain connected to the school or
other institutions.
In Shelter or Transitional Housing (250 - 300) There are actually few transitional accommodations in Evanston
where people can stay for short periods of time. Those include the YWCA (32 beds for victims of domestic
violence) which provides housing for about 200 over a 12 month period; Family Promise shelters four families at
a time, approximately 12 over the course of a year; Connections operates a 20 bed shelter which houses
approximately 110 individuals in a year. There are no facilities for unaccompanied youth nor overnight shelters
for homeless families.
On the Street (500 - 700) Those who have no shelter at all generally are either episodically homeless, chronically
homeless, or youth. All tend to be individuals - it is rare for a family to live “on the street” but on occasion they
may be found in a van or car. By definition the chronically homeless are individuals who have disabilities and
have been living on the street for at least a year or have long histories of episodic homelessness. In general, since
Evanston has an absence of a street culture for homeless youth, most go to Chicago.
The Growing Problem
Over the last five years, the numbers of people at-risk of homelessness and who are homeless have increased.
The financial downturn and the difficulty of finding employment with a living wage have contributed to the
increase. Connections, which tracks its contacts with those on the street has seen significant growth in recent
years. In FY07 (the first year of accurate data using the Homeless Management Information System) Connections
had 352 clients in its EntryPoint Program (a street outreach program) and 250 of those received case management.
In FY11Connections, along with Interfaith Action of Evanston, which operates a drop-in program, saw 626
(unduplicated) clients with 585 receiving case management. Of the people they worked with in 2011, 240 are
thought to be chronically homeless. Consistently over the years about 60% consider Evanston their home with
others coming from nearby suburbs or Chicago. Very few come from outside of Illinois.
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Evanston’s Call to Action
Empty the Funnel
Evanston‟s homeless services are generally strong, and there are many effective and innovative programs in place
serving homeless children, families, youth and adults. There is a long history of planning for and delivering a
variety of services to homeless and at-risk populations. However, this has not been enough to end homelessness.
Our response has been insufficient in the face of the increasing numbers of people who experience homelessness,
the lack of affordable and appropriate housing, the lack of a focus on prevention, the lack of community and
political will, insufficient funding from all levels of government, and the lack of a strong coordination between
multiple service systems. We must better target current resources, work to prevent homelessness in the first
place, and plan, finance and deliver housing and support services to our vulnerable populations.
To end homelessness there are really only two things that we need to do. We need to provide prevention services
and supports and re-house those who are homeless.
This report endorses strategies that focus on prevention and re-housing. Once Evanston adopts a model that
focuses on prevention and re-housing, the funnel would empty and the 7500 people currently homeless or at-risk
of homelessness would be stably housed. This is, in essence, a “Housing First” model; it is part of a national shift
in the way communities confront homelessness. The philosophy - and it‟s working - is that when people have a
safe and affordable roof over their heads, they will more successfully deal with the issues that lead to
homelessness.
Factors Contributing to Homelessness
Implicit in the funnel analysis is the fact that there are structural, social and personal factors that contribute to
homelessness. These are the factors to bear in mind as we strive to end homelessness, i.e., Evanston empties the
funnel.
Structural Factors There are two factors that are most obvious when looking at structural issues. The first is
unemployment and underemployment where the job does not pay a living wage. Many unskilled jobs have
moved overseas. There are too many people searching for too few job opportunities in Evanston and the
surrounding communities.
The second structural factor is the lack of affordable housing for people who are at-risk of or are homeless -
those with very low incomes. Over the last two decades Evanston has experienced a decrease in the number
Prevention ensures people will not enter the funnel.
Re-housing ensures people who are homeless will
have a stable roof over their head.
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of affordable rental units. Many households have extreme rent burdens, paying more than 50% of their
income for housing. In Illinois, it is estimated that 2.1 workers would have to work at a minimum wage job
every single day of the year to earn enough to afford a market-rate 2-bedroom apartment.
Social Factors There are many distinct social patterns that also contribute to homelessness. The wide spread
persistence of domestic and family violence is probably the most obvious, but there are countless other
failures of social cohesion that have become institutionalized resulting in a steady stream of individuals and
families into homelessness. Family violence includes spousal or partner, child and elder abuse and may
contribute to youth homelessness. Many people discharged from institutions such as prisons and jails, the
juvenile justice system, hospitals, and foster care are likely to leave those institutions without a place to go
and lacking the skills for stability.
Personal Factors Interwoven with all these other societal and structural factors are a broad range of disabilities
that make people particularly vulnerable to homelessness. The common perception is that people with
challenges such as mental illness, substance abuse disorders, personality disorders, or learning and physical
disabilities are inherently at-risk and are far more likely to become homeless. By themselves, however, these
disabilities do not cause homelessness.
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Six Recommendations to Address Ending Homelessness in Evanston
The best way to solve the problem of homelessness is to adopt the Housing First model, which includes
preventing people from becoming homeless and re-housing those who are homeless. Although not an abrupt turn
for Evanston, it will require some shift in how we approach homelessness - we no longer will have a mindset of
“managing” homelessness, but Evanston will become a city that is committed to “ending” homelessness. This
needs to be a collective effort of all sectors of the community with new approaches, more education and
involvement, and better targeting of current resources and acquiring new resources from many sources. In order
to accomplish this, the Task Force puts forth six recommendations that will lead to measurable goals using data-
driven information to reduce the numbers of homeless or at-risk of homelessness in our community in the next
five years.
The Task Force assumption is that no single entity is solely responsible for ending homelessness or having any of
Evanston‟s residents living at-risk of becoming homeless. This is a call for a multi-faceted effort with all sectors
of the community assuming some part of the move from managing homelessness to ending it. The six
recommendations that follow will need a collective will from the City, the Township, non-profits, housing
developers, religious and civic organizations and the business community, as well as our citizens. It calls on
support from both the public and private sectors.
These six recommendations address the structural, social and personal factors that lead to persons becoming
homeless or at-risk.
Recommendations
Establish a Housing and Homeless Commission
Make Housing Affordable and Develop More Affordable
Housing For Homeless People and Those At-Risk of
Homelessness
Coordinate the Community Response for Increased Capacity
and Efficiency
Create More Job Opportunities and Vocational Training
Target Existing Resources Toward Proven Strategies and
Leverage Additional Funding
Educate and Reach Out to the Community About the Solutions
to Homelessness
Educate and Reach Out to the Community
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Recommendation I. Establish a Housing and Homeless Commission
The first step to moving toward ending homelessness in Evanston is to develop new leadership to address
homeless issues. This can be accomplished without much disruption by expanding the existing Housing
Commission into a Housing and Homeless Commission. The Commission will be charged with the coordination
of the multi-pronged approaches outlined in the following recommendations; it will not assume to undertake all
the recommendations but for many, it will facilitate other groups to take ownership of a particular strategy. The
Commission will also integrate the current Housing Commission goals (many of which mesh well with this plan)
with portions of the remaining five recommendations of the Task Force on Homelessness.
To accommodate the expansion of responsibilities, the Housing and Homeless Commission would have 11
members, appointed by the Mayor with approval by City Council, and would include one Alderman. Current
members of the existing Housing Commission would continue and the additional members would have a
background in homeless issues. Since one of the paths for ending homelessness focuses on housing issues, there
is a natural fit for this restructure. The formation of this Commission would maintain staff time at its current level
rather than requiring staffing for two separate Commissions.
Goal 1. Assume oversight and accountability
Specifically related to the remaining five recommendations and their goals, the Housing and
Homeless Commission will assume oversight and accountability for the five year plan working to end
homelessness in Evanston.
Goal 2. Set annual targets and benchmark results with data collection
Initially the Commission will determine the appropriate metrics and establish benchmarks for each of
the strategies for each of the next five years.
