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Contract - Claire Seizovic - Retail incubator & Pop-Up Program $100,000 3.3.26-1.31.27
To: City Manager Luke Stowe CC: Katie Boden, Economic Development Coordinator From: Paul Zalmezak, Economic Development Manager Subject: Approval of Retail incubator / Pop-Up Program Contract Date: March 3, 2026 City Manager Stowe: On February 9, 2026, City Council approved a contract with Claire Seizovic, LLC, for $100,000 to design and implement a retail incubator and pop-up program. The contract will run through January 31, 2027. The initiative follows a Three-Phase Strategy: 1. Landscape Assessment & Analysis: Data-driven surveying of regional entrepreneurs and property owners to identify the ideal tenant mix. 2. Strategy & Implementation Plan: Developing a custom framework tailored to Evanston’s specific vacancies for the Economic Development Committee review. 3. Active Launch: Physical preparation of storefronts, participant selection, and a high-visibility marketing campaign Thank you. APPROVED ______________________________ Luke Stowe, City Manager Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 Memorandum To: Members of the Economic Development Committee From: Katheryn Boden, Economic Development Coordinator CC: Paul Zalmezak, Economic Development Manager Subject: Approval of Retail Pop Up / Incubator Strategy and Implementation Plan Date: February 9, 2026 Recommended Action: The Economic Development Committee recommends that the City Council approve up to $100,000 to fund the creation of a retail incubator and/or pop-up program. Funding Source: Business District Improvements G/L 100.15.5300.65522. The 2026 budget for this account is $178,000. To date, no funds have been expended. Council Action: For Action Summary: The Economic Development Committee unanimously recommends that the City Council authorize an expenditure of up to $100,000 to Evanston-based Claire Seizovic, LLC, to launch a new retail pop-up and incubator program. Funding is already secured within the approved 2026 Budget via entrepreneurship support and business district improvement funds. Coupled with traditional retail attraction strategies, this program offers three key benefits to the City: Direct Revitalization:Converts vacant storefronts into "retail laboratories," reducing financial risk for new businesses while increasing downtown foot traffic. Tangible Reinvestment: Over $31,000 is dedicated strictly to "bricks-and-mortar" costs, including rent subsidies and physical buildouts. Collaborative Ecosystem: Connects entrepreneurs with Northwestern University, the Chamber of Commerce, and Sunshine Enterprises for long-term mentorship and success. Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 Proposed Program Budget Summary The proposed budget ensures the City receives a balance of expert management and physical revitalization. Total Program Revenue $54,400 10% sales share, sponsorship, and event rentals to offset costs. Operations & Facility (Hard Costs) $21,000 Rent, utilities, security, and light cosmetic buildout. Strategy & Management (Soft Costs) $66,000 Consultant fees for assessment, design, and active management. Workforce & Tech Support $13,000 Retail staff salary, POS systems, and contingency funds. Total Estimated Expenses $100,000 Note: Final City contract will not exceed $100,000. Background While Evanston remains a resilient market, the "hybrid work" era and shifting consumer behaviors have created unique challenges for downtown foot traffic. The Evanston Thrives Retail District Action Plan explicitly called for the City to evolve from a passive observer into an active partner. This program answers that call, fostering a "retail laboratory" environment that promotes non-traditional uses. By partnering with local urban strategist and Evanston resident Claire Seizovic, the City will help transition vacant storefronts into vibrant, revenue-generating economic hubs. Upon Council approval, City staff will execute an agreement in accordance with public procurement requirements, featuring a milestone-based payment schedule and a 10% performance hold-back to ensure fiscal accountability. The initiative follows a Three-Phase Strategy: 1. Landscape Assessment &Analysis: Data-driven surveying of regional entrepreneurs and property owners to identify the ideal tenant mix. 2. Strategy & Implementation Plan:Developing a custom framework tailored to Evanston’s specific vacancies for the Economic Development Committee review. 3. Active Launch: Physical preparation of storefronts, participant selection, and a high- visibility marketing campaign. After the initial retail market landscape assessment, the sequencing of the pop-up/incubator rollout will occur in one of the following ways: Page 2 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 Workshops & Mentorship: Partnering with Northwestern University for digital marketing and pairing new entrepreneurs with "Legacy" business owners. Professional Resources:A curated directory of Evanston-based legal, accounting, and insurance providers. Strategic Collaboration:Direct connection to Sunshine Enterprises, the Chamber of Commerce, and other local small business support organizations. Next Steps Page 3 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 CoE Incubator Budget [shared: cseizovic]INPUTS INPUT VALUE Number of Tenants 12 Average SF per Tenant 137.5 75-200 SF / maker SF Required 1,650 Average Sales per Tenant per Month $5,000 Average Rent per Tenant per Month $500 Revenue Share: 10% of sales Membership Fees per Member per Month $150 Number of Members 12 Average Monthly Event Rental Income $2,000 Annual Sponsorships $20,000 Banks: Wintrust, Byline, etc | Real Estate Firms Annual Grants $5,000 Average Rent PSF $28.50 Downtown Evanston: $27-30 PSF Pilot Length (months)3 Pilot Length (weeks)13.035 average # of weeks in 3 months Pilot Days / Week 5 Thurs - Sun Pilot Length (days)65.175 Retail Employee Rate $19 average: $18-20/hr Retail Employee Hours / Day 8 Retail Employee Days: pilot + training 68.175 3 training days Page 4 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 CoE Incubator Budget [shared: cseizovic]PRO FORMA Pilot: 3 Months ($) Full Project Period ($)TOTAL ($)Notes REVENUE Potential Base Rent 18,000.00 Revenue share model: 10% of tenant sales Membership Fees 5,400.00 Event Space Rentals 6,000.00 Sponsorships / Partnerships 20,000.00 Grants / Public Funding 5,000.00 Other Revenue Streams Total Revenue 29,400.00 25,000.00 54,400.00 EXPENSES Hard Costs Rent / Mortgage (11,756.25) Utilities (Electricity, etc.)(3,000.00) Electricity: ~$633/mo | Water/Sewer: ~$150-200/mo Gas/Heating: ~$100-200/mo | Trash/Waste: ~$50-100/mo Internet / Telecom (345.00)~$80-150/mo Insurance (300.00)A ~1,400 ft² building might have an insured replacement cost of roughly $250K–$500K, after factoring in construction quality, fire protection, and amenities, the monthly premium could range between $90–$190/month, depending on final coverages and building value. Security (1,225.00)Alarm System: ~$75/mo monitoring + ~$1,000 system setup Janitorial Services (420.00)Based on a weekly cleaning schedule (common for offices/retail): Lowest estimate: $0.07 × 1,400 = $98/month Mid-range typical: $0.10 × 1,400 = $140/month Upper estimate: $0.15 × 1,400 = $210/month Tenant Improvements / Buildout (1,000.00)Light cosmetic: paint, cleaning, shelving Repairs & Maintenance (1,500.00)TBD Furnishings & Equipment (1,500.00)Shelving, racks, counters Licenses & Permits 0.00 TBD: only needed if renovating Total Hard Costs (21,046.25)0.00 (21,046.25) Soft Costs Pop-Up + Incubator Consultant 01. Landscape Assessment + Analysis (16,566.00) 02. Pop-Up + Incubator Plan (4,048.00) 03. Pop-Up + Incubator Implementation (47,740.00) Retail Employee Salary (10,362.60)Workforce development Technology / Software [POS](500.00)https://squareup.com/shop/hardware/us/en/products/ipad-pos-stand-integrated-card-reader-usb-c Contingency / Miscellaneous (2,000.00) Total Soft Costs (12,862.60)(68,354.00)(81,216.60) TOTAL EXPENSES SUMMARY Hard Costs (21,046.25) Soft Costs (81,216.60) Total Expenses (102,262.85) NET INCOME SUMMARY Total Revenue 54,400.00 Total Expenses (102,262.85) Net Operating Income (47,862.85) Page 5 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 W W W . C L A I R E S E I Z O V I C . C O M H E L L O@ C L A I R E S E I Z O V I C . C O M 8 4 7. 5 2 5 . 3 1 1 4 THE CITY OF EVANSTON ECONOMIC DEVELOPMENT DIVISION Katie Boden: Economic Development Coordinator kboden@cityofevanston.org • 847-448-8132 01. EXECUTIVE SUMMARY 02. THE OPPORTUNITY 03. THE PROPOSAL 04. PROJECT PHASES + DELIVERABLES 05. CONSULTANT BACKGROUND — Client — Index N O. 137-02 CITY OF EVANSTON 01.22.2026Claire Seizovic Page 6 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 The City of Evanston is seeking a multifaceted, proactive strategy to address empty storefronts, focusing not just on filling vacancies, but on revitalizing and reimagining its retail corridors as thriving, equitable, and vibrant community spaces. While vacancy rates are consistent with national averages, Evanston’s commercial districts—especially Downtown—are grappling with several structural and perception-related challenges that impact retail vitality and contribute to persistent vacancies. The City believes there’s a demand for brick and mortar establishments by both local small businesses and established companies looking to co-locate in Evanston. — 02. The Opportunity: Current Landscape W W W . C L A I R E S E I Z O V I C . C O M H E L L O@ C L A I R E S E I Z O V I C . C O M 8 4 7. 5 2 5 . 3 1 1 4 Claire Seizovic THE OPPORTUNITY The City of Evanston faces persistent commercial vacancy challenges that extend beyond typical market conditions. Downtown and commercial corridors are grappling with lingering COVID-19 impacts, reduced foot traffic, changing consumer behaviors, and perception issues that have diminished Evanston’s appeal as a North Shore destination. Critical data gaps around available retail spaces, poor coordination among stakeholders, and underutilized support programs further hamper the City’s ability to strategically address vacancies and support local businesses, particularly those in historically underrepresented communities. THE PROPOSAL This proposal presents a comprehensive, three-phase approach to transform vacant and underutilized commercial spaces into engines of economic growth and community vitality. Beginning with data-driven landscape assessment surveys of both business owners and property owners, the initiative will inform the development of a tailored pop-up and incubator strategy that provides structured pathways from temporary activations to sustained tenancy. The program emphasizes inclusive entrepreneurship, creative policy solutions, and strategic property-owner engagement to move beyond assumptions and create solutions grounded in actual community needs and market realities. THE OUTCOME Through this phased implementation, Evanston will establish a replicable model for commercial corridor revitalization that reduces vacancy rates, strengthens community-rooted businesses, and creates visible symbols of innovation and resilience. The initiative will provide local entrepreneurs—especially those from historically underrepresented communities—with low-risk entry points to test concepts, access incubation services, and ultimately establish permanent businesses that contribute to vibrant, equitable retail districts throughout the city. — 01. Executive Summary N O. 137-02 CITY OF EVANSTON 01.22.2026 Page 7 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 W W W . C L A I R E S E I Z O V I C . C O M H E L L O@ C L A I R E S E I Z O V I C . C O M 8 4 7. 5 2 5 . 3 1 1 4 Claire Seizovic Evanston THRIVES Retail Action Plan: Summary of Commercial Vacancy Issues (October 2023) 1. Lingering Impacts of COVID-19 [pp. 9-10] Even prior to the pandemic, downtowns like Evanston’s were losing retail market share to suburban competition. COVID-19 accelerated these trends: • Foot traffic to “Retail & Recreation” and “Workplaces” was down 11% in late 2022 compared to early 2020 levels. • Office occupancy remains low: major downtown office buildings are operating at only 20–60% of pre-pandemic headcounts, which diminishes daytime population and retail sales. 2. Retailer Struggles and Changing Consumer Behavior [pp. 9-10] Businesses report sales have not fully recovered to pre-pandemic levels, and there is increased reliance on delivery, pickup, and open-air dining, shifting the dynamics of space use and retail demand. 3. Perception of Decline [pp. 13-15] A recurring theme in community feedback is that Evanston, especially Downtown, has “lost its cachet” as a North Shore destination. Contributing factors include: • Public sentiment/morale are notably negative, contributing to a narrative of stagnation or decline. • Increased panhandling and reduced vibrancy detract from shopping and pedestrian experiences. • Downtown is perceived to cater mostly to students and lacks broader entertainment appeal. 4. Data Gaps and Poor Coordination [pp. 19-21] The City lacks comprehensive data on available retail spaces, especially ground-floor vacancies. This hampers its ability to proactively attract and support tenants: • No centralized, up-to-date database exists for tracking commercial space availability. • Reactive communication and uncoordinated economic development efforts limit the City’s ability to manage or market vacancies strategically. 5. Resource Allocation and Equity Issues [pp. 20–24, 28–29] • Business owners in non-SSA (Special Service Area) districts feel under-supported compared to those in designated SSAs like Downtown and Central Street. • Grant programs are underutilized due to confusing eligibility and reimbursement structures, making it difficult for small businesses to access support. 6. Need for Activation and Reinvestment [pp. 13–15, 33–43] • Many districts suffer from a lack of consistent events or “third places” that would drive foot traffic and reduce vacancy through placemaking and experiential retail. • Downtown is seen as missing a coordinated vision and advocates within City leadership. N O. 137-02 CITY OF EVANSTON 01.22.2026 Page 8 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 W W W . C L A I R E S E I Z O V I C . C O M H E L L O@ C L A I R E S E I Z O V I C . C O M 8 4 7. 5 2 5 . 