REAL PROPERTY COMMITTEE WEDNESDAY, MARCH 15, 2017 5:00 PM JACKSON COUNTY COURTHOUSE
Call to Order (5:00 PM) Members Present: Erbes, Hunter, Mendoza, Jr., Mueller, Peterson and S. Bost Members Absent: Endres
Also Present: Grant Guthman, Maureen Berkowitz, Jeff Doherty, Marcia Lochmann, Brent Ritzel, Michael Hornitschek
Approval of Minutes
I. 17-2248 February 7, 2017 Minutes A motion was made by S. Bost, seconded by Hunter, to approve the February 7, 2017 minutes as presented. The motion carried by unanimous vote.
Highway Department
II. 17-2249 SIMPO-Southern Illinois Metropolitan Planning Organization Peterson told the committee about the projects that SIMPO has planned for Jackson County; see provided attachment. She also informed the committee about the SIMPO transit study, the comment sheets, web address of the survey and the plan to update the Jackson County Mass Transit report with some current info from SIMPO. Finally, she went over the finalized Carbondale to Murphysboro Bike Plan. The committee reviewed the included report and project map; the IDOT box culvert section will begin in 2018. Peterson indicated that SIMPO can work with Murphysboro to assist with completing the section East to the box culvert. III. 17-2250 Road Sign Maintenance Guthman stated that he continues to replace the county signs his estimate of around 560 signs seems to be right on target. He recently turned in an order for Pomona Township and will continue to assist the townships with getting their signs replaced.
IV. 17-2251 Highway Monthly Claims A motion was made by Erbes, seconded by Mueller, to authorize payment of the Highway monthly claims in the amount of $211,719.77. The motion carried by unanimous vote. V. 17-2252 Acceptance Resolution of the 2017 County MFT Maintenance Program Bids A motion was made by Erbes, seconded by Hunter, to approve the Resolution for the Acceptance of the 2017 County MFT Maintenance Program bids. The motion carried by unanimous vote.
VI. 17-2255 Acceptance Resolution for the 2017 Township MFT Maintenance Program Bids A motion was made by Mueller, seconded by S. Bost, to approve the Resolution for the Acceptance of the 2017 Township MFT Maintenance Program bids. The motion carried by the following vote: Yes: 4 - Mendoza, Jr., Mueller, Peterson and S. Bost Absent: 1 - Endres Abstain: 2 - Erbes and Hunter
VII. 17-2256 Approval to offer appraised value for ROW and easements on the Cora Road/Levee Road Project Guthman requested that the committee authorize him to offer and pay the appraised value for the right of way and easements on the Cora Road/Levee Road project. This will allow him to have checks ready when owner accept the offers. A motion was made by Erbes, seconded by Mueller, to approve offering and paying the appraised value for right of way and easements on the Cora Road/Levee Road project. The motion carried by unanimous vote.
VIII. 17-2257 Bike Path/Underpass funding
Page 1 of 3 REAL PROPERTY COMMITTEE WEDNESDAY, MARCH 15, 2017 5:00 PM JACKSON COUNTY COURTHOUSE
Guthman informed the committee that in an effort to find the funds to cover the $55,000 matching funds needed for the box culvert bike path project he spoke with Gary Schaffer from the Southern Illinois Airport. A few years ago the county agreed to $250,000 in matching funds for work on Airport Road. Since then the Airport has been able to get some grant funds from other sources. Mr. Schaffer has agreed to allow the county to reduce their matching funds by the $55,000 need for the bike path project. The committee members thanked Guthman for his time and effort in figuring this out and helping the county find the funds. Peterson informed the committee that all of the entities have voted to approve the project and it should begin in 2018.
Land Use & Economic Development
IX. 17-2258 Greater Egypt Regional Planning & Development Commission-CEDS Update Peterson began by inquiring about the request for the State's Attorney office to draft a resolution in support of the Economic Development Association. The committee coordinator informed the committee that the State's Attorney's office has respectfully declined to draft the resolution because the resolution pertains to a political issue and does not have any bearing on the legal affairs of the county. Peterson stated that she will work with Greater Egypt to draft a resolution and bring it to the committee at the April meeting. Next, Peterson informed the committee that Greater Egypt has some temporary jobs for young people through the Delta Corp program and asked the members to spread the word. Currently, Greater Egypt is looking for projects for the DRA grant cycle. Greater Egypt was in the paper on the previous Sunday. Additionally, Greater Egypt has purchased a drone to be used to survey watersheds and other areas. The committee briefly discussed drone laws and training's. X. 17-2259 Supervisor of Assessments Berkowitz informed the committee that the annual assessor meeting took place on March 14th and all of the assessors are running unopposed in the April 6th election.