Goal 3. Analyze gaps and resources
Prepare an asset map of current resources and gaps. This should lead to the elimination of duplicate
services and direct resources to address the gaps.
Goal 4. Produce annual reports
The Commission will annually report on the successes it achieves for each benchmark.
Recommendation II. Make Housing Affordable and Develop More Affordable
Housing For Homeless People and Those At-Risk of Homelessness
Goal 1. Increase the numbers of rental subsidies
Rental subsidies are used when the fair market rent requires that the individual or family pay more
than 30% of their income to secure housing. The subsidy amount varies depending on the income of
the client and the rent for the unit. The Section 8 Certificate Program of the Cook County Housing
Authority is one such vehicle, but unfortunately the waiting list is closed and those on it may not
receive a certificate for up to ten years. The City may consider developing a locally funded and
managed rental subsidy program using a portion of HOME funds. This Evanston rental subsidy
program can have set-asides for specific populations, such as households with children in the
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Evanston schools. In addition to offering a local program that is responsive to the needs of residents,
rental subsidies are local economic development tools, filling local rental vacancies with tenants that
have social service supports and guaranteed rental payments.
Goal 2. Increase the number of new and rehabbed affordable units for people who are homeless or at-risk
of homelessness
Evanston received a federal grant and is now in the fortunate position of stabilizing neighborhoods
while offering some options of affordable housing with the $18.15 million dollar award of
Neighborhood Stabilization Program 2 (NSP2) for scattered site rental and homebuyer units as well
as a brand new tax credit project, phase one of Emerson Square, which is planned in two phases.
However, only four of the units will be set aside for households at or below 30% AMI.
It is recommended to continue to pursue additional grants for affordable housing for those with very
low incomes. The Commission should assess the need by housing type and homeless subpopulations
(singles vs. families, seniors, youth, etc.) in order to develop and implement the appropriate housing
for Evanston residents who are at or below 30% of the AMI.
The Commission will undertake a review of zoning ordinances and the inclusionary housing
ordinance to recommend strategies or policy changes as they relate to affordable housing.
Goal 3. Increase supportive housing units
Case management is key to having homeless persons and families who are re-housed become
successful in their new environment and stay housed. Services could range from a moderate level;
these would be consistent ongoing support (financial management training, help with obtaining
benefits, etc.) until stability is obtained. More intensive services could be individualized and related
to employment, mental health, chemical dependency, and/or medical service with a greater emphasis
on increasing stability, reducing harm and managing symptoms. The more intensive services would
require coordination between agencies to avoid duplication.
Goal 4. Adopt a Housing First model
Adopting the Housing First model of helping the homeless population is a paradigm shift from
housing people in either shelters or temporary housing (up to two years). In order to shift to this
model, which assumes that a person or family can better deal with the causes of their homelessness
when they are assured they have stable housing, much of the above needs to be operational. There
need to be affordable rental units; there need to be rental subsidies until the client is able to assume
the cost of the housing; there need to be support services for these individuals, many of whom have
been homeless or institutionalized for some time, have disabilities, and need to acquire skills to
become employed. It is not an easy walk to move from homelessness to having a stable and safe roof
over one‟s head, but it can be accomplished. When it is, the individual or family is able to live a
productive and healthy life and, overall, the community is healthier and is relieved of the high cost of
homelessness.
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Recommendation III. Coordinate the Community Response for Increased Capacity
and Efficiency
Goal 1. Develop a unified data collection to better assess needs and gaps
HUD requires that all entities that are funded by it for the homeless population, either directly or
through money the City receives, participate in a computer-based Homeless Management Information
System (HMIS). The privacy of all clients in this database is protected through HIPAA (Health
Insurance Portability and Accountability Act of 1996). When a client requests services, a unified
series of questions are asked and entered into a database. This system allows agencies to track clients,
the services they receive, where they might have particular challenges and when they leave the
system. It also provides reports on items such as the types of services clients receive, when they
obtain employment, the type of housing (shelter, temporary, or permanent) they are in, etc.
Connections became the host for HMIS over seven years ago and since then Interfaith Action of
Evanston, Housing Options, Housing Opportunity Development Corporation and the McGaw YMCA
all participate in it. The data base links to the Suburban Cook County as well.
The system is only, however, as strong as the members who join it. Increasing participation in HMIS
would yield a more robust look at who is seeking help and the type of help they need. For instance, in
1984, the call for help for the homeless went out from the religious institutions. At this point, they
continue to receive requests for assistance and in some cases underwrite costs of housing for a
parishioner - but none participate in HMIS. Agencies who work with homeless persons for reasons
other than their being homeless - such as medical help, domestic violence or substance abuse - do not
participate in HMIS. The two school systems are not participants. The City could require that
agencies that receive City funding (with federal or state dollars) be required to use HMIS. Greater
participation in HMIS with its single in-take procedure could lead to better identification of homeless
persons, more strategic planning and more effective use of resources for the needs of homeless or at-
risk of homeless persons and families.
Goal 2. Develop strategies to decrease the street population
On the face of it, the Housing First model is a move away from a shelter model, but in some
instances, those housed without support services they need, will end up back on the street. There are
inherent advantages to having a person stay in a shelter: they have a warm place to sleep, regular
meals, can receive support services in a more reliable way than if they are trying to survive on the
street - all of which can increase their overall health. Increasing stability, however, comes with an
expensive price tag - and may not solve the problem since an Evanston shelter (viewed as being safer)
may attract homeless individuals from neighboring communities. (The yearly cost for the 20 beds at
Hilda‟s Place is $225,000, not including case management services.) Despite some economies of
scale, expanding the shelter would be expensive. The Commission should undertake moving toward
increasing shelter capacity with careful study.
Hilda‟s Place is limited to adult singles, both male and female. Currently there are no shelters for
youth in Evanston and limited shelter for families. These are important areas for data collection and
analysis so that these populations have a solution other than being homeless.
Interfaith Action of Evanston coordinates the soup kitchens at local churches and ensures that they are
spread throughout the week. Questions that could be explored include: is this an effective model,
should it be expanded, should it be consolidated into one location?
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Interfaith Action of Evanston also coordinates “warming centers” during the winter months with
several churches opening their doors to the street population on different days. The Commission
should research the same questions as those for the soup kitchens for this service as well.
Still another approach to re-housing individuals and families is to liaise with resources in the
community they consider “home” and then helping them return to that community where support -
either family or other services - is there to assist them.
Goal 3. Develop more efficient and more rapid access to mainstream benefits.
There are any number of mainstream services to which the homeless and at-risk of homelessness may
be entitled: TANF, food stamps, Medicaid, SSDI, SSI, General Assistance. (See the glossary for
definitions of specific benefits.) However obtaining these are often difficult. Persons who are
homeless often do not have state IDs or birth certificates required to obtain those IDs. Those who
have been in jail or prison longer than six months lose their standing for some mainstream resources
they had before entry and need to go back and reapply. In many cases, it takes months to obtain their
new certification; in the case of no birth certificate it may take months to secure that and then the
individual enters the queue to obtain SSI or the like. Reducing the time to secure the benefits
individuals are entitled to, will help those people become better able to cope with their finances,
medical needs and living situations.
There are a number of local and national organizations that offer training for case managers to help
clients secure mainstream benefits. Evanston should ensure that all agencies, including the school
districts and township, receive such trainings so that the at-risk and homeless populations they serve
receive the benefits to which they qualify. These efforts should be tracked and tallied to follow the
success of such efforts.
Goal 4. Develop unified policies and procedures of in-take and discharge
The intake procedures at Evanston‟s two hospitals may ask someone who is entering, where they live
and may get an answer with a specific address. The homeless are adept at giving a parent‟s address
or that of a friend, yet they have no intention of returning to that home. Those who work closely with
the homeless population must develop a succinct list of follow-up questions that will help hospital
intake personnel to better identify homeless persons and then develop appropriate discharge
procedures for these patients.