3 1 1 4 Claire Seizovic The City of Evanston’s Goals (Based on Evanston THRIVES) 1. Reimagine Retail Districts with Market-Aligned, Creative Use of Space [p. 7–8, 16] The City is looking to rethink the purpose of ground-floor spaces across districts, aligning them with new market realities and consumer behavior. This includes encouraging adaptive reuse, fostering diverse business types, and incorporating placemaking features that support “third places” where people gather and linger. 2. Strengthen Data Systems and Market Transparency [pp. 19–20, 25] Evanston lacks a current, centralized dataset of available or vacant retail spaces. The City aims to invest in tools and processes that improve how commercial property data is tracked, marketed, and used to inform recruitment and planning. 3. Streamline City Policies to Support Activation [pp. 26-27] Business owners described cumbersome permitting and opaque processes that discourage improvements or creative use of space. Evanston seeks to create a “yes, and” culture among City staff that empowers experimentation and makes it easier to launch businesses, pop-ups, and events. 4. Increase Access to Funding and Incentives for Reuse [pp. 20–24, 28–29] The City wants to revise and better market grant programs to improve storefront conditions, especially in non-SSA districts. It aims to prioritize equity by targeting resources toward historically underserved business owners and areas. 5. Attract More and Diverse Tenant Types [pp. 10, 14–15, 18] The City recognizes that office workers returning to Downtown alone won’t fill the gap, so it’s targeting a broader mix: students, tourists, residents, and creative uses. Pop-ups, arts-based tenants, and hospitality uses are seen as tools to fill gaps and drive traffic in the short term. 6. Strengthen Partnerships and Coordination [pp. 24, 30-31] The City wants to deepen partnerships with Northwestern University, local SSAs, and entrepreneurs to help attract and retain dynamic tenants. A strong focus is helping “Stage 2” businesses—those ready to grow into a physical space—stay and scale in Evanston. 7. Leverage City-Owned Properties for Redevelopment [pp. 32, 47] The City is exploring strategic acquisition or repositioning of properties to guide their redevelopment toward priority uses. By shaping redevelopment proposals through RFPs, the City can influence the mix of uses and community outcomes in retail districts. In short, the City is not only trying to fill empty storefronts, but also aiming to transform underutilized retail space into engines of community, commerce, and culture—all supported by policy reform, investment, and partnerships. N O. 137-02 CITY OF EVANSTON 01.22.2026 Page 9 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 W W W . C L A I R E S E I Z O V I C . C O M H E L L O@ C L A I R E S E I Z O V I C . C O M 8 4 7. 5 2 5 . 3 1 1 4 Claire Seizovic This proposal outlines deliverables that will contribute to a city-led strategy to activate vacant and underutilized commercial spaces as dynamic engines of economic growth, cultural vibrancy, and inclusive entrepreneurship through a data-informed pop-up and business incubation initiative. By ultimately launching a phased program that supports both short-term pop-up retail activations and long-term incubator opportunities, the city will reduce commercial vacancy, strengthen community-rooted businesses, and revitalize Downtown Evanston. Based on the Evanston THRIVES Retail Action Plan and conversations with Economic Development Manager Paul Zalmezak and Economic Development Coordinator Katie Boden, I propose a phased approach to solving the issue of vacant storefronts in Downtown Evanston and the surrounding commercial corridors: 01. LANDSCAPE ASSESSMENT + ANALYSIS The approach begins with a thorough assessment of current market conditions and identified needs across the city’s retail districts by surveying both small business and commercial property owners. I have included a fully built-out scope of work and investment details for this project phase. 02. POP-UP + INCUBATOR STRATEGY AND IMPLEMENTATION PLAN This initial diagnostic phase will inform the development of a tailored activation and tenanting plan aligned with both market realities and community priorities. I have included a preliminary outline of deliverables for this phase. 03. POP-UP + INCUBATOR IMPLEMENTATION: SELECT PROJECTS Once the strategy is defined, implementation will focus on activating vacant commercial spaces through temporary pop-up uses that serve as low-risk entry points for emerging businesses, while also testing long-term tenant fit. These activations will be supported by incubation services to help participating businesses stabilize and scale. I have included a preliminary outline of deliverables for this phase. This proposal is specifically designed to advance the City of Evanston’s stated economic development goals: • Reimagining retail districts through market-aligned and creative use of ground-floor space • Strengthening data systems and improving transparency around commercial vacancies and tenanting • Streamlining municipal policies and permitting to support business activation • Increasing access to funding and incentives that facilitate reuse of vacant space • Attracting a broader and more diverse mix of tenant types • Strengthening cross-sector partnerships and coordination among stakeholders • Leveraging city-owned properties strategically to support redevelopment and investment Through this comprehensive framework, the proposed initiative will serve as a catalyst for long-term commercial vitality and equitable economic growth citywide. — 03. The Proposal N O. 137-02 CITY OF EVANSTON 01.22.2026 Page 10 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 W W W . C L A I R E S E I Z O V I C . C O M H E L L O@ C L A I R E S E I Z O V I C . C O M 8 4 7. 5 2 5 . 3 1 1 4 Claire Seizovic 01. LANDSCAPE ASSESSMENT + ANALYSIS I propose two surveys to drill into the current needs and preferences of both local business owners and local commercial property owners, with the option for post-survey engagement and focus groups. While the survey results showcased in the THRIVES plan address perceptions of local businesses and the Economic Development Division, my proposed surveys will illuminate the current landscape, with the added benefit of pinpointing potential pop-up and incubator participants. Conducting a landscape assessment is a key component of my approach because the resulting insights will determine the viability and demand for pop-up and/or incubation programs from both the business owner and property owner points of view. I will present survey findings to the Economic Development Committee and provide opportunities for directional feedback and input on next best steps ahead of the Pop-Up + Incubator Strategy and Implementation Plan phase. SURVEY 01: LOCAL BUSINESS OWNERS Objective: to assess local businesses’ goals, brick-and-mortar expansion interest, and need for business strategy services in order to inform City of Evanston strategies that reduce storefront vacancies and support commercial corridor revitalization. 1. Project Setup 1.1 Define Goals • Understand business growth trajectories and stated goals • Identify interest in leasing or expanding into vacant storefronts • Assess demand for business advisory and support services 1.2 Stakeholders • City of Evanston Economic Development Division • Evanston Chamber of Commerce • Evanston Special Service Areas (SSAs) • Small Business Development Centers (SBDCs) 2. Survey Design 2.1 Target Audience • Existing brick-and-mortar businesses • Home-based and mobile vendors • Online-only businesses operating within city limits • Entrepreneurs in shared/temporary spaces (markets, coworking, pop-ups) 2.2 Initial Survey Content & Data Field Categories • Business Profile & Growth • Brick-and-Mortar Status & Intentions • Future Expansion Plans • Business Goals & Service Needs • Challenges & Opportunities • Engagement & Follow-Up 2.3 Format & Channels • Online (Google Forms, SurveyMonkey, etc.) • Paper versions (available via community partners, business associations) • In-person at business walks or during city check-ins — 04. Project Phases + Deliverables N O. 137-02 CITY OF EVANSTON 01.22.2026 Page 11 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 W W W . C L A I R E S E I Z O V I C . C O M H E L L O@ C L A I R E S E I Z O V I C . C O M 8 4 7. 5 2 5 . 3 1 1 4 Claire Seizovic 3. Proposed Timeline PHASE TASKS DURATION Weeks 1-2 Stakeholder meetings, goal setting, survey design 2 weeks Week 3 Survey testing (pilot with 10–15 businesses)1 week Weeks 4-6 Launch citywide survey (digital + in-person outreach)3 weeks Weeks 7-8 Data cleaning and analysis 2 weeks Week 9 Insights summary + recommendations for City action 1 week 4. Preliminary Outreach Strategy • Partner with SSAs for newsletter blasts • Street teams / economic development staff distribute flyers • QR codes posted in city facilities, libraries, business windows • Leverage existing business license email lists 5. Data Analysis & Outcomes 5.1 Key Metrics (examples) • % of businesses with expansion plans • Interest in activating vacant storefronts • Top barriers to expansion • Service areas of highest demand (e.g., help with lease negotiation) 5.2 Deliverables 1. Cleaned dataset with business owner responses 2. Survey response dashboard + data visualization 3. Results + Recommendation Report SURVEY 02: LOCAL COMMERCIAL PROPERTY OWNERS Objective: to assess commercial property owners’ willingness to participate in non- traditional leasing models—such as pop-ups, incubators, and short-term leases—and to collect critical data on vacant and leasable properties in Evanston. 1. Project Setup 1.1 Goals • Understand property owner preferences and risk tolerances • Gauge interest in alternative activation models (e.g. pop-ups) • Create a property inventory to match with tenant leads • Inform city incentives or support mechanisms 1.2 Stakeholders • City of Evanston Economic Development Division • Evanston Chamber of Commerce • Evanston Special Service Areas (SSAs) • Small Business Development Centers (SBDCs) • Real Estate Brokers / Commercial Property Managers • Legal/Permitting Teams (re: lease or use flexibility) 2. Survey Design 2.1 Target Audience • Commercial property owners in Evanston N O. 137-02 CITY OF EVANSTON 01.22.2026 Page 12 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 W W W . C L A I R E S E I Z O V I C . C O M H E L L O@ C L A I R E S E I Z O V I C . C O M 8 4 7. 5 2 5 . 3 1 1 4 Claire Seizovic 2.2 Initial Survey Content & Data Field Categories • Owner/Manager Contact Info • Property Profile • Leasing Preferences • Vacancy Barriers • Incentives & Support • Post-Survey Engagement 2.3 Format & Channels • Online (Google Forms, SurveyMonkey, etc.) • Paper versions (available via community partners, business associations) • In-person at business walks or during city check-ins 3. Proposed Timeline PHASE TASKS DURATION Week 1 Stakeholder meetings, goal setting, survey design 1 week Week 2 Pilot test with small group of owners/managers 1 week Weeks 3-4 Full launch, distribution, and outreach 2 weeks Weeks 5-6 Data cleaning and analysis 2 weeks Week 7 Report summary & recommendations 1 week 4. Preliminary Outreach Strategy • Use commercial broker and SSA contact lists • Partner with local chamber and real estate associations • Send direct email invites and follow-up reminders • Include survey in city newsletters and permitting emails • Provide simple incentives (e.g., priority access to city programs) 5. Deliverables 1. Cleaned dataset with property owner responses 2. Summary report with: • Level of owner interest by lease type • Key perceived barriers • Recommended city supports 3. List of “high potential” owners for activation pilots POST-SURVEY ENGAGEMENT + FOCUS GROUPS The need for post-survey engagement and focus groups will be determined after the business and property owner survey scopes conclude. Example Scopes: • Create presentation of survey findings • Host 1–2 listening sessions to present findings to EDC and community • Use data to match businesses to vacant storefronts • Explore follow-up cohort for expansion-ready businesses TIMELINE + INVESTMENT Surveys + Post Survey Engagement + Focus Groups: ~ 19 Weeks | $16,566 Any additional work outside of the specified scope will be billed @ $115/hour. N O. 137-02 CITY OF EVANSTON 01.22.2026 Page 13 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 W W W . C L A I R E S E I Z O V I C . C O M H E L L O@ C L A I R E S E I Z O V I C . C O M 8 4 7. 5 2 5 . 3 1 1 4 Claire Seizovic 02. POP-UP + INCUBATOR STRATEGY AND IMPLEMENTATION PLAN After the completion of the above Landscape Assessment and Analysis, I propose the creation of a pop-up and incubator strategy representing a data-driven approach to transforming vacant and underutilized commercial spaces into engines of economic growth, cultural vibrancy, and inclusive entrepreneurship. Building on comprehensive landscape assessment and analysis using real business and property owner data, this initiative will move beyond assumptions to create solutions informed by actual community responses and documented local business needs. The strategy will provide a structured pathway from temporary pop-up activations to sustained tenancy, enabling local entrepreneurs—particularly those from historically underrepresented communities—to launch, grow, and ultimately establish permanent roots in previously vacant storefronts. Preliminary Strategy and Implementation Plan Components 1. Policy and Program Design 2. Vacant Space Inventory & Activation 3. Business and Creative Community Engagement 4. Marketing and Place Activation 5. Funding and Incentives 6. Measurement and Evaluation TIMELINE + INVESTMENT: ~4 Weeks | $4,048 03. POP-UP + INCUBATOR IMPLEMENTATION: SELECT PROJECTS I propose moving into the implementation phase of the project following the structured pathway outlined by the Pop-Up and Incubator Strategy and Implementation Plan. Through layered support systems, creative policy tools, and strategic property-owner engagement, this city-supported ecosystem will create visible symbols of community innovation and resilience while fostering the development of community-rooted businesses that revitalize commercial corridors and strengthen the local economy. Pulling from the Preliminary Strategy and Implementation Plan overarching components above and pending plan approval by the City, I can execute the following potential scopes of work in collaboration with the City and additional sub-contractors as applicable: 1. Market Research 2. Program Design (including market research) 3. Vacant Commercial Property Registry: Preparation 4. Application Creation and Process Management 5. Pop-Up and Incubation Program Brand Identity and Website Design 6. Program Marketing Materials Design 7. Pop-Up and/or Incubator Space Buildout Project Management 8. Space Management 9. Launch and Event Planning 10. Measurement and Evaluation 11. Program Longevity and Future Planning TIMELINE + INVESTMENT: ~40 Weeks | $47,740 N O. 137-02 CITY OF EVANSTON 01.22.2026 Page 14 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 W W W . C L A I R E S E I Z O V I C . C O M H E L L O@ C L A I R E S E I Z O V I C . C O M 8 4 7. 