XI. 17-2260 Jackson Growth Alliance Doherty spoke to the committee about SIEDA; they held their second meeting and the group is excited to be moving forward. Doherty also gave the committee some information and a handout with a map of the area Carbondale is annexing near the airport. XII. 17-2261 Comprehensive Plan Peterson informed the committee that she has some material on comprehensive plans and inquired if Erbes has any information, he thought he might and will look for it. She then asked if anyone has seen the 1964 county comprehensive plan and Erbes indicated that he has seen it before. Peterson went on to explain that a comprehensive plan will include more than jus t economic development and that is is important for the future of the county to begin working on a plan. She suggested that the committee think about a developing an identity for the plan, a name and logo, and possibly involve the schools and/or community in the process. She asked that the committee think about this and read the included information and be ready to discuss this at the next meeting.
XIII. 17-2262 River Levee Project Update Peterson gave a brief update of information she received from Mark Holt on the River Levee project. Mr. Holt stated that the project is about half way done and the Army Corp of Engineers is going to start replacing the slides around May. XIV. 17-2263 Group Solar Presentation Lochmann, Ritzel and Hornitschek spoke to the committee about participating in a group solar opportunity. The went through a powerpoint and various handouts with the committee
Page 2 of 3 REAL PROPERTY COMMITTEE WEDNESDAY, MARCH 15, 2017 5:00 PM JACKSON COUNTY COURTHOUSE
members (Please see attached documents). The committee members asked several questions and agreed to discuss this matter at the next meeting.
County Buildings & Grounds
XV. 17-2264 Storage needs for Circuit Clerks Office This item is being held. The committee had a brief discussion about the progress of the building commission.
Old Business
New Business Adjourn (6:27 PM) Erbes moved and S. Bost seconded to adjourn, motion carried.
Page 3 of 3 REAL PROPERTY COMMITTEE WEDNESDAY, MARCH 15, 2017 5:00 PM I JACKSON COUNTY COURTHOUSE I Call to Order
Approval of Minutes I. 17-2248 February7,2017Minutes
Highway Department
II. 17-2249 SIM PO-Southern 11 linois Metropolitan Planning Organization Ill. 17-2250 Road Sign Mai ntena nee
IV. 17-2251 Highway Monthly Claims v. 17-2252 Acceptance Resolution of the 2017County MFT Maintenance Program Bids
VI. 17-2255 Acceptance Resolution for the 2017Township MFT Maintenance Program Bids VII. 17-2256 Approval to offer appraised value for ROW and easements on the Cora Road/Levee Road Project
VIII. 17-2257 Bike Path/Underpass funding
Land Use & Economic Development
IX. 17-2258 Greater Egypt Regional Planning & Development Commission-CEDS Update x. 17-2259 Supervisor of Assessments
XI. 17-2260 Jackson Growth Alliance XII. 17-2261 Comprehensive Pian
XIII. 17-2262 River Levee Project Update XIV. 17-2263 Group Solar Presentation
County Buildings & Grounds
xv. 17-2264 Storage needs for Circuit Clerks Office
Old Business
New Business
Adjourn
Page 1of1 I
\\ \ REAL PROPERTY COMMITTEE TUESDAY, FEBRUARY 7, 2017 5:00 PM JACKSON COUNTY COURTHOUSE
Call to Order (5:00 PM) Members Present: Endres, Erbes, Hunter, Mendoza, Jr., Peterson and S. Bost Members Absent: Mueller
Al so Present: John S. Rendleman, Larry Reinhardt, Grant Guthman, Susie Kilquist, JeffDoherty,
Approval of Minutes
I. 17-2162 January 10, 2017 Minutes A motion was made by Erbes, seconded by Mendoza, Jr., to approve the January 10, 2017 minutes as presented. The motion carried by unanimous vote.
Land Use & Economic Development
II. 17-2163 Greater Egypt Regional Planni ng&Development Commission Peterson informed the committee that Greater Egypt has purchased a drone to help increase their water monitoringability. The Greater Egypt meeting wil I be at the Ca rbondaleCivic Center on February 14 at 7pm and IDOTwil I be doing thei ryea rly presentation. Greater Egypt has some concerns aboutthe Economic Development Administration (EDA). Greater Egypt does a lot of granti ngthrough the EDA which brings in mil lions of dollars to the five county region. There is concern that with the current political climatethatthe EDA might be in danger. Peterson asked the committee if they would be interested insendinga resolution to Representative Bost about this matter. The consensus of the committee is to have the State's Attorney's office draft a Resolution, addressed to Representative Mike Bost, in favor of continuing the Economic Development Administration. Ill. 17-2164 Supervisor of Assessments
IV. 17-2165 Jackson Growth Alliance Doherty gave the committee a handout on the Southern I Iii nois Economic Development Authority. Doherty is on the board of the SI EDA and in the past the authority hasn't been able to get together on a regular basis butthere is a project in Saline County and a consultant is coming from Springfield to work with the group.
Highway Department v. 17-2166 SIMPO-Southern Illinois Metropolitan Planning Organization Peterson informed the committee thatthere is a SIMPO meeting on February 14th at4:30pm where Mr. Z wi II present a study on the East West Corridor. She also said that Mass Transitwill be having riders complete a survey and they are looking for volunteers to help riders with the survey. VI. 17-2167 Road Sign Maintenance Guth man reported that 911 has completed their inventory of signs, there is no dollar amount yet but al I the township signs except Makanda are back up. These are not the reflective signs; the county has about 500 signs to replace due to the reflective requirement. 911 currently has no plan for when they run out of inventory. Guth man sent word to the townships to let them know that they should make requests for signs now before the inventory runs out.