Many persons discharged from long-term institutionalization leave with little preparation for their
future and often few, if any, social networks they can count on. The police get a list of persons from
Evanston who will be leaving the county jail or state prisons, but at this point there is no coordinated
method to ensure that they are housed and get other supports such as access to mainstream services
and help with employment, which is a difficult challenge for this population. Those leaving hospitals,
mental institutions and the foster care system all face similar challenges, except that there is not any
system in place to track these discharges. Coordinating with local agencies which might be in a
position to find housing for new discharges or to provide needed services would alleviate much of the
homelessness that results from inadequate discharge planning.
Goal 5. Increase local and regional collaborations
Evanston is not an island, nor is it unique when it comes to working with the populations who are at-
risk of becoming homeless or are homeless. In 2011 on the recommendation of the Evanston
Alliance on Homelessness, the City determined to merge the Evanston Continuum of Care with the
Continuum of Care of The Alliance to End Homelessness in Suburban Cook County. Because HUD
will continue to fund projects it has in the past, thus not putting the funding for Evanston agencies at
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risk, that merger will allow our agencies to apply for additional funds that may be made available to
the larger Continuum and, in fact, expand resources for Evanston agencies. However, we must be
active on the board and committees of the Suburban Alliance in order to apply for funding.
Participating with the Suburban Alliance allows Evanston agencies knowledge of strategies others are
using throughout the region and helps to develop plans for regional approaches. The Chicago
Alliance on Homelessness and the Suburban Alliance host a committee which works to enhance
discharge planning with institutions, veterans, hospitals and the jails and prisons. Cook County
represents a large population of the state and has more impact than a representative from Evanston
might have and has led to some new - though not enough - procedures to improve discharge so that
agencies are more aware when people will return to Evanston, helping to ensure (or making it more
likely) they return to a roof over their head.
Fostering additional local collaborations will more efficiently and effectively serve the homeless and
those at-risk of homelessness. For instance, joining forces to help people obtain employment can be
done with collaborations for drafting resumes, developing work skills, preparing for a job interview
and supporting those who need job readiness skills.
Recommendation IV. Create More Job Opportunities and Vocational Training
In our current economy, unemployment numbers remain high. Some of that has been created by the globalization
of the economy and the movement of jobs overseas. In addition, the new economy is demanding highly skilled
and highly educated workers. For both adults and young adults, job training and educational opportunities
leading to living wage jobs are essential to moving people out of homelessness. Additionally, families need
ongoing affordable childcare, including after school care, that is available day or night and easily accessible to
work or home.
More jobs and training are goals that are supported by other groups in Evanston. The recently released City‟s
Economic Plan calls for increased employment of Evanston residents, new “start-ups,” and Workforce Training
that could be undertaken by Evanston Township High School, Oakton Community College or Northwestern
University. In addition, one of the ten goals of Evanston 150 is “Learn to Work and Work to Learn” and the
volunteer team focusing on that has started by espousing the coordination of efforts by the many community
organizations. The Commission should take advantage of these efforts and encourage their implementation.
Goal 1. Increase employment opportunities
Hiring Evanston residents who are homeless or at-risk of becoming homeless should become a
priority for this community. Working in the same city in which one lives reduces the cost and time of
long commutes and, in effect, allows an individual or family to have more money to spend on their
housing needs. People with prison records face additional challenges to employment as many
employers refuse to hire ex-offenders. Removing this barrier would help many find a job and reduce
the likelihood that they would return to their former way of life.
Goal 2. Increase and better coordinate job and vocational training
Not only specific job skills must be obtained, young adults just entering the work force as well as the
unemployed need additional help with job readiness including drafting resumes, practicing how to
interview for a job, or obtaining appropriate clothing for both a job interview and the job itself.
Making accessible courses for obtaining a GED must be enhanced. Currently there are several
agencies that work on job-readiness skills, but their work must be expanded and better coordinated to
include those who are homeless or at-risk of homelessness.
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Recommendation V. Target Existing Resources Toward Proven Strategies and
Leverage Additional Funding
The Task Force recognizes that there currently are many resources in Evanston to help the homeless population
and those at-risk of homelessness. They come from all levels of government (federal, state, county and local),
foundations, non-profits and individuals. It is imperative that those valuable resources are used in the most
efficient ways to ensure that the community moves forward to ending homelessness.
Goal 1. Analyze Current Spending by the City, County, State and Federal governments
In order to understand where there are funding and social needs gaps, one must understand what
resources are currently spent on eligible activities. A funding analysis would detail various
populations, the eligible funding resources to serve those populations and the levels of funding used
to provide the services. The research would look at potential solutions so that a holistic response to
the needs of homeless and at-risk of homelessness in Evanston and remove duplication. This increase
in the coordination of current funding resources may lead to better outcomes with a larger impact.
Goal 2. Leverage New Resources
Increased coordination realized from this effort may lead to an increase in the capacity to attract
competitive grants from local, county, state, federal, and private sources. In addition, prevention
funding which supplies a one-time grant to an individual or family to get them back on their feet has
been radically cut. Three years ago the State of Illinois provided over $300,000 for those one-time
grants; that has been reduced to $30,000 currently. In FY11, this funding provided 455 households
with preventions grants. As part of the federal stimulus program, Evanston received $801,460 for the
Homeless Prevention and Rapid Rehousing program. To date, 237 people in 153 households have
been assisted through that program; 149 people in 85 households were able to maintain their housing
with Prevention funds and 88 people in 69 households were able to attain permanent housing with
Re-housing funds. The HPRP program will end by June 2012. The new Emergency Solutions Grant,
formerly Emergency Shelter Grant, will provide approximately $45,000 in 2011 funds and $60,000 in
2012 funds for Prevention and Re-housing, significantly less than HPRP.. A replacement program,
the Emergency Solution Grant, is not nearly as large. With the significant reduction in prevention
funding, this is one example where additional sources of revenue should be leveraged from
foundations, individuals as well as all levels of government
Recommendation VI. Educate and Reach Out to the Community About the
Solutions to Homelessness
We believe that ending homelessness is not the responsibility of a few, but must involve the many sectors of
Evanston that make this a desirable community in which to live and work. This extends to the business
community, our units of government, Northwestern University, the hospitals, non-profits and civic, faith and
community groups and their institutions and organizations - all of whom are called on to endorse the plan.
Goal 1. Conduct a baseline survey of community knowledge, attitudes and beliefs about at-risk and
homeless people
Throughout the recommendations there has been a call that actions be data-driven. Establishing a
baseline of Evanston‟s knowledge, attitudes and beliefs and following up with a later survey to
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measure change will provide the Commission and the City government with a scorecard showing the
success of the recommendations and where additional emphasis should be applied.
Goal 2. Develop a communication plan for increased awareness of the homeless population and those at-
risk of homelessness and take it to the public
To increase awareness of the homeless and at-risk populations, the entire community must become
aware of the hurts, costs, and long-term implications for not addressing this problem. Rolling the
plan out involves briefings for public officials, foundations, communities of faith and the business
sector with updates of actions and supporting data. Without awareness of the scope of the homeless
population and those at-risk of homelessness, and the opportunities that each of the involved sectors
can undertake, Evanston will continue to manage homelessness, rather than end it.
Goal 3. Advocate at all levels of government - city, county, state and federal - for expanded access to
programs, increased funding to support the plan‟s proposals and the adoption of new approaches
Advocacy includes seeking additional funding, but in today‟s economy and the levels of available
governmental funds, it also includes better ways to target current resources and change how business
is done. Possible ways to approach this could include modifying laws, revisiting zoning and
inclusionary housing ordinances to allow for additional affordable housing, encouraging the federal
government to maintain funding for housing through HUD and to support the costs of case
management for those who are newly housed by the Department of Health and Human Services.