5 2 5 . 3 1 1 4 Claire Seizovic CLAIRE SEIZOVIC Urban Development Strategist + Creative Collaborator Through pop-up activations, business incubation, or adaptive reuse development, I provide the space and guidance for brands and small businesses to share their stories, meet their customers, test their products and offerings, create meaningful experiences, and flourish. I partner with property owners, cities, brands, and small businesses to revitalize underutilized spaces and contribute to vibrant neighborhoods. My work builds a sense of place and possibility in unconventional spaces, drawing on over a decade of experience in design, business operations, adaptive reuse real estate development, community building, and retail activation. FULL BIO Before moving to the Chicago area, I was the development project manager at LATENT Productions for two adaptive reuse real estate development projects in North Adams, MA — a thriving cultural capital home to the country’s largest contemporary art museum. Greylock WORKS is the revitalization of a 240,000 SF cotton-spinning mill campus, featuring a commercial corridor (including an event space, cidery, craft distillery, commercial kitchen, creative studios, shops, and co-working space) and residential lofts. 90 Main is the transformation of a former 1960s modernist bank into a community & retail destination in Downtown North Adams. I received my MBA with distinction from Cornell University with a minor in real estate. I led the SouthWorks Ithaca Innovation Hub and Business Retention Study for SHIFT Capital, and worked for HR&A Advisors on projects ranging from pop-up activation strategies to market analyses and feasibility studies. Prior to earning my master’s degree, I ran a brand and website design studio for over seven years, supporting over 125 brands through creation, implementation, and growth. I am also the cofounder of Cultivate Tucson, a pop- up market company that partnered with real estate developers to adapt unused spaces and reinvigorate neighborhoods in Tucson, AZ. — 05. Consultant Background N O. 137-02 CITY OF EVANSTON 01.22.2026 Page 15 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 BIO TITLE LOCATION WEBSITE BACKGROUND FULL BIO OFFERINGS PAST CLIENTS Claire Seizovic Urban Development & Creative Strategy Consultant Evanston, IL www.claire-seizovic.com Through pop-up activations, business incubation, or adaptive reuse development, I provide the space and guidance for brands and small businesses to share their stories, meet their customers, test their products and offerings, create meaningful experiences, and flourish. I partner with property owners, cities, brands, and small businesses to revitalize underutilized spaces and contribute to vibrant neighborhoods. My work builds a sense of place and possibility in unconventional spaces, drawing on over a decade of experience in design, business operations, adaptive reuse real estate development, community building, and retail activation. Before moving to the Chicago area, I was the development project manager at LATENT Productions for two adaptive reuse real estate development projects in North Adams, MA — a thriving cultural capital home to the country’s largest contemporary art museum. Greylock WORKS is the revitalization of a 240,000 SF cotton-spinning mill campus, featuring a commercial corridor (including an event space, cidery, craft distillery, commercial kitchen, creative studios, shops, and co-working space) and residential lofts. 90 Main is the transformation of a former 1960s modernist bank into a community & retail destination in Downtown North Adams. I received my MBA with distinction from Cornell University with a minor in real estate. I led the SouthWorks Ithaca Innovation Hub and Business Retention Study for SHIFT Capital, and worked for HR&A Advisors on projects ranging from pop-up activation strategies to market analyses and feasibility studies. Prior to earning my master’s degree, I ran a brand and website design studio for over seven years, supporting over 125 brands through creation, implementation, and growth. I am also the cofounder of Cultivate Tucson, a pop- up market company that partnered with real estate developers to adapt unused spaces and reinvigorate neighborhoods in Tucson, AZ. 01: Pop-Up Strategy & Production 02: Small Business Strategy 03: Real Estate Development Management SHIFT Capital • LATENT Productions • HR&A Advisors • City of Ithaca, NY • Cornell Center for Regional Economic Advancement • CULTIVATE Tucson BIO • CLAIRE SEIZOVIC 01 Pa g e 1 6 o f 6 1 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 01 PROJECT DATES PROJECT LOCATION INVOLVEMENT CLIENT PROJECT LINK OVERVIEW PROJECT DETAILS ENSEMBLE @ Bookman’s Alley December 2025 Evanston, IL Founder ENSEMBLE ensemble.place I conceptualized and produced ENSEMBLE Winter Market, a highly curated two-day pop-up retail activation in downtown Evanston that brought together 16 independent businesses and drew over 1,100 attendees. Leveraging my background in urban planning and space activation, I transformed the vacant Bookman’s Alley space into an immersive holiday shopping experience that celebrated quality, design, and community connection. The market exceeded expectations with $20,000+ in direct sales supporting local businesses, widespread positive feedback from vendors and shoppers, and significant media coverage. Beyond immediate commercial success, ENSEMBLE demonstrated the vibrancy and economic potential of activated retail spaces, helping property owners envision long- term possibilities while providing independent businesses with a low-risk opportunity to connect with customers and test the Evanston market. Bookman’s Alley is an historic location in downtown Evanston that had been sitting vacant. As a space activation consultant specializing in adaptive reuse and interim placemaking, my work focuses on creating strategic matches between property owners and small businesses to breathe life into underutilized spaces. ENSEMBLE served as a proof-of-concept for how thoughtfully curated pop-up activations can generate foot traffic, create community excitement, and inform long-term tenant strategies—all while supporting the city’s vibrant independent business ecosystem and demonstrating that Evanston has strong consumer demand for unique, locally-focused retail experiences. • Conceptualized and executed complete market strategy, from initial property owner outreach to post-event analysis, resulting in 1,100+ attendees and $20,000+ in vendor sales across a two-day activation • Conducted comprehensive market research and vendor curation, assembling a balanced roster of 16 businesses (7 Evanston-based, 9 Chicago-based) spanning jewelry, vintage goods, home decor, children’s items, food & beverage, and furniture ENSEMBLE • CLAIRE SEIZOVIC 02 Pa g e 1 7 o f 6 1 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 PROJECT DETAILS (CONTINUED) ENSEMBLE @ Bookman’s Alley • Designed experiential retail programming including live workshops, interactive installations, vintage charm bars, vinyl listening sessions, and collage workshops to create memorable customer experiences beyond traditional shopping • Developed and implemented integrated marketing strategy that generated 4 press features and strong community awareness through social media, local partnerships, and word-of-mouth • Leveraged local relationships and networks to establish vendor roster and build community credibility • Negotiated property partnership with Bookman’s Alley owner Steven Rogin, securing prime downtown location and demonstrating value of interim activations for vacant retail spaces • Managed all vendor relations, logistics, event operations, and sponsor coordination (2 sponsors, 1 partner) ensuring smooth execution across both market days • “ensemble” atmosphere and market emphasizing brand cohesive Created identity concept—celebrating how individual businesses create something greater together through collaboration and community ENSEMBLE • CLAIRE SEIZOVIC 03 Working with Claire on the ENSEMBLE Winter Market as a proof of concept, did just that: prove that people are looking for something new and different in Downtown Evanston. Claire proved her pop-ups are a perfect tool to drive activity, consumer spending, excitement, and revenue for vendors and the City of Evanston. Claire activated an empty retail space for a weekend that brought over 1,100 visitors from around Evanston and the trade area. The weekend event generated more than $20,000 in local economic activity—producing approximately $2,050 in sales tax revenue, with roughly $450 going directly to the City of Evanston. The energy was exactly what Downtown needs— vibrant, community-driven, and full of possibility! People were excited to see something new and different and the buzz I have heard from people who attended confirmed the impact! Successful placemaking requires both vision and execution. Claire delivered on both fronts. Claire is exceptionally well organized, great at follow up, a thoughtful person, and operates from a win-win mindset with her partners in her projects. The ENSEMBLE Winter Market brought attention and foot traffic to her event and Bookman’s Alley. It was very very impressive! Claire’s approach demonstrates the power of alternative activation models—revenue sharing and short-term programming—to whilebreathe life into empty storefronts supporting local entrepreneurs. Claire’s experience producing similar events in other cities that she has lived in—now proven in Evanston—shows that Evanston and the surrounding trade areas are supportive of her model and merchandising strategy. Claire’s strategic vision, operational expertise, and deep commitment to community-centered development would create sustained impact and excitement for local businesses and property owners alike. Imagine the possibilities with regular programming and more permanent pop-ups for Downtown. I’m excited, and committed to continue partnering with Claire and her other partners in future projects in Bookman’s Alley. Claire delivers results that matter by activating spaces, building community, and driving shoppers to her pop-ups through innovative marketing, communication, and a win-win mentality for all those involved in her endeavors. — Steven Rogin Developer, The Varsity Theater & Bookman’s Alley TESTIMONIAL Pa g e 1 8 o f 6 1 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 POP-UP PHOTOS ENSEMBLE • CLAIRE SEIZOVIC 04 Pa g e 1 9 o f 6 1 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 POP-UP PHOTOS ENSEMBLE • CLAIRE SEIZOVIC 05 Pa g e 2 0 o f 6 1 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 02 PROJECT DATES PROJECT LOCATION INVOLVEMENT CLIENT PROJECT LINK OVERVIEW PROJECT DETAILS Touchy Coffee @ 90 Main May 2024 North Adams, MA Pop-Up Strategy & Production 90 Main / LATENT Productions Touchy Coffee Pop-Up I instigated and produced Touchy Coffee’s first semi-permanent pop-up location at 90 Main in Downtown North Adams during the Berkshires’ peak summer season, with overwhelmingly positive feedback from neighbors, visitors, investors, and community leaders. The pop-up was a dream collaboration that led to a one-of-a-kind coffee shop and independent retail experience, all served through the former ATM window of a 1960s modernist bank. In addition to the pop-up’s financial success, Touchy Coffee’s owners enjoyed learning more about the North Adams community, getting to know regulars, and assessing the space for longterm occupancy. We learned there was (and still is) a vast unmet demand for a third- wave coffee shop in North Adams—and perhaps an “all day” cafe with a market component on site—informing the longterm tenant activation strategy for 90 Main. 90 Main is the adaptive reuse transformation of a groovy 1960s modernist former bank building on Main Street in North Adams, MA. As a new community and food & beverage destination, the project’s primary goal is to catalyze revitalization of the once thriving Downtown, which was largely discarded by “urban renewal” practices. More than forty distinct addresses were consolidated into four, with no active retail businesses. With substantial improvements to the full 20,000 SF site at 90 Main, the LATENT Productions team is creating a vibrant new pedestrian destination that prioritizes street activation, creative retail, and beautiful places to gather. • Produced and implemented long-term tenant and revenue-sharing activation strategy for former bank project, leading to 2 successful pop-up activation engagements with F&B tenants resulting in 2.85x projected revenue • Conducted local landscape, demand, and revenue + expenses analyses • Led tenant activation strategy, planning board processes, brand design and application, promotion plan, and overall project management • Leveraged local brand partners and leaders for one-of-a-kind product and event collaborations throughout the pop-up’s lifecycle • Managed all investor communications and reporting throughout the pop-up TOUCHY COFFEE • CLAIRE SEIZOVIC 06 Pa g e 2 1 o f 6 1 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 POP-UP PHOTOS TOUCHY COFFEE • CLAIRE SEIZOVIC 07 Pa g e 2 2 o f 6 1 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 POP-UP PHOTOS TOUCHY COFFEE • CLAIRE SEIZOVIC 08 Pa g e 2 3 o f 6 1 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 03 PROJECT DATES PROJECT LOCATION INVOLVEMENT CLIENT PROJECT LINK OVERVIEW CULTIVATE Tucson Market 2015 - 2019 Tucson, AZ Co-Founder - Creative