Goal 4. Annually report the work of the Commission to City officials and to the general population
Accountability to elected officials, the general public, and to all those who have a stake in ending
homelessness and ensuring housing for those at-risk of homelessness will serve to show success and
continue to make this a priority issue for the community. It will ensure that the plan was not just a
nice effort in 2012, but also an ongoing one that continues to address the needs of our vulnerable
populations and how it is making Evanston a better community.
Conclusion
Homelessness did not happen overnight, nor will it be ended quickly. This plan and its recommendations are just
the beginning of what will be a long journey to end homelessness. But with the entire community‟s commitment
and continuous focus on prevention and re-housing, we can and will make progress in making Evanston a
community where everyone has a home. Heading Home is our community-wide call to action.
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ENDNOTES
1. At-risk due to financial reasons (3,500 – 4,500)
This is an estimate based on the number of very low-income households currently spending more than 50% of their
income on rent. According to the City of Evanston‟s 2010-2014 Consolidated Plan, although still drawing on the 2000
census data, there are 2174 such households in Evanston. But given that these are households, we are estimating an
average household size of 1.5 to 2 household members.
But this number could be much larger. There are 4344 households in Evanston that are spending more than 50% of their
income on rent, mortgage and utilities, including 700 households whose income falls between 50% and 80% of AMI,
and 1070 whose income falls between 30% and 50% of AMI. The higher income households may be less at risk than
those below 30% of AMI. Another way of looking at the at-risk population is to look at the number of people living
below the poverty line. According to the 2000 census this number stood at 8240.
At-risk due to social and personal reasons (1,000 – 1,500)
Throughout their life, one in four women experience domestic violence
Foreclosures impact many: 172 households filed for foreclosure in the first half of 2011
The police department reports that between two and five people are released from jail or prison each month
Doubled Up (500-700)
District 65 reports about 200 children living in doubled up situations in 2011-2012
District 202 was tracking 100 youth living in doubled up situations in 2011-2012
Presumably there are at least 100 to 200 parents attached to those 300 children
The Evanston Alliance on Homeless Point-In-Time count found that 30% of those counted on the street were living
temporarily with other people. Based on a homeless street count of 630, that means that 189 were living doubled up
Shelter & Transitional Housing (250-350)
Connections sheltered 110 individuals at Hilda‟s Place in FY11
YWCA sheltered 259 women and children in FY11
Family Promise sheltered 31 in FY11
During FY11 Connections provided transitional housing to 50 persons in families
On the Street (500 - 700)
In FY11, Connections worked with 630 individuals living on the streets of Evanston, and had open cases on 100
others.
2. Larimer, Malone, Garner, Atkins, Burlingham, Lonczak, Tanzer, Ginzler, Clifasefi, Hobson, Marlatt (2009). “Health care
and public service use and costs before and after provision of housing for chronically homeless persons with sever alcohol
problems.” Journal of American Medical Association, 301 (13) 1349-1357.
3. Holzer, Schanzenbach, Duncan and Ludwig (2007). The Economic Costs of Poverty in the United States: Subsequent
Effects of Children Growing Up Poor.” Institute for Research on Poverty, Discussion Paper #1327-07.
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APPENDIX
Figure 1
Figure 2
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Area Median Income
Incomes below represent maximum household income
CHICAGO (Cook, DuPage, Lake, Kane, McHenry and Will Counties)
2012 HOUSEHOLD INCOME LEVELS: Effective Dec. 1, 2011
REGULAR
LIMITS
1
PERSON
2
PERSON
3
PERSON
4
PERSON
5
PERSON
6
PERSON
7
PERSON
8
PERSON
120% LIMIT LIMIT LIMIT LIMIT LIMIT LIMIT LIMIT LIMIT
80% $63,720 $72,840 $81,960 $90,960 $98,280 $105,600 $112,800 $120,120
60% $42,500 $48,550 $54,600 $60,650 $65,550 $70,400 $75,250 $80,100
50% $31,860 $36,420 $40,980 $45,480 $49,140 $52,800 $56,400 $60,060
40% $26,550 $30,350 $34,150 $37,900 $40,950 $44,000 $47,000 $50,050
30% $21,240 $24,280 $27,320 $30,320 $32,760 $35,200 $37,600 $40,040
20% $15,930 $18,210 $20,490 $22,740 $24,570 $26,400 $28,200 $30,030
10% $10,620 $12,140 $13,660 $15,160 $16,380 $17,600 $18,800 $20,020
$5,310 $6,070 $6,830 $7,580 $8,190 $8,800 $9,400 $10,010
Links of Interest:
Homeless Task Force City Website (agendas, minutes, and reading assignments):
http://www.cityofevanston.org/government/special-council-committees/homeless-task-force/
United States Interagency Council on Homelessness:
http://www.usich.gov/
Other Plans to End Homelessness:
http://www.endhomelessness.org/section/solutions/ten_year_plan
Cost of Homeless:
New Yorker article: http://www.newyorker.com/archive/2006/02/13/060213fa_fact
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GLOSSARY
Chronic Homelessness
HUD defines a "chronically homeless" person as an unaccompanied homeless individual with a disabling
condition who has either been continuously homeless for a year or more, or has had at least four episodes of
homelessness in the past three years.
By definition, "chronic homelessness" excludes the following groups of people: children (with disabilities an d
without disabilities) who are homeless with their parents; parents (with disabilities and without disabilities) who
are homeless and who have children with them; youth on their own with disabilities who have not been homeless
long enough to fit the federal definition; youth on their own without disabilities; unaccompanied individuals with
disabilities who have not been homeless long enough to fit the federal definition; unaccompanied individuals
without disabilities; and unaccompanied individuals who are unwilling to be declared disabled.
ESG
Emergency Solution Grants is a federal entitlement grant. The funds are used primarily for rapid re-housing and
prevention purposes directed at households under 30% AMI.
General Assistance
General Assistance is mandated by the State of Illinois and is provided by the Township of Evanston. General
Assistance provides financial assistance to single adults who are not eligible for any other local, state, or federal
assistance program, and who do not have income or resources to provide for basic needs.
Homelessness
HUD‟s definition of homelessness includes four broad categories of homelessness:
People who are living in a place not meant for human habitation, in emergency shelter, in transitional
housing, or are exiting an institution where they temporarily resided. The only significant change from
existing practice is that people will be considered homeless if they are exiting an institution where they
resided for up to 90 days (it was previously30 days), and were in shelter or a place not meant for human
habitation immediately prior to entering that institution.
People who are losing their primary nighttime residence, which may include a motel or hotel or a doubled
up situation, within 14 days and lack resources or support networks to remain in housing.
Families with children or unaccompanied youth who are unstably housed and likely to continue in that
state. This is a new category of homelessness for HUD, and it applies to families with children or
unaccompanied youth who have not had a lease or ownership interest in a housing unit in the last 60 or
more days, have had two or more moves in the last 60 days, and who are likely to continue to be unstably
housed because of disability or multiple barriers to employment.
People who are fleeing or attempting to flee domestic violence, have no other residence, and lack the
resources or support networks to obtain other permanent housing. This category is similar to the current
practice regarding people who are fleeing domestic violence.
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HOME Program:
The HOME program is a federal entitlement grant. Funds can be used for rental or ownership activities, including
acquisition, rehab and/or new construction. Units must be affordable to households at or below 80% AMI.
Living Wage
Living Wage is the minimum hourly income necessary for a worker to meet basic needs (for an extended period
of time or for a lifetime). These needs include shelter (housing) and other incidentals such as clothing and
nutrition.
McKinney-Vento Act
The McKinney-Vento Act passed Congress in 1986 and established the first significant funding source for
programs targeting the homeless. Over the years it has funded the Supportive Housing Program (SHP), Housing
for People with AIDS (HOPWA), Shelter+Care, Emergency Solutions Grant (ESG, formerly Emergency Shelter
Grant). In 2012 Congress appropriated approximately $2 billion into these programs.
Medicaid
Medicaid is the United States health program for certain people and families with low incomes and resources. It is
a means-tested program that is jointly funded by the state and federal governments, and is managed by the states.
People served by Medicaid are U.S citizens or legal permanent residents, including low-income adults, their
children, and people with certain disabilities.
Section 8 Certificate Program (Housing Choice Voucher Program)
The rental subsidy program run through the Housing Authority of Cook County.
SSI
Supplemental Security Insurance is a “needs-based” benefit. In addition to providing benefits to disabled persons
of any age including children, it also pays monthly benefits to people over age 65 whether or not they are
disabled. The key to SSI benefits is “financial need.” Eligibility is based on the person‟s lack of personal
resources and income to meet necessities of life.
SSDI
Social Security Disability Insurance is also called SSD. Social Security calls it just “Disability” The program was
created so workers who become disabled and unable to work to their normal retirement age will be able to access
their Social Security retirement benefit early. Financial eligibility is solely based on the length of time and amount
paid in F.I.C.A. payroll taxes.
TANF
Temporary Assistance for Needy Families is a federal assistance program that replaced the Aid to Families with
Dependent Children (AFDC) program. TANF provides temporary financial assistance while aiming to get people
off of that assistance, primarily through employment. There is a maximum of 60 months of benefits within one's
lifetime, but some states have instituted shorter periods. In enforcing the 60-month time limit, some states place
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limits on the adult portion of the assistance only, while still aiding the otherwise eligible children in the
household.
Tenant Based Rental Assistance
Tenant based rental Assistance (TBRA) is a rental subsidy program funded through the HOME program.
Types of Housing For Homelessness Populations
Permanent Supportive Housing: PSH is one of three housing types funded under the Supportive Housing
Program. It is a special type of housing that provides both a rent subsidy to make the housing affordable to
homeless individuals and families, and requires the provision of services for that subcategory of homeless who
have significant disabilities. Residents of PSH must be both homeless and disabled.
Transitional Housing: TH is one of three housing types funded under the Supportive Housing Program. It allows
for up to two years of rent and program supports for homeless individuals and families. In theory it is designed
for individuals who are not disabled and who are likely to be able with some help to get back into employment
and housing on their own. In practice it has been a stepping stone for both disabled and non-disabled into
permanent housing. TH programs can take the form of apartments or congregate facilities. Congregate facilities
are essentially shelters, but with a longer time limit than is typical of emergency housing.
Emergency Housing: EH is typically a short-term stay facility which is intended to keep the individual or family
safe. While it may include limited services, they are typically less developed than those provided in transitional
housing programs or permanent supportive housing programs.
Safe Haven: SH is a form of supportive housing that serves hard-to-reach homeless persons with severe mental
illness and other debilitating behavioral conditions who are on the street and have been unable or unwilling to
participate in housing or supportive services. Typically it has the characteristics of permanent supportive housing
and requires clients to sign a lease. It is expected that clients will be reengaged with treatment services as they
become stabilized and learn to trust service providers.
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For City Council meeting of April 16, 2012 Item SP2
Business of the City by Motion: CTA Yellow Line Infill Station Study
For Action
To: Honorable Mayor and Members of the City Council
From: Suzette Robinson, Director of Public Works
Rajeev Dahal, Senior Traffic Engineer
Subject: CTA Yellow Line Infill Station
Engineering Feasibility Study
Date: April 9, 2012
Recommended Action:
Staff recommends City Council’s acceptance of the findings of the CTA Yellow Line infill
station engineering feasibility study.
Funding Source:
Funding is to be determined.
Summary:
In 2007, through an RTA grant, the City completed a market analysis that evaluated the
addition of an infill station on the CTA Yellow Line at Ridge Avenue, Asbury Avenue, or
Dodge Avenue. The market study conducted by Cambridge Systematics, Inc.;
evaluated the three potential locations based on criteria that included multi-modal
access, community development considerations, physical design considerations,
available land, population and employment draw. While the study and resident survey
did not identify a clear preferred station site, it did conclude that a new station in south
Evanston could expand the market served by the Yellow Line. The market study
recommended the relative costs of constructing a station at one or more of the locations
be evaluated in an engineering feasibility study. Subsequently, the City received
$220,000 in federal grant through the CMAQ program to conduct the engineering
feasibility study of the three locations and to select a preferred location for an infill
station. In May 2010, the City Council approved Parsons Brinckerhoff to complete the
feasibility study. The study has been completed, and the Asbury Avenue location has
been recommended as the preferred location. Staff and the consultant will be
presenting a presentation of the findings of the study and next steps in the process.
The final report of the study is being delivered in a disc format in the Friday packet. The
links to the final report and conceptual design plan are on the city’s website at:
www.cityofevanston.org/ctayellowlinefinalreport
www.cityofevanston.org/ctayellowlinedesign
Memorandum
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EVANSTON YELLOW LINE STATION
ENGINEERING FEASIBILITY STUDY
EVANSTON YELLOW LINE STATION
ENGINEERING FEASIBILITY STUDY
City Council
Meeting
April 16, 2012
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Project OverviewProject Overview
CTA Yellow Line (Skokie Swift)
Ź Line opened March 1925 as Niles Center Branch
Ź Line closed March 27, 1948*
Ź Skokie Swift began operation in April 1964
Ź Change to CTA Yellow Line in February 1993
Only the CTA Niles Center Local trains stopped running in 1948. North Shore Line (NSL) interurban trains (to
Waukegan, Mundelein and Milwaukee) continued to run until late January 1963, when that service was abandoned
(without replacement). After about 1950-51, CTA consolidated all rapid transit heavy maintenance work at Skokie
Shops (approximately Oakton and Hamlin), so CTA non-revenue trains operating to/from the shop also ran on the
section of line between Howard Street and Hamlin Avenue in this timeframe.