Direction & Operations CULTIVATE Tucson CULTIVATE Tucson CULTIVATE Tucson is a collective that builds pop-up events in order to introduce makers, designers, small businesses, and non-profits to each other; share emerging talent and of 10% back giving creative while thriving, a create and spaces; honest, community proceeds to a local non-profit. I love seeking out local designers, makers, and shop owners who bring a new perspective to our community and offer diverse products. My goal was to foster collective empowerment, creative initiative, and community growth by showcasing the people behind the products and shops. Witnessing the authentic relationships and face-to-face connections that lead to creative community growth was one of my favorite parts of organizing this market. These markets had a profound impact by bringing together 200+ business owners and their customers to build community, while also highlighting a unique property and neighborhood each time. I sourced properties through networking with all of the major real estate developers and firms in Tucson, ultimately securing “win-win” partnerships. Our company utilized seven historic venues at no cost, and our real estate partners received extensive exposure (5,000+ potential tenants walking through on market days), sponsorship benefits, and community goodwill. I also partnered with Living Streets Alliance on their Complete Streets initiative to publicize safe, walkable and bikeable routes to each market; and managed our Nonprofit Coordinator who secured a unique, local nonprofit partner for each market. The CULTIVATE brand truly bridged the gap between design and experience. Through CULTIVATE, I conceptualized, designed, and produced a thought-provoking and a one-of- a-kind event with my co-founder and talented events team over seven markets. CULTIVATE TUCSON • CLAIRE SEIZOVIC 09 Pa g e 2 4 o f 6 1 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 MARKET PHOTOS CULTIVATE TUCSON • CLAIRE SEIZOVIC 10 Pa g e 2 5 o f 6 1 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 MARKET PHOTOS CULTIVATE TUCSON • CLAIRE SEIZOVIC 11 Pa g e 2 6 o f 6 1 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 04 PROJECT DATES PROJECT LOCATION INVOLVEMENT CLIENT PROJECT LINK OVERVIEW GOALS SouthWorks Innovation Hub Study Fall 2022 - Summer 2023 Ithaca, NY Author & Consultant SHIFT Capital Full report available upon request. The SouthWorks Innovation Hub Study expands on initial survey work completed in Spring 2022 for the Center for Regional Economic Advancement (CREA). Led by SHIFT Capital and myself, this study works towards business retention solutions in the Ithaca area through a collaborative effort involving The City of Ithaca, Ithaca Area Economic Development Corporation (IAED), the Center for Regional Economic Advancement (CREA), Rev: Ithaca Startup Works, the Praxis Center for Venture Development at Cornell University, and the Center for Life Science Ventures at Cornell University. The study identifies the needs and criteria of independent companies and graduating/graduated incubator groups for location in Ithaca, and lays the groundwork for discussions of transition phase retention in order to create an even more vibrant business ecosystem. Upstate New York notoriously suffers from “brain drain,” where businesses leave the area post-study or incubation for favorable terms in other areas and states. The purpose of this project is to determine how to develop a market for innovative industry in Ithaca, NY. 1. Business Recruitment and Retention • Determine the need for, and purpose of, an Innovation Hub in Ithaca, NY • Assess the viability of the project 2. Identify benefits of keeping businesses local • Economic impacts • Employee recruitment and retention 3. Understand benefits and barriers to locating in the Ithaca Area • Identify potential barriers such as need for workforce housing • Examine potential incentives and funding 4. Identify the best-case space that meets the larger goals • Define parameters around the design of the ideal space • Produce schematic design for SouthWorks where principles can be adapted to multiple sites • Make the space flexible to address market changes & business growth SOUTHWORKS ITHACA • CLAIRE SEIZOVIC 12 Pa g e 2 7 o f 6 1 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 Starting in Fall 2022, I began consulting with SHIFT Capital on the SouthWorks Innovation Hub Study. After market research and initial survey versions, I collaborated with Deirdre Kurzweil of DK Research (survey expert) to refine and finalize the SouthWorks Innovation Hub Survey. Survey distribution consisted of targeted outreach to ~160 companies (both independent and incubator/accelerator members and graduates) and broader outreach to project partner networks. Total Responses: 52 Completion Rate: 88% Response Rate: 33% Survey Dates: 4/18/2023-5/18/2023 PROCESS QUICK STATS REPORT SOUTHWORKS ITHACA • CLAIRE SEIZOVIC 13 Pa g e 2 8 o f 6 1 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 Respondents Biotech, manufacturing, and food & beverage are the top industries represented among survey respondents. ~52% of surveyed companies are funded through personal investment/savings or financial bootstrapping. Over the next three years, overall expected employment growth is 356%, while Ithaca Area expected employment growth is 220% among respondents. 69% of respondent companies have a hybrid work environment. Current Space Most respondents with current space have Office space, with a great deal of overlap for space type on a company-by-company basis. The majority of surveyed companies with Lab and Manufacturing space also have Office space. Manufacturing spaces have an Average square footage 2.5x Average Office square footage and 2.6x Average Lab square footage. Almost 75% of respondents are located in either Downtown Ithaca/The Commons or within a reasonable bus ride. 37% of respondents with current space are not satisfied with their current location. Future Space Almost 57% of all surveyed companies need a location for their company in the next three years. Approximate Square Footage Needed in the Next 3 Years is 99,950 SF. Respondent companies request the highest amount of Future square footage for Manufacturing space, followed by Lab space and Office space. 61% of surveyed companies seeking Lab space and 58% of surveyed companies seeking Manufacturing space need additional space for special equipment. ~67% of respondents seeking Lab space and ~84% of respondents seeking Manufacturing space need voltage beyond Regular 110V. Space Location Motivation and Preferences Companies currently located in the Ithaca Area prioritize space affordability, overall quality of life (access to a vibrant downtown, convenient amenities, and sense of community), and proximity to academic institutions. ~95% of companies currently located in the Ithaca Area plan to stay in the region. 33% of respondent companies who previously located in the Ithaca Area would consider returning. Among respondent companies seeking a new space in the next three years, the highest concentration of desired lease start years falls within 2025 and the vast majority desire short- term, 1-5 year leases. Most respondent company employees drive to work. 68% of respondent companies have parking spots available to employees on-site with an average of 30 parking spots per company. MAIN RESULTS SOUTHWORKS ITHACA • CLAIRE SEIZOVIC 14 Pa g e 2 9 o f 6 1 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 05 PROJECT DATES PROJECT LOCATION INVOLVEMENT CLIENT PROJECT LINK OVERVIEW EVENT PHOTOS The Grocery Summer/Fall 2018 Tucson, AZ Director & Event Producer Object Limited The Grocery The Grocery was a pop-up experience and celebration of place-based cooking and living at the historic El Rapido grocery in downtown Tucson. Over 1,000 guests learned from chef & expert- led talks; shopped local products, vintage kitchenware & regional sundries; and participated in community-driven innovation. Fresh food & drink concepts, flowers, native plants, dry goods, kitchen wares, and more were all on display for one day only! Object Limited approached me to produce an experiential pop-up event in their Tucson home: a former tortilleria and general store in the historic El Presidio neighborhood. Working alongside local historians, I prioritized the inclusion of seminars on city-wide gentrification, regional food deserts, and representation in the restaurant industry (including a Top Chef contestant!). Ultimately, The Grocery was a vibrant gathering of diverse voices and successful ode to the local food scene because it centered the realities of the community. The event was an incredible gathering of community members, chefs and food experts, and purveyors of dry goods and vintage kitchen wares. THE GROCERY • CLAIRE SEIZOVIC 15 Pa g e 3 0 o f 6 1 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 EVENT PHOTOS THE GROCERY • CLAIRE SEIZOVIC 16 Pa g e 3 1 o f 6 1 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 06 PROJECT DATES PROJECT LOCATION INVOLVEMENT PARTNERS PROJECT LINK GOALS STRUCTURE Ithaca Economic Profile: Modular Industry Dashboard Spring 2022 - Summer 2023 Ithaca, NY Project Co-Lead The City of Ithaca Department of Economic Development Cornell Johnson Park Fellowship Class of 2023: Alphonse Harris and Claire Seizovic Project Partners collaborated on all aspects of the project, centering efforts on: post-COVID recovery, equitable business practices, and small business success. Project Partners met every week for the 2022- 2023 academic year to drill into the planning department’s ultimate goals, paying attention to Ithaca’s unique economic challenges and growth opportunities based on a fluctuating student population and Downtown Ithaca commercial activity negatively affected by COVID-19. Full presentation available upon request. The desired future state was to stimulate sustainable inclusive growth among small businesses in Ithaca through the successful implementation of the City’s most recent Strategic Plan. In the context of this project, that meant developing an economic profile that identifies historical trends and the current state for the local economy across key metrics and indicators. The resulting Ithaca Economic Profile Modular Industry Dashboard serves as a reference for The City throughout Strategic Plan implementation. Developing the Economic Profile involved three main workstreams: planning & research, data analysis, and presentation. 1. Planning & Research: background research and benchmarking to establish the most relevant metrics and indicators to track given sustainable inclusive growth is the key strategic goal 2. Data Analysis: • Collection of high quality data in a way that integrates with existing systems and can be repeated in the future • Collaboration with Kurt Anderson of Ithaca Area Economic Development and Rusty Weaver of the Cornell University Industrial Labor Relations (ILR) Buffalo Co-Lab • Shift Share and Location Quotient (LQ) Analysis 3. Presentation: summary document, final Modular Industry Analysis Dashboard, and formal presentation at City Council meeting to the Mayor of Ithaca ITHACA ECONOMIC PROFILE • CLAIRE SEIZOVIC 17 Pa g e 3 2 o f 6 1 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 DELIVERABLES PRESENTATION HIGHLIGHTS 1. Tool Utilization Instructions 2. Study Area Documentation 3. Methodology Documentation 4. Custom Data Tool: Industry Dashboard 5. Qualitative & Quantitative Analyses The Ithaca Economic Profile Toolkit consists of a Modular Industry Analysis Dashboard and complementary resources for future economic development analysis, which will ultimately inform the next Strategic Plan for the City of Ithaca. The dashboard includes: shift share, location quotient, establishment, and wage analysis at the NAICS sector and industry group levels, including a snapshot view of sub-sectors that are currently being focused on as part of the countywide economic development plan. The Ithaca Economic Profile Toolkit provides the City of Ithaca Department of Economic Development with: 1. A clearer definition of economic conditions and labor force status in Ithaca, NY 2. An objective view of industry cluster strengths/weaknesses, opportunities for growth, and areas for job creation 3. The ability to collect, clean, and analyze relevant data for Shift Share and Location Quotient analyses for years ITHACA ECONOMIC PROFILE • CLAIRE SEIZOVIC 18 Pa g e 3 3 o f 6 1 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 BUSINESS & ECONOMY ENSEMBLE Holiday Market to bring togeth- er local artists and holiday shoppers this weekend How Evanston resident Seizovic used her retail space activation background to transform Bookman’s Alley into an interactive experience by Carrie Jackson December 4th, 2025 The vacant interior of Bookman’s Alley prepares to be transformed into a pop-up market this weekend. Credit: Claire Seizovic Page 34 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 ENSEMBLE creator Claire Seizovic specializes in urban planning and space activation. Credit: Puspa Lohmeyer Conscientious consumers and creative crafters will convene this weekend at ENSEMBLE, a new holiday pop-up market in downtown Evanston. The two-day event features a highly curated collection of locally-made gifts and gadgets for shoppers of all ages. “ENSEMBLE is a whole weekend of shopping hyper locally, and supporting independent businesses who are dedicated to design, craft and high quality goods,” said creator Claire Seizovic. ENSEMBLE Winter Market takes place on Saturday, Dec. 6 and Sunday, Dec. 7 at Bookmen’s Alley, 1712 Sherman Ave. The event runs from 10 a.m. to 4 p.m. both days. While this particular market is a new endeavor, Seizovic is no stranger to pop-ups. The Evanston resident operates a consulting firm that specializes in urban planning and activation and acts as an arm to support small businesses. “I provide space and guidance for brands and small businesses to share what they do, meet their customers and test their products,” she said. Seizovic, who has a background in adaptive reuse real estate development, partners with property owners to ignite unused spaces and spark short term and long term pop-up activations. Seizovic said while most landlords want a long-term tenant, the reality can be difficult for small businesses to accomplish, given the high cost of brick and mortar spaces. “I