Note:
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Feasibility Study Purpose
Ź Market Demand Study completed 2007
Ź Parsons Brinckerhoff selected in 2010
Ź Understand physical design and
construction issues
Ź Recommend a preferred location at
Ridge, Asbury or Dodge
Ź Project budget of $275,000
Ź $220,000 in Congestion Mitigation and Air
Quality (CMAQ) funding
Ź $55,000 in City funds
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Technical and Advisory Committee
ŹTechnical Advisory Committee
CMAP , CTA, RTA and PACE
ŹAdvisory Committee
Alderman
City Staff
Saint Francis Hospital
Residents
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Advisory Committee Members
Ź Alderman Ann Rainey, Alderman, 8th Ward
Ź Alderman Melissa Wynne, Alderman, 3rd Ward (Chairman, Transportation & Parking Committee)
Ź Linda O'Dwyer, Director of Marketing and Public Relations, Saint Francis Hospital
Ź Ben Schapiro, Resident
Ź Tom Kepler, Resident
Ź Suzette Robinson, Director of Public Works
Ź Steve Griffin, Director of Community and Economic Development
Ź Matt Swentkofske, Intergovernmental Affairs Coordinator
Ź City Staff
Rajeev Dahal, Senior Traffic Engineer –City Staff
Paul Schneider, City Engineer –City Staff
Susan Guderley, Neighborhood Planner –City Staff
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Public Involvement Process
Public Meeting #1, Evanston Levy Center –June 2, 2011
•Introduce project, website and online survey #1
Public Meeting #2, Saint Francis Hospital - September 15, 2011
•Concept plans, preliminary evaluation and online survey #2
•Ridge removed from further analysis
•Asbury and Dodge recommended for detailed evaluation
Public Meeting #3, Evanston Levy Center - January 24, 2012
•Asbury recommended as preferred location
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Online Survey #1 Respondents
95% from Evanston
Dodge and Oakton
had 55 responses
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Online Survey #1 Responses
Ź Would Use a New Stop on the Yellow Line:
Ridge 90
Asbury 137
Dodge 228
73% of the 454 survey responses indicated a station
location preference at one or more location
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Online Survey #2 Respondents
85% from Evanston
Dodge and Oakton
had 66 responses
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Online Survey #2 Responses
Ź Which Station Location Do You Prefer:
Asbury 126
Dodge 249
12% (51) of the 426 survey responses indicated a station
location preference at both Asbury and Dodge
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Study Area
Dodge
1.5 Miles from
Howard Station
Asbury
1.0 Miles from
Howard Station
Ridge
0.7 Miles from
Howard Station
Study Area
Oakton Historic District
Saint Francis Hospital
James Park
and Levy Center
Home Depot
Target
Dawes, Chute and
Oakton School
Removed from
consideration at PM #2
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Project Goals
Ź Local Access and Mobility
Provide improved local access to the Yellow Line
Ź Community and Economic Development
Revitalize Howard Street commercial area
Increase access to local and regional employment
Ź Regional and Local Transit System Performance
CTA and Pace Bus, CTA Howard Red and Purple Lines
Ź Neighborhood Cohesion
Maintain and improve quality of life in Evanston
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Ridge Station Evaluation Findings
Ź Local Access and Mobility
Bicycle route/lane on Ridge is not feasible due to
narrow road lanes
Traffic, operational and safety impacts on Ridge
Ź Community and Economic Development
Land use along Ridge is established and
developed
Ź Regional and Local Transit System Performance
CTA Howard and South stations are within
walking distance
Ź Neighborhood Cohesion
Located within the Oakton Historic District
Ridge location removed from further
consideration at PM #2 on 9/15/11
Oakton Historic District
Saint Francis Hospital
Oakton School
Historic Building
CTA #97 and Pace #215
CTA #201 and #206
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Asbury Avenue
• CTA #97 and #206 -most riders at
Howard/Asbury –Western, according
to CTA October 2010 data
• Pop. ¼ mile 2,348
• Pop. ½ mile 11,435
Chute School
Oakton HD
Oakton School
Historic Building
CTA #97 and Pace #215
CTA #206
Howard /Western
Shopping Area
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Asbury Avenue Station Plan
Side platform configuration
Ramp access also considered
No property acquisition required
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Asbury Avenue Station House
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Asbury Station Platform
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Dodge Avenue
•Dawes Elementary School and James
Park are within proposed station
catchment area
•Max Load Point in study area (in both
directions ) for CTA #93 bus is at
Dodge/Howard (October 2010 data)
•Pop. ¼ mile 1,593
•Pop. ½ mile 6,600
Dawes School
Home Depot
Target
Chute School
James Park
and Levy Center
CTA #97 and Pace #215
CTA #93, and #97
CTA #206 north of Oakton
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Dodge Avenue Station Plan
Center platform configuration
No property acquisition required
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Dodge Avenue Station
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Detailed Evaluation
Physical Constraints
•CTA and Road Right-of-Way Requirements
•Bridge Structure Impacts
Public Support
•Public Meeting Comments
•Public Survey Comments
Social/Economic Factors
•Land Use
•Population andEmployment
•Economic Impact
Environmental Factors
•Noise, Visual, Natural and Cultural
Resources
Transportation Factors
•Transit Connectivity and Traffic
Capital Cost
Operating & Maintenance Cost
Ridership Potential
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Ź Asbury Station
Station house can be accommodated west of the Asbury
Bridge
Station platform located below street grade
Visual and noise impacts mitigated by trench
Ź Dodge Station
Elevated station –high level of visual and noise impacts
Requires replacement of existing 85 year old bridge to
meet CTA requirements
Requires realignment of CTA tracks
Requires new retaining wall structures
Screen 3Asbury and Dodge Physical
Constraints
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Factor Asbury Dodge
Physical +-
Public Support O +
Socio/Economic +O
Environmental O -
Transportation O O
Capital Costs (2010)+-
Annual O & M Costs (2010)O O
Annual Ridership (2010)+O
Summary +4 -2
Recommendation Yes No
Evaluation Criteria
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Factor Asbury Dodge
Physical +-
Public Support O +
Socio/Economic +O
Environmental O -
Transportation O O
Capital Costs (2010)$23 M $33 M
Annual O & M Costs (2010)$913,000 $671,000
Annual Ridership (2010)263,000 203,000
Summary +4 -2
Recommendation Yes No
Evaluation Criteria
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Asbury Recommendation Findings
Ź Local Access and Mobility
Over 11,000 population within ½ -mile walking distance
Increased ridership potential
Accessible by sidewalk network and bike routes
Ź Community and Economic Development
High redevelopment potential between Asbury and Howard
Tax Increment Finance District could support station
development
Saint Francis Hospital within ½ -mile walking distance
Evanston Levy Center within ½ -mile walking distance
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Asbury Recommendation Findings
Ź Regional and Local Transit
Distance from Howard is 1 -mile and typical of CTA
station spacing
Bus connections to CTA #97, #206 and Pace #215
Ź Neighborhood Cohesion
Visual and noise impacts mitigated with station
platform located in CTA trench
Neighborhood station with no commuter parking
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Asbury Station
Estimated Capital
Cost $23 M
Estimated 2010
840 boardings per day
Annual Ridership 263,000
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2010 Estimated Asbury Cost
Ź Phase I -Preliminary Engineering / Environmental Study
1 to 2 years
Approx. $1 Million to $1.6 Million
Ź Phase II -Design
1 to 2 years
Approx. $.6 Million
Ź PhaseIII -Construction
1.5 to 2 years
Estimated construction cost $23 Million
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Skokie Oakton Station
Ź Feasibility study completed in 2003
Ź Opens May 2012
Ź $20 + million to construct
Village of Skokie funding $6 + million
Federal funds $14 million
Adjacent Illinois Science + Technology Park
Ź CTA estimates 1,200 boarding‘s per day
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Potential Funding by Project Phase
Sourc e Phase I Phase II Phase III
Revenue Sources Federal Flexible Highway Funds
(STP, CMAQ) X X X
Urbanized Area Formula Funds (Section 5307) X X X
New Starts and Small Starts X X
Bus and Bus Facilities X
FHWA Transportation and Community and
System Preservation Program (TCSP) X X X
TIGER X Local Naming rights X
Private sector contribution X X
Project Financing Federal Bonds (GANs, PABs, & BABs) X
Transportation Infrastructure Finance and
Innovation Act (TIFIA) X Local Tax-Exempt Borrowing
(i.e. municipal bonds) X X
Tax Increment Finance (TIF ) X X
Transit Oriented Development (TOD) X
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Next StepsNext Steps
ŹPresent findings to:
CMAP, RTA, CTA and PACE
ŹAdvance project with state and
federal representatives
ŹIdentify state and federal
funding sourcesfor Phase I, II, and III
ŹIdentify local project financing
(TIF public/private partnership)
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Thank You
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For City Council meeting of April 16, 2012 Item SP3
Business of the City by Motion: Salt Dome Replacement
For Action
To: Honorable Mayor and Members of the City Council
Members of the Administration & Public Works Committee
From: Suzette Robinson, Public Works Director
Sat Nagar, Senior engineer
Ingrid Eckersberg, Civil Engineer
Subject: Updated Report on the Construction of a New Replacement Salt Dome
and Storage Facility
Date: April 13, 2012
Recommended Action
Staff requests City Council approval to proceed with the design and construction of the
salt dome/salt brine system to be located at the Municipal Service Center.
Funding Source
Funding for the new salt dome, salt brine, and storage facility will be provided by CIP
Account 416088 which has $460,000 budgeted for 2012.