see my role as a matchmaker between small business and property owners to create an interim solution for those empty spaces,” she explained. “The property owner gets foot traffic, the community sees what a potential activation looks like, and it’s an opportunity for the community and property owners to test what the best long term solution could be in the space.” Activations have myriad benefits for the consumer, retailer and property owner. Seizovic focuses on storefronts and other spaces that are sitting empty. “These pop-ups revitalize a space that is not currently being used,” she said. “They provide vibrancy for a day, a week, or a month and brings back relevancy and excitement for a space that would otherwise sit empty.” Seizovic has amassed a robust resume of activations around the country. While living in Tucson, Arizona, she co-founded a large-scale pop-up market with more than 50 vendors. “We activated spaces in old warehouses and schools, and brought in craft, vintage and unique maker designers,” she said. Other projects include The Grocery, a pop-up experience and celebration of place-based cooking and living at the historic El Rapido grocery in downtown Tucson. “Guests immersed themselves in a full day of lectures with topics such as gentrification and food deserts, while shopping from local products and sampling fresh food and drink concepts,” Seizovic said. Born in Chicago, Seizovic recently returned to her Midwest roots, and said that Evanston seemed like a natural location for the holiday market. “The city already has a vibrant art scene, and there are a lot of retail spaces that were empty,” she said. “I thought a mid-sized, highly curated market would do well.” Page 35 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 Home decor shop Pink + Tan will be popping up at ENSEMBLE. Credit: Pink + Tan Page 36 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 Manual will be offering simple home goods. Credit: Craighton Berman Seizovic networked enthusiastically, and eventually met Steven Rogin, owner of The Varsity and Bookman’s Alley, who supported the event. She created further connections through Little Gems owner Katie Mckiernan, and Pink + Tan owner Maggie Peng. “They knew the lay of the land, and helped establish a roster of participants,” Seizovic said. This weekend’s market features 16 retailers from Evanston and Chicago, showcasing a mix of jewelry, vintage goods, clothing, gifts for kids, photography, home goods and furniture. Besides highlighting their products, many businesses will be offering interactive experiences such as workshops, live demonstrations, tastings and creative installations. Chicago-based design company Manual is debuting a mezzanine furniture collection, and founder Creighton Berman will be spinning vinyl. Loner Vintage is offering a bolo tie making station, Hawthorne Lane is hosting a vintage charm bar, and 5×7 is operating a collage workshop station. Evanston children’s resale shop Little Gems is hosting story time for the kids on Saturday at 10 a.m. and noon, and home decor shop Pink + Tan will be launching its line of in-house room sprays. And what’s a market without food? Evanston-based Dandelion Coffee will be brewing up specialty drinks to fuel the day, and Mensch’s Deli is serving breakfast sandwiches and matzo ball soup to keep guests warm. Page 37 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 Hawthorne Lane Jewelry will be hosting a vintage charm bar. Credit: Emma Bird Dandelion Coffee will be serving up specialty drinks at ENSEMBLE. Credit: Dandelion Coffee Page 38 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 © 2025 Evanston RoundTable Media NFP Powered by Newspack Seizovic said while the market is nondenominational, it is geared toward the winter holidays. “The businesses will be indoors, but the adjacent courtyard has string lights and space to hang out,” she said. “The whole atmosphere is cozy and warm.” The name ENSEMBLE pays homage to the collective and collaborative experience of the market. “Like any ensemble, the whole is greater than the sum of the parts,” said Seizovic. “The individual businesses are all doing amazing work, but that camaraderie and coming together really makes it special. It’s community oriented but also sophisticated, and really embodies what Evanston represents.” ENSEMBLE Winter Market takes place from 10 a.m. to 4 p.m. Saturday and Sunday, Dec. 6-7, in Bookman’s Alley, 1712 Sherman Ave. More information can be found here. Page 39 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 PHOTOS Ensemble Holiday Market debuts with big turnout, unique vendors by Carrie Jackson December 6th, 2025 Hundreds of shoppers and supporters came out for the first day of Ensemble, a new pop-up market in the old Bookman’s Alley space. The market, which continues Sunday, features a highly curated collection of 16 vendors from Evanston and Chicago. “We’ve had a steady stream of families, friends and shoppers all day long,” said curator Claire Seizovic. Ensemble creator Claire Seizovic welcomes shoppers to the market on Saturday. Credit: Carrie Jackson Page 40 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 The market drew serious shoppers and people browsing. “It’s the start of gift buying season, but a lot of people are buying for themselves, too,” Seizovic said. She added that patrons turned out to experience the event. “It’s a nice holiday-related winter market, and an excuse to support Evanston and Chicago businesses.” Jared Schmidt, left, and Felicia Wheeler browse the retro jackets at Loner Vintage. Credit: Carrie Jackson The vendors offered a mix of jewelry, vintage goods, clothing, gifts for kids, food, home goods and furniture. Besides highlighting their products, many businesses hosted interactive experiences such as workshops, live demonstrations, tastings and creative installations. Page 41 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 From left, Dexter Zeiler, Mick Towlerton, and Michele Millan serve up coffee, pastries and other treats from Dandelion Coffee. Credit: Carrie Jackson Michele Millan, pastry chef with Dandelion Coffee, said the market is a great use of the space. “I love this location,” she said. “It’s underused, and it would be really nice to see other things here.” Okay Kids owner Sarah O’Neil, who came up from Chicago for the market, said the whole day has been amazing. “I love being in Evansotn, and the crowd has been great,” she said. “There’s been a really nice turnout all day long.” Page 42 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 Evanston resident Sofia wanted to support local businesses. Credit: Carrie Jackson Evanston resident Sofia, who learned about the event from Instagram, came out to support the local vendors. “I like to shop small, especially this time of year, and supporting local makers is always an attraction,” she said. “The market has some really cool vintage jewelry and secondhand clothing that I don’t see at other stores.” Page 43 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 Pink + Tan owner Maggie Peng Credit: Carrie Jackson Pink + Tan owner Maggie Peng said the market brought a fresh crowd to Evanston. “It’s a great mix of people from Chicago and other parts of the North Shore, including families,” she said. “The vendors are all really interesting, and I love the overall energy.” Ensemble Winter Market continues from 10 a.m. to 4 p.m. on Sunday, Dec. 7, in Bookman’s Alley, 1712 Sherman Ave. More information can be found here. Page 44 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 Page 45 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 © 2025 Evanston RoundTable Media NFP Powered by Newspack Page 46 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 Claire Seizovic Urban Development Strategist + Creative Collaborator hello@claireseizovic.com • 847.525.3114 • www.claireseizovic.com Pop-Up + Incubator Program Phase 03 Implementation: Sequencing Options City of Evanston Economic Development Division Overview The implementation phase (Phase 03) of the Pop-Up + Incubator Program will be strategically sequenced based on findings from the Landscape Assessment and Analysis (Phase 01) and the Pop-Up + Incubator Strategy and Implementation Plan (Phase 02). These foundational phases will provide critical data on business demand, property owner willingness, and market conditions that will inform the optimal activation pathway for Evanston's vacant commercial spaces. Two primary sequencing options have been identified, each offering distinct advantages for launching the program. The final selection will be determined by the landscape assessment results, particularly regarding the number and readiness of interested businesses, property owner participation levels, and available commercial spaces suitable for activation. Program Definitions Pop-Up Spaces: For this program, a pop-up is defined as a business operating under a 3–6 month lease agreement (as distinct from one-day events or temporary markets). Pop-up spaces may house either: •Single-business operations, allowing one entrepreneur to test their concept in a dedicated storefront •Multiple-business operations, where several entrepreneurs share one retail space The format will be determined by landscape assessment results, specifically the demand patterns and preferences expressed by small business survey respondents. Incubator Program: The incubator component can be structured in two ways: •Physical Marketplace Model: A dedicated multi-vendor retail space housing 10–12 businesses, combined with comprehensive business services, resources, and training programs •Services-Only Model: A centralized hub providing business services, resources, training, and support without a shared physical retail space Page 47 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 Sequencing Options Option 1: Sequential Launch (Incubator First, Then Pop-Ups) Timeline: Initial 3-month incubator program, followed by 2–3 pop-up spaces with 3–6 month leases Implementation Approach: 1.Month 1–3: Launch Physical Marketplace Incubator Establish a multi-vendor retail space housing 10–12 emerging businesses in a single Downtown Evanston location. This marketplace serves as both a low-risk retail testing ground and a cohort-based learning environment. Participating businesses receive: •Dedicated retail space within the shared marketplace •Structured business training and mentorship •Access to shared resources and operational support •Community of peer entrepreneurs for knowledge sharing and collaboration 2.Month 4–9: Launch Pop-Up Spaces Following the initial incubator cohort, activate 2–3 individual storefronts as pop-up spaces. These spaces provide graduates of the incubator program—or new applicants demonstrating readiness—with the opportunity to test independent operations in dedicated locations. Pop-up participants continue receiving incubator services and support throughout their lease term. Strategic Rationale: •Builds Foundation First: Establishes program infrastructure, refines support services, and creates a cohort of trained entrepreneurs before expanding to multiple locations •Creates Clear Graduation Pathway: The incubator naturally feeds into pop-up opportunities, providing proven businesses with a next step toward independent operations •Maximizes Visible Impact: Concentrates initial activation in one high-traffic location, creating immediate vibrancy and demonstrating program success before expanding geographically •Reduces Risk: Allows program staff to identify and address operational challenges in a controlled environment before managing multiple scattered locations •Tests Business Viability: The incubator period provides crucial market validation data, ensuring only businesses with demonstrated customer demand advance to solo pop-up spaces Ideal Conditions for Option 1: •Landscape assessment reveals 10+ early-stage businesses interested in incubator participation •One large, suitable property is available and willing to house the multi-vendor marketplace Page 48 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 •City prioritizes building a strong foundation and cohort-based community before geographic expansion •Program staff capacity is limited, requiring phased expansion for effective management Option 2: Simultaneous Launch (Incubator Services + Pop-Ups) Timeline: Concurrent launch of incubator services hub alongside 2–3 pop-up spaces, all operating within overlapping 3–6 month timeframes Implementation Approach: 1.Month 1: Establish Services-Only Incubator Hub Create a centralized business support hub (potentially virtual or housed in existing city/partner space) providing comprehensive services including business plan development, financial management training, marketing support, legal/regulatory guidance, and peer networking opportunities. This hub serves as the backbone support system for all program participants. 2.Month 1–6: Launch Pop-Up Spaces Simultaneously activate 2–3 individual storefronts in strategic locations across Evanston's commercial corridors. Each pop-up operates as an independent business testing ground, with operators receiving full access to incubator hub services and resources. Depending on demand and property characteristics, pop-ups may house single businesses or multiple co-located vendors. Strategic Rationale: •Maximizes Geographic Impact: Activates multiple vacant storefronts across different commercial districts simultaneously, creating visible momentum throughout the city rather than concentrating in one area •Provides Immediate Market Opportunities: Businesses can begin retail operations immediately while receiving support, rather than waiting through an incubator period •Offers Flexibility: Serves both incubator-ready entrepreneurs needing intensive support and more experienced business owners requiring only targeted assistance •Tests Multiple Markets: Allows comparison of performance across different neighborhood contexts, providing valuable data on location-specific opportunities and challenges •Engages More Property Owners: Working with multiple property owners from the start builds broader stakeholder buy-in and demonstrates program flexibility Ideal Conditions for Option 2: •Landscape assessment reveals diverse business readiness levels, with some requiring intensive support and others ready for immediate retail operations •Multiple property owners across different districts express willingness to participate Page 49 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 •City prioritizes rapid visible activation across multiple commercial corridors to address vacancy perception issues •Sufficient program staff and partner capacity exists to manage multiple concurrent activations Decision Framework The selection between Option 1 and Option 2 will be made after completing Phase 01 (Landscape Assessment and Analysis) and informed by the strategic recommendations in Phase 02 (Pop-Up + Incubator Strategy and Implementation Plan). Key decision factors include: Decision Factor Indicates Option 1 Indicates Option 2 Business Readiness Levels Primarily early-stage businesses requiring intensive incubation support Mix of readiness levels, with several businesses ready for immediate retail operations Number of Interested Businesses 10+ businesses interested in cohort-based incubator model 6–15 businesses with varying needs and timelines Property Owner Engagement One large property available for multi-vendor marketplace; limited interest from others initially Multiple property owners across districts willing to participate with flexible lease terms Geographic Distribution Priority Focus on building strong foundation in one high- visibility location before expanding Immediate visible activation needed across multiple commercial corridors to address citywide vacancy perception Program Management Capacity Limited staff/partner capacity requiring phased rollout for quality execution Sufficient staff and partner resources to manage multiple concurrent locations Available Funding Concentrated budget for one major buildout and intensive programming Budget can support multiple modest buildouts and distributed service delivery Page 50 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 Hybrid Possibilities It is important to note that these sequencing options are not mutually exclusive. Based on Phase 01 and 02 findings, a hybrid approach may emerge as the optimal strategy. For example: •Launch a physical incubator marketplace with 6–8 businesses while simultaneously activating one pilot pop-up space to test independent operations •Begin with services-only incubator hub and one pop-up, then add the physical marketplace component based on demonstrated demand •Implement a rolling activation model where new pop-up spaces are added incrementally as incubator cohorts graduate and demonstrate readiness The comprehensive data gathered through landscape assessment surveys will provide the evidence base necessary to customize implementation sequencing to Evanston's specific market conditions, business ecosystem, and strategic priorities. Next Steps Following approval to proceed with Phase 01 (Landscape Assessment and Analysis), the project will advance through these sequential stages: 1.Conduct comprehensive surveys of local business owners and commercial property owners (~19 weeks) 2.Analyze findings and present recommendations to Economic Development Committee with focus group engagement as needed 3.Develop Phase 02 Pop-Up + Incubator Strategy and Implementation Plan based on assessment data (~4 weeks) 4.Finalize implementation sequencing selection and detailed operational plans 5.Launch Phase 03 implementation following approved sequencing model (~40 weeks) This structured, data-informed approach ensures that program implementation aligns precisely with documented community needs and maximizes the probability of sustainable success in revitalizing Evanston's commercial corridors. Page 51 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 Small Business Incubator Strategy - Councilmember Davis Topics/Modules for Incubator ● Small Business Start Up Guide ○ NW students to modernize communication and engagement recommendations ○ NW students to improve start up guide ○ Guide needs to be more graphics focused ○ Online form causes a lot of questions ○ Training on Marketing and social engineering for employees ● Marketing ○ 1:1 1-2 Marketing Consultation with Kellogg Students (free?) ● How to create a business plan ○ Big group session with Small Business Administration (free?) ● How to incorporate an LLC, receive an EIN, create bylaws and file annual reports ○ Small group sessions with Local Attorney (maybe free if we can find volunteers or use city staff, maybe city pay) ● Web Presence 101 ○ Would be great if city could get bulk discounted pricing from a quick website developer like Wix or Squarespace ○ Buying a domain and getting a custom email ○ Big group session with local tech person (maybe free if we can find volunteers, maybe city pay) ● Buying local real estate in Evanston ○ Should include tradeoff of buying some properties based on the repairs needed and permitting requirements in Evanston ○ Co-run by someone from City of Evanston Permitting (Edgar) and a local realtor ● Permitting “Gotchas” and Advice ○ City of Evanston Permitting (Edgar) ● City Resources ○ Sustainability offerings? ○ What do we offer as support for our small businesses? ● Evanston SSAs ○ Offerings and membership. ● Evanston Chamber of Commerce ○ Offerings. ○ Sign up for first year free membership. ● Cash Incentive ○ Businesses that complete the incubator should be eligible for a large grant either based on raffle or business plan grade. ○ All others, the City of Evanston should buy an item or gift card at a low amount ($50 or $100) to put into a basket to raffle off citywide. ● Small Business Mentoring Match Up ○ Should we provide an incentive? ● Timing Page 52 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 ○ Twice a year in January and June. To Do ● Meet with Kellogg Incubator runner (Raab?) and get advice on structure. ● Create dual agenda for current and new business owners Page 53 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 City of Evanston: Pop-Up & Incubator Program Contract Terms [DRAFT] RETAINER AGREEMENT TERMS City of Evanston Pop-Up + Incubator Program Claire Seizovic, Consultant Agreement No. 137-02 1. PARTIES AND PROJECT SCOPE Consultant: Claire Seizovic Client: City of Evanston Economic Development Division Project Contact: Katie Boden, Economic Development Coordinator (kboden@cityofevanston.org) Project Overview: Consultant shall provide professional services for a comprehensive, three-phase approach to transform vacant and underutilized commercial spaces in Evanston through landscape assessment, pop-up and incubator strategy development, and program implementation. 2. SERVICES AND DELIVERABLES The Consultant agrees to produce project deliverables across three phases: Phase 01: Landscape Assessment + Analysis (~19 weeks) 1. Business Owner Survey (design, implementation, analysis) 2. Commercial Property Owner Survey (design, implementation, analysis) 3. Post-Survey Engagement and Focus Groups (as needed) 4. Cleaned dataset with business owner responses 5. Cleaned dataset with property owner responses 6. Survey response dashboards and data visualization 7. Results and Recommendation Reports 8. Presentation to Economic Development Committee Phase 02: Pop-Up + Incubator Strategy and Implementation Plan (~4 weeks) 1. Policy and Program Design 2. Vacant Space Inventory & Activation 3. Business and Creative Community Engagement 4. Marketing and Place Activation 5. Funding and Incentives 6. Measurement and Evaluation Phase 03: Pop-Up + Incubator Implementation: Select Projects (~40 weeks) 1. Market Research 2. Program Design 3. Vacant Commercial Property Registry Preparation 4. Application Creation and Process Management 5. Program Brand Identity and Website Design 6. Program Marketing Materials Design Page 54 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 7. Pop-Up/Incubator Space Buildout Project Management 8. Space Management 9. Launch and Event Planning 10. Measurement and Evaluation 11. Program Longevity and Future Planning 3. RETAINER COMMITMENT AND COMPENSATION Hourly Rate: $115 per hour Retainer Amount: 10 hours per week Monthly Retainer Hours: Approximately 40-43 hours per month (depending on number of weeks in billing period) Monthly Retainer Fee: ~$4,600 (based on 40 hours/month at $115/hour) Predicted Total Project Investment (All Phases): $68,354 Additional Services: Any work outside the specified scope of the three project phases will be billed at the standard hourly rate of $115 per hour. Client will be informed of pending additional costs, and approval is required before incurrence of such costs. 4. INVOICING AND PAYMENT TERMS Invoicing Frequency: Once per month Invoice Timing: First business day of each month for services rendered in the prior month Payment Terms: Due upon receipt of invoice Invoice Contents: Each invoice shall include: ● Detailed time records for all services performed ● Summary of hours used against monthly retainer ● Any additional hours beyond retainer commitment ● Phase-specific deliverables completed during billing period Hours Exceeding Retainer: Any hours exceeding the weekly retainer commitment of 10 hours per week will be billed at the standard hourly rate of $115 per hour and included in the following month's invoice. Unused Retainer Hours: Unused hours do not roll over to subsequent months unless otherwise agreed upon in writing. 5. HOLDBACK FOR PUBLIC FUND SECURITY Holdback Amount: 10% of each invoice Purpose: Security for public funds and satisfactory contract performance in accordance with public procurement requirements Holdback Accumulation: Holdback amounts shall be retained from each monthly payment throughout the contract term Holdback Release Terms: ● Upon satisfactory completion of each project phase and acceptance of deliverables by Client ● Final holdback release within 30 days of contract completion and final deliverable acceptance ● Earlier release may be granted upon mutual written agreement Page 55 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 Holdback Account: All holdback funds shall be maintained by Client in accordance with municipal finance regulations 6. TERM AND EFFECTIVE DATE Start Date: Upon contract approval by City of Evanston Initial Term: Through completion of Phase 01 (Landscape Assessment + Analysis), approximately 19 weeks from start date Phase Continuation: Continuation to Phase 02 and Phase 03 subject to: ● Satisfactory completion of prior phase deliverables ● Presentation and approval of findings/recommendations by Economic Development Committee ● Mutual written agreement to proceed ● Available budget allocation Contract Duration: Estimated total duration of 63 weeks (~15 months) if all three phases are executed consecutively 7. TERMINATION Termination by Either Party: Either party may terminate this agreement upon not less than 60 days’ prior written notice to the other party. Termination for Cause: Either party may terminate upon not less than 10 days’ prior written notice for: ● Material breach of the terms of this agreement ● Substantive changes in scope not mutually agreed upon ● Significant milestone delays beyond reasonable cause Effect of Termination: ● Client shall pay for all work completed through date of termination ● Unused retainer hours for the current month shall be prorated ● All holdback amounts for completed and accepted work shall be released within 30 days of the date of termination ● Consultant shall deliver all work product completed to date ● Client retains ownership of all deliverables completed through termination date Cancellation Fee: In the event of cancellation prior to phase completion, Client shall pay a cancellation fee of 50% of any remaining amount of total phase cost due to Consultant, plus reimbursement of any documented out-of-pocket expenses incurred. 8. WORK PROCESS AND CLIENT RESPONSIBILITIES Work Standards: Consultant agrees to produce project materials that are original work, free of plagiarism, and authored solely by Consultant. Consultant will cooperate with Client in reviewing work prior to completion. Client Responsibilities: Client acknowledges responsibility for performing the following in a reasonable and timely manner: ● Coordination of decision-making with Economic Development Committee and other City stakeholders Page 56 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 ● Provision of necessary data, contact lists, and City resources ● Facilitation of access to business owners, property owners, and community partners ● Final proofreading and approval of deliverables ● Timely feedback on survey designs, reports, and strategy documents Submission of Work: Consultant will submit all deliverables via email or digital file sharing with sufficient instructions for Client review and next steps. 9. REVISIONS AND SCOPE CHANGES Included Revisions: Each phase includes revision rounds as specified in the project scope (typically one revision round per major deliverable) Additional Revisions: Client shall pay additional charges for revisions beyond the included rounds at Consultant's standard hourly rate of $115 per hour. Such charges shall be in addition to all amounts payable under this agreement. Scope Changes: If the parameters of the work change or involve more time than estimated, Consultant will inform Client and parties will renegotiate costs and timelines in writing before proceeding. Timeline Adjustments: Consultant may extend or modify delivery schedules or deadlines as required by approved revisions or scope changes. 10. TIMELINES AND MILESTONES Timeline Estimates: Client acknowledges that stated timelines are estimates and do not constitute binding deadlines. Both parties will use commercially reasonable efforts to accommodate stated milestones. Delay Notification: Either party will notify the other promptly of any delays or changes to timeline estimates. Phase 01 Estimated Milestones: Survey 01: Local Business Owners ● Weeks 1-2: Stakeholder meetings, goal setting, survey design ● Week 3: Survey pilot testing (10-15 businesses) ● Weeks 4-6: Launch citywide survey (digital + in-person outreach) ● Weeks 7-8: Data cleaning and analysis ● Week 9: Insights summary + recommendations Survey 02: Local Commercial Property Owners ● Week 1: Stakeholder meetings, goal setting, survey design ● Week 2: Pilot test with small group of owners/managers ● Weeks 3-4: Full launch, distribution, and outreach ● Weeks 5-6: Data cleaning and analysis ● Week 7: Report summary & recommendations Post-Survey Engagement + Focus Groups (as needed) ● Create presentation of survey findings Page 57 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 ● Host 1-2 listening sessions to present findings to Economic Development Committee and community ● Explore follow-up cohort for expansion-ready businesses Subsequent Phase Timelines: Phases 02 and 03 timelines to be confirmed upon phase initiation. 