Summary
The Public Works Department presented the updated salt dome and storage facility
Report (Attachment 1) to the City Council in 2011. The report contained four locations
listed below for consideration.
Salt Dome with Brine Operation and Storage at Ryan Stadium Parking Lot
Salt Dome with Brine Operation and Storage at Former City Compost Site James
Park
Salt Dome with Brine Operation and Storage Open Space at Ashland and Noyes
Salt Dome with Brine Operation and Storage at Open Space North of District 65
headquarters
The City Council rejected all the options above and asked staff to investigate further
options.
As a result of expanding the liquid deicing capability of the fleet snow equipment and
the reduction in Fleet equipment requiring storage at the Municipal Service Center, staff
has developed the following option for consideration.
Memorandum
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Construction of a 3,750 ton Salt Dome with Brine Operation at the Municipal Service
Center
The salt dome will be constructed on the footprint of the existing salt dome and will
require the removal of some adjacent storage bins. Although this option was
considered and rejected previously because of the space and size constraints, changes
to the City operations have made this option viable. The primary selection criteria that
made this location untenable was the ability for the site to house a 4000 ton salt dome.
Over the last two years the City has incorporated more anti-icing and deicing into its
snow removal operations. This change in operation coupled with expanded liquid
dispensing capabilities in the City’s Fleet reduces the City’s salt storage capacity
requirements. Staff feels confident that a salt dome with a capacity of at least 3500 tons
will meet the City’s future storage needs. The site at the Service Center can
accommodate a dome that can house a maximum of 3750 tons.
The Service Center Operation will retain all salting operations on City property and not
require any property acquisition. However the need remains for 5,000 to 7,000 square
feet of storage space if the recycling center storage is no longer available for City use.
The cost of constructing the dome will be $300,000 plus site preparation and salt brine
equipment which is estimated to be $160,000.
If approved Public Works staff will complete the design of the site in 2012 and construct
the salt dome in late spring 2013.
Attachment
2011 Salt Dome and Storage Facility Report
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Attachment 1
2011 Salt Dome and Storage Facility Report
Background and Need
In April 2009, the Public Works Department presented the initial salt dome report to the
Administration and Public Works Committee that included the justification for replacing
the existing facility. The stated need for the new facility was based on the poor
condition of the existing dome, a need for additional salt storage capacity, and safety
issues with loading and delivery of salt in the overcrowded Municipal Service Center
site. In 2008, the Public Works Department retained the structural engineering
consultant, Moshe Calamaro and Associates, to assess the condition of the existing salt
dome. Mr. Calamaro noted in his final report that the dome is in poor condition and in
need of major repairs but that the repair work to meaningfully extend the service life of
the dome was too expensive to be a good investment. He recommended concrete
patching the existing holes in the dome to get one more year of service from the facility.
In addition to the advanced age and poor condition of the existing salt dome, there need
is a need for additional equipment storage and the installation of salt conservation
technology system. This salt conservation technology pre-wets the salt stockpiles with a
brine solution within the facility to ensure that more salt stays on the roadway at
application.
In October 2008, just prior to accepting the season’s first shipment of salt, the Public
Works Department had the holes in the concrete dome patched. Additionally, $510,000
was programmed in the City’s Capital Improvement Plan (CIP) for replacement of the
salt dome in 2009. The CIP was approved by the City Council later in the year. In 2010
staff hired Great Lakes Soil & Environmental Consultants to perform a soils analysis at
the former compost site. We are planning to request funding in 2012 CIP so that the
new salt dome can be constructed before 2012 snow season.
Salt Dome Style and Configuration
The City’s existing 2,500-ton salt dome has a base diameter of roughly 75 feet. A 4,000-
ton salt dome would require an estimated 100-foot diameter base, which would translate
into a minimum site size of approximately 150 feet x 150 feet to allow for adequate truck
staging, deicing and onsite maneuverability. If the storage facility was constructed as a
rectangular shed with a gambrel roof structure as opposed to a conical dome, the site
could be narrower and longer, approximately 100 ft. x 200 ft. Site characteristics, cost
and operational requirements ultimately dictate selection of the facility type. (Gambrel
and Dome Style structures are shown in Attachment A). In addition the site must be
large enough to support liquid deicing and brine making equipment. Therefore, a site of
approximately 150 feet x 200 feet is used to evaluate potential locations
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Salt Dome and Storage Facility Criteria
I. Salt Storage Site Requirements
The Salt Institute (SI) and the American Public Works Association (APWA) recommends
that ideally a community should store 75% to 100% of an average winter’s salt
requirements to hedge against periodic salt shortages and periods of heavy demand
that can result in communities:
1) paying exorbitant salt prices; or
2) not being able to get salt in a timely fashion, potentially resulting in not being able
to apply salt during snow events.
Communities with adequately sized salt storage facilities such as Des Plaines (pop.
58,000), who recently constructed a 4,000-ton salt storage facility, are better able to
straddle salt shortages, price spikes and delayed deliveries following back-to-back
storms. Given price fluctuations of this commodity, larger salt storage facilities can pay
for themselves in a relatively short period of time. The City’s existing 2,500-ton salt
dome located at the Municipal Service Center provides just 50% of the city’s average
winter salt use of 5,000 tons.
A 4,000-ton salt storage facility would be within the SI and APWA recommended range
(80% of the City’s annual salt use based on an average winter season for the area). In
addition the site must be large enough to support liquid deicing and brine making
equipment and to house parts and equipment currently stored out in the recycling center
and out in the open. Therefore, a site of approximately 150 feet x 200 feet was used to
evaluate potential locations.
II. Location, Truck Access and Safety – The centralized location will be efficient for
operations; since a centralized location will reduce “dead-head” distances for empty salt
trucks to reload. While important, this is less of a concern in Evanston than in most
communities given Evanston’s relatively small size (7.8 square miles). More important is
proximity to designated arterial truck routes that facilitate prompt access to the City’s
primary routes. Also the storage sites should permit easy access by trucks and other
equipment entering and leaving the site. Generally speaking, it is best to site facilities
directly on or near routes already designed for truck traffic. During an average snow
event, the salt storage facility generates approximately seven (7) truck loadings/trips per
hour.
Importance of Direct Access to McCormick Boulevard/Green Bay Road -
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In the 2004 salt storage location evaluation, the McCormick Boulevard to Green
Bay Road limited-access truck route was determined to be the optimum north-
south route for distributing salt via truck to the City because it:
• was designed for heavy trucks;
• has few residential properties abutting it; and
• provides very efficient travel times compared to alternative north-south
routes through the City.
III. Regulatory Requirements – Storage sites should comply with local land use and
zoning requirements and be consistent with comprehensive and area master plans. The
site should also comply with any local, state and federal regulations governing
environmental discharge concerns.
IV. Adequate Drainage & Visual Screening – Storage sites should allow for proper
drainage leading storm water away from the storage area. Also adequately-sized
drainage facilities are needed to support the City’s snow melting operation. Storage
facilities are generally large, utilitarian structures devoid of significant architectural
features that benefit greatly from visual screening.
V. Cost Considerations – Obviously, cost is a very important consideration in site
selection. Several of the factors listed above impact the ultimate cost of the facility. For
example, cost can increase quickly if significant site work is required to provide proper
access, traffic control and/or drainage. A major factor that will impact cost is whether
land for the site is available or will need to be acquired by the municipality.
Attachment A shows pictures of two salt dome building styles and Attachment B
contains a graphic depiction of each site in Figures 1 through 4.
Viable Sites
Non City Owned Alternative Site: Ryan Stadium Parking Lot - Figure 1
The north end of Northwestern University’s expansive Ryan Stadium Parking Lot at
Ashland Avenue and Isabella Street offers good truck access. Already serving heavy
traffic for sports and entertainment events, Ashland Avenue’s concrete pavement can
handle the truck impacts while the proximity to Central Street gives good access to
major routes.