11. TIME TRACKING AND REPORTING Time Records: Consultant shall maintain detailed time records for all services performed, including: ● Date of service ● Description of work performed ● Hours spent ● Phase/deliverable assignment Monthly Reporting: Each monthly invoice shall include a summary report of: ● Total hours used during billing period ● Hours applied to retainer commitment ● Additional hours beyond retainer ● Progress against phase deliverables ● Anticipated hours for upcoming month Transparency: Client may request detailed time records for any billing period with reasonable notice. 12. EXPENSES AND ADDITIONAL COSTS Included in Project Cost: Consultant's professional fees and use of software/tools already owned by Consultant Excluded Costs: The following costs shall be billed to Client separately with prior approval: ● Survey platform licensing fees (if required beyond free tiers) ● Printing and distribution costs for paper surveys ● Travel expenses beyond the Chicago/Evanston area ● Third-party data analysis tools or services ● Sub-contractor fees for specialized services ● Meeting space rental for focus groups or presentations Approval Required: Client will be informed of any pending additional costs, and written approval is required before incurrence. 13. OWNERSHIP AND INTELLECTUAL PROPERTY Work Product Ownership: Upon full payment (including release of holdback), Client shall own all deliverables created specifically for this project, including: ● Survey instruments and data ● Analysis reports and presentations ● Strategy and implementation plans ● Marketing materials and brand assets created for the program Consultant Retention Rights: Consultant retains the right to: ● Display project work in professional portfolio and website ● Reference project in case studies and proposals Page 58 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 ● Retain copies of deliverables for professional development purposes Confidentiality Exception: Unless Client requests strict confidentiality in writing, Consultant may display materials and final work created for Client on Consultant's website (www.claireseizovic.com) and in professional marketing materials. Pre-existing Materials: Consultant retains ownership of methodologies, templates, and processes developed prior to or independent of this engagement. 14. WARRANTY OF ORIGINALITY Consultant warrants and represents that, to the best of her knowledge: ● Work assigned is original and has not been previously published, or consent to use has been obtained ● All work obtained from third parties is properly licensed or original ● Work does not contain any scandalous, libelous, or unlawful matter 15. CLIENT APPROVAL AND ACCEPTANCE Deliverable Approval: Client shall review and approve or request revisions to deliverables within 7 business days of submission. Acceptance Responsibility: Upon acceptance of deliverables, Client accepts responsibility for any further processes in which the work is used (e.g., printing, distribution, implementation). 16. CONFIDENTIALITY Consultant Obligations: Consultant acknowledges she may receive or have access to information relating to Client's: ● Economic development strategies and pending initiatives ● Business and property owner data collected through surveys ● Vendor lists and partner organizations ● Proprietary City planning documents and analyses Protection of Information: Consultant agrees to protect the confidentiality of Client's proprietary information and all physical forms thereof, whether disclosed before or after this agreement is signed, if compelled by law. Survey Data Protection: All survey responses and personally identifiable information collected during the project shall be maintained in confidence and used solely for project purposes. Data shall be aggregated and anonymized in reports unless specific permission is granted by respondents for program marketing or other approved uses. Public Records: Consultant acknowledges that as a public entity, Client may be subject to Freedom of Information Act (FOIA) requests and certain project documents may become public record. 17. INDEMNIFICATION AND LIABILITY Limited Liability: Client agrees not to hold Consultant liable for any incidental or consequential damages arising from Consultant's failure to perform any aspect of the project in a timely manner, regardless of cause, as long as commercially reasonable efforts have been made. Page 59 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 Professional Standards: Consultant agrees to perform all services in accordance with professional standards and commonly accepted industry practices for consulting services. Client Indemnification: Client agrees to indemnify and hold Consultant harmless from any claims, damages, or expenses arising from Client's use of deliverables in ways not contemplated by this agreement or in violation of third-party rights. 18. INDEPENDENT CONTRACTOR STATUS Relationship: Consultant is an independent contractor and not an employee of Client. Consultant is responsible for payment of all federal, state, and local taxes with respect to services performed. No Benefits: Consultant is not entitled to employee benefits, including but not limited to health insurance, retirement benefits, or paid leave. Control: Consultant retains control over the methods and means of performing services, subject to achieving deliverables specified in this agreement. 19. COMPLIANCE WITH LAWS AND REGULATIONS Municipal Compliance: Consultant shall comply with all applicable City of Evanston ordinances, policies, and procedures in performance of services. Procurement Requirements: This agreement is subject to City of Evanston procurement policies and public contracting requirements. Insurance: Consultant shall maintain appropriate professional liability insurance and provide evidence of coverage upon request. Equal Opportunity: Consultant shall not discriminate on the basis of race, color, religion, sex, national origin, age, disability, or any other protected class in performance of services. 20. FORCE MAJEURE Neither party shall be liable for delays or failure to perform obligations due to causes beyond a party’s reasonable control, including but not limited to: ● Acts of God, natural disasters, casualties, or pandemics ● Government actions or restrictions ● Labor disputes or strikes ● Utility failures or communication network interruptions Notification: The affected party shall notify the other party promptly of any force majeure event and use commercially reasonable efforts to minimize delays. 21. DISPUTE RESOLUTION Good Faith Negotiation: In the event of any dispute arising from this agreement, parties agree to first attempt resolution through good faith negotiation. Mediation: If negotiation fails, parties agree to pursue mediation before initiating litigation. Page 60 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 Governing Law: This agreement shall be governed by the laws of the State of Illinois and the City of Evanston municipal code. Venue: Any legal action arising from this agreement shall be brought in the appropriate court in Cook County, Illinois. 22. ENTIRE AGREEMENT AND AMENDMENTS Complete Agreement: This agreement, together with the attached Project Proposal (No. 137-02) and any referenced exhibits, constitutes the entire agreement between parties and supersedes all prior negotiations, representations, or agreements. Amendments: No modification of this agreement shall be valid unless made in writing and signed by both parties. Severability: If any provision of this agreement is found to be invalid or unenforceable, the remaining provisions shall remain in full force and effect. 23. NOTICES All notices required under this agreement shall be delivered to: Client: City of Evanston Economic Development Division Attn: Katie Boden, Economic Development Coordinator kboden@cityofevanston.org Consultant: Claire Seizovic hello@claireseizovic.com 847.525.3114 24. EXECUTION AND ACCEPTANCE Agreement Validity: The terms of this agreement shall be effective for 30 days after presentation to Client. If not executed within this timeframe, or if the project scope is substantially altered, the proposal and terms may be subject to amendment or cancellation. Acceptance of Terms: By signing below, both parties acknowledge they have read, understood, and agree to be legally bound by these terms. CLIENT SIGNATURE & DATE: Authorized Representative, City of Evanston CONSULTANT SIGNATURE & DATE: Claire Seizovic, Consultant Page 61 of 61 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 CITY OF EVANSTON PROFESSIONAL SERVICES AGREEMENT The parties referenced herein desire to enter into an agreement for professional services for Retail Incubator and Pop-Up Program ("the Project"). THIS AGREEMENT (hereinafter referred to as the "Agreement") entered into this 3rd day of March, 2026 (the “Effective Date”), between the City of Evanston, an Illinois municipal corporation with offices located at 2100 Ridge Avenue, Evanston Illinois 60201 (hereinafter referred to as the "City"), and Claire Seizovic, LLC, an Arizona limited liability company, with offices located in Evanston, Illinois (hereinafter referred to as the "Consultant"). Compensation for all basic Services ("the Services") provided by the Consultant pursuant to the terms of this Agreement shall not exceed $100,000. I. COMMENCEMENT DATE Consultant shall commence the Services on the later of March 3, 2026 or no later than three (3) BUSINESS DAYS AFTER City executes and delivers this Agreement to Consultant. II. COMPLETION DATE Consultant shall complete the Services by January 31, 2027. If this Agreement provides for renewals after an initial term, no renewal shall begin until agreed to in writing by both parties prior to the completion date of this Agreement. III. PAYMENTS Payment shall be made in accordance with the Illinois Local Government Prompt Payment Act, with the following change: all payments must be approved within 15 days and paid within 30 days of approval Payments shall be allocated according to the Project Budget detailed in Exhibit A, identifying specific allowances for Soft Costs (Consultant Fees), Hard Costs (Operations & Facilities), and Workforce Support. Fees will be invoiced monthly. Payment Schedule: The total Consultant Fees (specified in Exhibit A - II.A.) will be billed down monthly based on workflow and will be tracked through specified billable tasks on a monthly basis and submitted on the first of each month. Project Deposit: A non-refundable project deposit of 5% of the total Consultant Fees estimate is required prior to or upon project commencement. Based on the total Consultant Fees (specified in Exhibit A - II.A.), this deposit amount is $3,300. The deposit will be credited against the first month's invoice, reducing the first month's billed total by $3,300. Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 Monthly Invoice Contents: Monthly invoices will include time records (total hours used) for all services performed and progress towards phase-specific deliverables during billing period. Performance Holdback: The City shall retain a 10% performance holdback from each invoice. Holdback funds shall be released upon the satisfactory completion of each project Phase as defined in Exhibit A. Final holdback shall be released within 30 days of contract completion and final deliverable acceptance; earlier release may be granted upon mutual written agreement. IV. DESCRIPTION OF SERVICES Consultant shall perform the services (the "Services") set forth here: Services are those as defined in Exhibit A (Project Milestones and Deliverables). Services may include, if any, other documented discussions and agreements regarding scope of work and cost. V. WORK PROCESS AND CLIENT RESPONSIBILITIES Client Responsibilities: City acknowledges responsibility for performing the following in a reasonable and timely manner: ● Coordination of decision-making with Economic Development Committee and other City stakeholders ● Provision of necessary data, contact lists, and City resources ● Facilitation of access to business owners, property owners, and community partners ● Final proofreading and approval of deliverables ● Timely feedback on survey designs, reports, and strategy documents Submission of Work: Consultant will submit all deliverables via email or digital file sharing with sufficient instructions for City review and next steps. Deliverable Approval: City shall review and approve or request revisions to deliverables within seven (7) business days of submission. VI. SCOPE CHANGES AND TIMELINES Scope Changes: If the parameters of the work change or involve more time than estimated, Consultant will inform City and parties will renegotiate costs and timelines in writing before proceeding. Timeline Estimates: City acknowledges that stated timelines are estimates and do not constitute binding deadlines. Both parties will use commercially reasonable efforts to accommodate stated milestones. Delay Notification: Either party will notify the other promptly of any delays or changes to timeline estimates. Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 Timeline Adjustments: Consultant may extend or modify delivery schedules or deadlines as required by approved revisions or scope changes. VII. EXPENSES AND ADDITIONAL COSTS Included in Consultant Fees: Consultant's professional fees and use of software/tools already owned by Consultant Excluded from Consultant Fees: The following costs shall be billed to City separately with prior approval: ● Survey platform licensing fees (if required beyond free tiers) ● Printing and distribution costs for paper surveys ● Travel expenses beyond the Chicago/Evanston area ● Third-party data analysis tools or services ● Sub-contractor fees for specialized services ● Meeting space rental for focus groups or presentations ● Additional expenses relevant to project and not covered by the above Approval Required: City will be informed of any pending additional costs, and written approval is required before incurrence. VIII. OWNERSHIP AND INTELLECTUAL PROPERTY Work Product Ownership: Upon full payment (including release of holdback), Client shall own all deliverables created specifically for this project, including: ● Survey instruments and data ● Analysis reports and presentations ● Strategy and implementation plans ● Marketing materials and brand assets created for the program Consultant Retention Rights: Consultant retains the right to: ● Display project work in professional portfolio and website ● Reference project in case studies and proposals ● Retain copies of deliverables for professional development purposes Pre-existing Materials: Consultant retains ownership of methodologies, templates, and processes developed prior to or independent of this engagement. IX. GENERAL PROVISIONS A. Services. Consultant shall perform the Services in a professional and workmanlike manner. All Services performed and documentation provided by Consultant shall be in accordance with the standards of reasonable care and skill of the profession. Consultant shall comply with all applicable federal, state, county, and municipal laws, ordinances, rules, regulations and orders (“Applicable Laws”). Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 B. Sub-Contracting. The Consultant shall obtain prior approval from the City prior to sub-contracting with any entity or person to perform any of the work required under this Agreement. C. Cooperation. The Consultant shall cooperate fully with the City, other City contractors, other municipalities and local government officials, public utility companies, and others, as may be directed by the City. D. Breach/Default. Failure to perform the Services as defined in Exhibit A or failure to comply with General Provisions shall be deemed an event of default. Consultant shall have thirty (30) days after written notice from the City to cure any default at its own expense. Any such notice shall specify the default in reasonably sufficient detail. E. Termination. Termination by Either Party: Either party may terminate this agreement upon not less than thirty (30) days’ prior written notice to the other party. Termination with Cause: Either party may terminate upon not less than ten (10) days’ prior written notice for: ● Material breach of the terms of this agreement ● Substantive changes in scope not mutually agreed upon ● Significant milestone delays beyond reasonable cause ● Consultant shall deliver all work product completed to date ● Client retains ownership of all deliverables completed through termination date If the City terminates this agreement, the City will make payment to Consultant for Services performed prior to termination, including release of applicable holdbacks for completed work and a prorated amount of any holdback for work completed up to the termination date within thirty (30) days of the date of termination. If the City terminates this agreement, the City will make payment to Consultant for approved expenses incurred prior to termination. F. Independent Consultant. Consultant's status shall be that of an independent Consultant and not that of a servant, agent, or employee of City. G. Indemnity and Liability. Consultant shall defend, indemnify and hold harmless the City and its officers, elected and appointed officials, agents, and employees from any and all liability, losses, or damages as a result of claims resulting from or arising out of any negligent or willful act or omission on the part of the Consultant. Limited Liability: Client agrees not to hold Consultant liable for any incidental or consequential damages arising from Consultant's failure to perform any aspect of the project in a timely manner, regardless of cause, as long as commercially reasonable efforts have been made. Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 Professional Standards: Consultant agrees to perform all services in accordance with professional standards and commonly accepted industry practices for consulting services. Client Indemnification: Client agrees to indemnify and hold Consultant harmless from any claims, damages, or expenses arising from Client's use of deliverables in ways not contemplated by this agreement or in violation of third-party rights. H. Insurance. Consultant shall carry and maintain at its own cost all necessary liability insurance, including (1) worker's compensation in statutory limits, (2) comprehensive general liability coverage ($3,000,000 combined single limit), and (3) professional liability insurance ($1,000,000) . I. Confidentiality. Consultant agrees to treat as secret and confidential all information identified by City as confidential, not to disclose such information without City's written approval—except to Consultant’s attorney and accountant, as necessary—and to comply with the Illinois Freedom of Information Act. J. Force Majeure. Neither party shall be liable for delays or failure to perform obligations due to causes beyond a party’s reasonable control, including but not limited to: ● Acts of God, natural disasters, casualties, or pandemics ● Government actions or restrictions ● Labor disputes or strikes ● Utility failures or communication network interruptions Notification: The affected party shall notify the other party promptly of any force majeure event and use commercially reasonable efforts to minimize delays. K. Dispute Resolution. Good Faith Negotiation: In the event of any dispute arising from this agreement, parties agree to first attempt resolution through good faith negotiation. Mediation: If negotiation fails, parties agree to pursue mediation before initiating litigation. Governing Law: This agreement shall be governed by the laws of the State of Illinois and the City of Evanston municipal code. Venue: Any legal action arising from this agreement shall be brought in the appropriate court in Cook County, Illinois. X. EQUAL EMPLOYMENT OPPORTUNITY In the event of the Consultant's noncompliance with any provision of Section 1-12-5 of the Evanston City Code, the Illinois Human Rights Act or any other applicable law, the Consultant may be declared non-responsible and ineligible for future contracts. Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 XI. INTEGRATION This Agreement, together with Exhibit A, sets forth all the covenants, conditions and promises between the parties with regard to the subject matter set forth herein. IN WITNESS WHEREOF, the parties hereto have each approved and executed this Agreement as of the Effective Date. CONSULTANT: __________________________ Claire Seizovic, LLC Title: Principal Date: __________________________ CITY OF EVANSTON __________________________ City of Evanston Title: City Manager Date: __________________________ Approved a to form: Alexandra B. Ruggie Corporation Counsel 03 / 11 / 2026 Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 EXHIBIT A - SCOPE OF SERVICES & BUDGET DETAIL I. TOTAL CONTRACT NOT TO EXCEED: $100,000. II. PROJECT BUDGET BREAKDOWN The Project Budget is allocated across three primary categories as detailed below. Transfers between categories require written approval from the City Project Manager. A. Strategy & Management (Soft Costs) - Est. $66,000 Consultant fees for assessment, design, and active management at $115/hr. ● Phase 01: Landscape Assessment & Analysis | $17,500 ○ Includes: Survey design, execution (Business & Property Owners), data cleaning, analysis, and reporting. ● Phase 02: Strategy & Implementation Plan | $5,500 ○ Includes: Policy design, vacant space inventory plan, marketing strategy,incentive structuring, and measurement/evaluation framework. ● Phase 03: Active Implementation | $43,000 ○ Includes: Program design, brand and marketing materials, tenant selection, buildout management, and launch execution. B. Operations & Facility (Hard Costs) - Est. $21,000 Pass-through or reimbursable expenses strictly for physical space activation. ● Rent subsidies, Utilities (Electricity/Gas/Internet), Security, Janitorial Services, and Light Cosmetic Buildout (Painting/Shelving) . C. Workforce & Tech Support - Est. $13,000 ● Retail Staff Salary (Workforce Development): $10,500 ● Technology/Software (POS Systems): $500 ● Contingency/Miscellaneous: $2,000 III. PROGRAM DESIGN FLEXIBILITY The Pop-Up + Incubator Pilot Program will activate vacant commercial spaces in Downtown Evanston through a structured pathway moving entrepreneurs from supported testing of the market to sustained tenancy. The pilot program will include fixed elements established in the attached amendment: 1. Three-stage pathway: Incubation → Pop-Up → Permanent Tenancy 2. Priority access for entrepreneurs from historically underrepresented communities 3. Geographic focus on Downtown Evanston Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 4. Two core components (Pop-Up Spaces offering 3-6 month lease activations, and Incubator Support providing training, mentorship, and resources). Conditional design elements—including incubator format (physical marketplace vs. services-only hub), pop-up format (single-business vs. multi-vendor), launch sequencing (simultaneous vs. sequential), number of businesses served, and number of spaces activated—will be finalized in Phase 02 based on Phase 01 landscape assessment data. These decisions follow documented criteria that evaluate business readiness levels, property owner participation, available funding, and program management capacity. This data-informed approach ensures the program design reflects actual community needs and market conditions rather than predetermined assumptions. Upon completion of Phase 01, the Consultant shall implement one of the following scenarios (or a hybrid thereof) as determined by the Phase 01 data findings: ● Option 1 (Sequential): Launch of a physical marketplace incubator (10-12 businesses) in a single location, followed by graduation into 2-3 independent pop-up storefronts after the pilot program concludes. ● Option 2 (Simultaneous): Concurrent launch of a services-only incubator hub alongside the immediate activation of 2-3 distributed pop-up storefronts, as budget and property availability allows. IV. MEASURES OF SUCCESS The success of the Program shall be evaluated based on the following indicators: Success measures are organized into three tiers that scale as the program matures. Full metrics, targets, and measurement methodologies are detailed in attached Amendment No. 137-02-A. Tier 1: Process Metrics (Phases 01–02) ● Business owner survey responses collected ● Property owner survey responses collected ● Distribution channels used for business survey ● Stakeholder organizations engaged in survey distribution ● Phase 01 report delivered on schedule ● EDC presentation delivered with documented feedback ● Phase 02 plan delivered and approved ● All conditional design elements resolved in Phase 02 plan Tier 2: Output Metrics (Phase 03) ● Vacant properties catalogued in registry ● Businesses that submitted complete applications ● Businesses selected for program participation ● Pop-up spaces activated ● Weeks of active storefront occupation delivered Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 ● Incubator training sessions delivered ● Businesses with equity priority designation in cohort ● Property owners engaged in activation ● Program launched with public event(s) Tier 3: Outcome Metrics (End of Phase 03 and Beyond) ● Previously vacant storefronts occupied through program ● Participating businesses still operating at program close-out ● Businesses that transition to permanent tenancy in Evanston ● Participating businesses reporting increased revenue during program ● Generation of direct sales tax revenue ● Businesses from historically underrepresented communities that transition to permanent tenancy ● Participant satisfaction with incubator support services ● Property owners willing to participate in future program cohorts ● Documented policy or process improvements resulting from program learning V. Economic Development Committee Reporting The Consultant shall report to the Economic Development Committee according to the milestone presentation schedule detailed in the attached Proposal Amendment No. 137-02-A, including at Phase 01 completion and Phase 02 completion, and quarterly thereafter during Phase 03 implementation. Reports shall detail project status, including, but not limited to, progress made, expenditures incurred, program successes, and challenges encountered. The Consultant shall seek Committee feedback at all scheduled Economic Development Committee meetings. Doc ID: 6884051db5fc79de04e571c0b80c3b44dc2d9a76 Approval of Retail incubator / Pop-Up Program Contract Memo_to_Cit...ct.docx.pdf and 2 others 6884051db5fc79de04e571c0b80c3b44dc2d9a76 MM / DD / YYYY Signed 03 / 04 / 2026 08:43:56 UTC-6 Sent for signature to Cynthia Grandfield (cgrandfield@cityofevanston.org) and Luke Stowe (lstowe@cityofevanston.org) from lthomas@cityofevanston.org IP: 66.158.65.76 03 / 09 / 2026 08:49:12 UTC-5 A new document has been created based off of an existing document with ID 6884051db5fc79de04e571c0b80c3b44dc2d9a76 IP: 66.158.65.76 03 / 09 / 2026 08:49:12 UTC-5 Edited by Lolita Thomas (lthomas@cityofevanston.org) IP: 66.158.65.76 03 / 09 / 2026 08:49:13 UTC-5 The document has been reassigned by Lolita Thomas (lthomas@cityofevanston.org) from Cynthia Grandfield (cgrandfield@cityofevanston.org) to Alexandra Ruggie (aruggie@cityofevanston.org) IP: 66.158.65.76 03 / 09 / 2026 08:49:13 UTC-5 Lolita Thomas (lthomas@cityofevanston.org) removed cgrandfield@cityofevanston.org IP: 66.158.65.76 03 / 09 / 2026 08:49:14 UTC-5 Signature request resent by Lolita Thomas (lthomas@cityofevanston.org) IP: 66.158.65.76 03 / 09 / 2026 09:39:49 UTC-5 Viewed by Alexandra Ruggie (aruggie@cityofevanston.org) IP: 24.13.226.57 03 / 11 / 2026 09:27:20 UTC-5 Signed by Alexandra Ruggie (aruggie@cityofevanston.org) IP: 24.13.226.57 03 / 11 / 2026 13:39:32 UTC-5 Viewed by Luke Stowe (lstowe@cityofevanston.org) IP: 107.200.76.71 Approval of Retail incubator / Pop-Up Program Contract Memo_to_Cit...ct.docx.pdf and 2 others 6884051db5fc79de04e571c0b80c3b44dc2d9a76 MM / DD / YYYY Signed 03 / 11 / 2026 13:43:45 UTC-5 Signed by Luke Stowe (lstowe@cityofevanston.org) IP: 107.200.76.71 The document has been completed.03 / 11 / 2026 13:43:45 UTC-5 Approval of Retail incubator / Pop-Up Program Contract Memo_to_Cit...ct.docx.pdf and 2 others 6884051db5fc79de04e571c0b80c3b44dc2d9a76 MM / DD / YYYY Signed