This site meets the following criterion:
• Salt Storage Site Requirements
• Adequate Drainage & Visual Screening
• Cost Considerations
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The estimated construction cost for the proposed salt dome is $948,000 including brine
and blending equipment installation.
The lot’s activity would impact residents in Evanston and Wilmette though the
immediate area impacted by the salt operations would be the parking lot and the sports
facilities on either side of the Ashland corridor. This site is currently owned by
Northwestern University and would have to be leased or purchased from them.
There are approximately 172 Evanston and 162 Wilmette residential addresses within
1,000 feet of the proposed location.
Former City Compost Site, James Park - Figure 2
The 2004 staff report sited the proposed new salt storage facility directly adjacent to the
Recycling Center. The two primary concerns with the proposed location raised at the
A&PW Committee meeting were the:
• potential truck traffic impacts of the proposed facility on Oakton Street; and
• aesthetic/open space impacts given its close proximity to Oakton Street and
James Park.
Both of these concerns can be addressed by shifting the proposed location of the salt
storage facility to the old compost site which is farther south to a location bounded by
the PACE Office Building to the west, the CTA Yellow Line embankment to the south,
and James Park Hill to the east (see Figure 2). Access to the site would be provided by
PACE’s existing concrete base driveway via Oakton Street.
This unique location would have natural screening provided by James Park Hill and the
CTA embankment, and its ample set-back from Oakton Street would allow for tree
screening on the remaining two sides of the facility. The new location would also
minimize impacts to open space as it is in an area that has traditionally been used for
composting and debris storage. With regard to additional truck traffic impacts, this
location would have two important benefits:
1) it would take advantage of the existing PACE driveway, which is already built to
heavy bus/truck standards, thereby eliminating a potentially significant cost to the
City; and
2) it would take advantage of the new traffic signals recently installed with the Oakton
Shoppes project that would provide ample gaps in traffic on Oakton Street to safely
accommodate the additional seven (7) hourly truck trips generated by the salt
storage facility during an average storm.
The Public Works Department would be able to regulate the timing and route of salt
deliveries from the City’s suppliers as well as the routes of its own salting trucks. The
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intent would be to use Oakton Street to McCormick Boulevard for salt distribution during
storm events.
This site meets all the criteria except the cost. Since this is landfill site there is existing
fill material up to forty feet. This site will require pile foundation for the salt dome and
additional site preparation to accommodate the trucks access. The estimated
construction cost for the proposed salt dome is $1,012,000 including brine and blending
equipment installation.
The estimated additional cost for pile foundation is $1,000,000. The total cost of the salt
dome is estimated @ $2,012,000.
With regard to its proximity to residential areas, the proposed location is excellent.
There are only 10 residential addresses and about 10 non-residential addresses within
1,000 feet of the proposed location.
Non City Owned Alternative Site: Open Space at Ashland and Noyes–Figure 3
This MWRDGC owned site west of Noyes Street and Ashland Avenue offers an open
site in a centralized location with direct truck access to Green Bay Road and McCormick
Blvd. It is large enough to accommodate the storage facility but would impact Evanston
residents (see Figure 3). The site is currently owned by the MWRD and would have to
be leased or purchased from them.
This site meets the all the criterion:
• Salt Storage Site Requirements
• Location, Truck Access and Safety
• Adequate Drainage & Visual Screening
• Cost Considerations
The estimated construction cost for the proposed salt dome is $948,000 including brine
and blending equipment installation.
This site is most centrally located with an existing signal @ Noyes Street & Green bay
Avenue. There are approximately 257 residential addresses within 1,000 feet of the
proposed location. The existing bike path needs to be relocated.
Non City Owned Alternative Site: Open Space North of District 65 Headquarters –
Figure 4
This publicly held site on the northwest corner of Church Street and McDaniel Avenue
offers an open site in a centralized location with excellent truck access to McCormick
Blvd. It is large enough to accommodate the storage facility but would impact residents
in Evanston and Skokie (see Figure 4). The site is currently owned by the MWRD and
would have to be leased or purchased from them.
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This site meets the all the criterion:
• Salt Storage Site Requirements
• Location, Truck Access and Safety
• Adequate Drainage & Visual Screening
• Cost Considerations
The estimated construction cost for the proposed salt dome is $948,000 including brine
and blending equipment installation.
There are approximately 168 Evanston and 89 Skokie residential addresses within
1,000 feet of the proposed location.
Considered but rejected sites:
Modified Service Center Location
The existing Service Center site does not work well for salt storage because it fails to
meet the primary selection criteria related to:
• Salt Storage Site Requirements
• Truck access & Safety
Not only is the site too small for a 4,000-ton storage facility, it is too small for the
existing 2,500-ton facility. The undersized, highly congested site provides very poor
truck access, maneuverability and safety. It is also in very close proximity to residential
areas with 711 residential addresses and 189 non-residential addresses within 1,000
feet of the dome. The City often receives noise complaints from residents whose quality
of life is impacted during our winter operations. These complaints have increased in the
last two years as a result of the snow melting operation.
The modified site at the Service Center requires a use agreement or acquisition of
property owned by Northwestern University. While this modified configuration
somewhat improves traffic flow, it is still considered to be a poor site due to the close
proximity to residential areas, poor truck access, and doesn’t provide space for the
much needed construction materials and equipment storage space.
Removal of the existing salt dome will provide safer vehicle operation and badly needed
storage space at the Service Center for storing construction debris and heavy
equipment.
Other privately-owned locations in commercial/industrial areas on truck routes were
found to be of suitable size to accommodate a salt storage facility, but the cost of
purchasing them could not be justified because they did not provide any significant
advantages over a municipally-owned site with respect to access to arterial truck routes
and distance from residential areas.
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2424 Oakton
In close proximity to the James Park compost site, 2424 Oakton shares many its
attributes. It is, however, privately owned and the area under consideration for the salt
dome is now being commercially developed.
This site cannot meet:
• Cost Considerations
North Shore Towing Lot
Located on the north side of Oakton Street just east of the North Shore Channel this site
is large enough to accommodate the storage facility, provides good truck access to
McCormick Boulevard, and would have only 16 residential addresses within 1,000 ft. of
the site.
However the lot is currently not for sale and the owner is not interested in selling.
Beyond that, the existing driveway is already heavily used and can become quite
congested as materials and vehicles are frequently moved about increasing the City’s
liability exposure. Additionally there may be contaminated soils that would need testing
and remediation. The truck access drive may need to be modified to accommodate
additional truck traffic.
Therefore, the site fails to meet the criteria for:
• Truck Access and Safety
• Cost Considerations
Junkyard Lot
This site located just northeast of North Shore Towing has many of the same qualities
as North Shore Towing. It is large enough to accommodate the storage facility, but has
undetermined, indirect access, possible contaminated soil, and an owner who is
unwilling to sell or lease at this time.
The site fails to meet the criteria:
• Truck Access and Safety
• Cost Considerations
Any benefits provided by these alternative sites would not appear justified given the
added costs of purchasing and modifying these sites.
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Recommendation
It is recommended that a salt storage facility be constructed at a site that is of ample
size and configured to accommodate a 4,000-ton storage facility, provide additional
storage for salt spreaders and plows, salt brine operation and liquid storage tanks with
quick access to primary routes. With approval of the A&PW/City Council, the next steps
in the process would be to further research the alternative(s) that the City Council
believes would be the most advantageous.
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Attachment A
Dome Style Salt Storage Facility
Gambrel Style Salt Storage Facility
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Attachment B - Figure 1
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Attachment B - Figure 1
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Attachment B - Figure 2
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Attachment B - Figure 2
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Attachment B - Figure 3
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Attachment B - Figure 3
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Attachment B - Figure 4
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Attachment B - Figure 4
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