VII. 17-2168 Payment of Highway Monthly Claims in the amount of $184,014.13
Page 1of3 REAL PROPERTY COMMITTEE TUESDAY, FEBRUARY 7, 2017 5:00 PM JACKSON COUNTY COURTHOUSE
A motion was made by Erbes, seconded by S. Bost, to authorize payment of the Highway Monthly Claims in the amount of $184,014.13. The motion carried by unanimous vote. VIII. 17-2169 IL RTE 13 Multi-use Path and Underpass I DOT has a plan for a multi-use path from Carbondale to Murphysboro. They are requesting mate hi ng funds from the county and the cities of Muprhysboro and Carbondale; Carbondale has already agreed. Guthman stated thatthe matching funds could come from his federal aid matching funds but there is a cash flow problem because of other projects and the need to wait for reimbursement. This led Endres to ask if there might be grant funds availabletothe county to help pay forthi ngs Ii ke in the future. The committee discussed various grants that they knew about and requested that the committee coordinator look for grants that the county would be eligiblefor and present them to the appropriate committee for review. A motion was made by S. Bost, seconded by Hunter, to a pp rove the county covering one third of the matching costs forthe I DOT planned multi use path and underpass. The motion carried by unanimous vote.
County Buildings & Grounds
IX. 17-2170 Murphysboro Hometown Christmas A motion was made by Erbes, seconded by Endres, to approve in accordance with applicable law the Murphysboro Hometown Christmas decorating proposa I. The motion carried by una ni mo us vote. x. 17-2171 Discussion of Meeting Day/Time The committee discussedthedayandtime of the meeting and agreed to move itthe 2nd Wednesday at Spm.
XI. 17-2172 Tax Delinquent Property Discussion Reinhardt informed the committee of the process that a piece of property goes through when it is considered a tax delinquent property, the history of these types of properties and some suggestions for how the county can look into deali ngwith them. The committee asked several questions including how may parcels are currently list;91. The committee discussed setting up a review committee to investigate property issues and the consensus is thatthe Real Property committee can handle any issues. They also discussed the need to fix the current ordinance now that they have more information. Hunter stated that the Fina nee & Administration Committee is going to send letters to each of the taxing bodies to see if they are wi llingto join the County and the City of Murphysboro in the ordinance. A motion was made by Hunter, seconded by Erbes, to authorize the State's Attorney's office to put a lien on the Lucier Street property and the Stal Is property. The motion carried by unanimous vote. XII. 17-2173 River Levee Project Update Peterson informed the committee that she spoke with Mr. Holt and work is being done. Additionally, they a reworking with Greater Egypt and the USDA on a possible loan to assist with further improvements.
XIII. 17-2174 Storage Needs for Circuit Clerks Office XIV. 17-2175 Group Solar Presentation
Old Business Erbes informed the committee that the chair of Washington County has invited Jackson County Board members to tour the new Washington County courts building.
Page 2 of 3 REAL PROPERTY COMMITTEE TUESDAY, FEBRUARY 7, 2017 S:OO PM JACKSON COUNTY COURTHOUSE
Guth man informed the committee that the trees atthe Stalls property have been re moved and everything is completed.
New Business
Adjourn {6:04 PM) Hunter moved and Endres seconded to adjourn, motion carried.
Page3 of3
SIMPO Transportation Improvement Program FY 2018-2021
Rev: Fiscal Year 2018 Annual Element Agency Partner TOTAL DESCRIPTION OF LOCATION State Cost Federal PROJECT PROJECT Cost Agency PROJECT PROPOSED FUND TYPE Share Cost Share NOTES 6/13/16 NUMBER ROUTE {in Cost COST(in IMPROVEMENT BEGINNING END (in 1,000's) (In 1,000's) I 1,000's) (in 1,000's) 1,000's)
JURISDICTION: STATE Giant City Rd to W of Additional Lanes & 9-00475- S-18-02 ILL 13 Reed Station Rd in NHPP $2,400 $9,600 $12,000 Bridge Replacement 0100 Carbondale Giant City Rd to W of 9-00475- S-18-02 ILL 13 Land Acquisition Reed Station Rd in State Only $500 $500 0103 Carbondale Giant City Rd to W of 9-00475- S-18-02 ILL 13 Utility Adjustment Reed Station Rd in State Only $500 $500 0104 Carbondale Abandoned ICG RR 3 9-00203- S-19-02 ILL 13 Bridge Removal NHPP $200 $800 $1,000 Mi. W of Carbondale 0000 JURISDICTION: JACKSON COUNTY
Giant City Vercliff Rd to 9-10478- J-17-03 Resurfacing STR $100 $400 $500 Road Boskeydell Rd 0000
Giant City Construction Vercliff Rd to 9-10478- J-17-03 STR $2 $8 $10 Road Engineering Boskeydell Rd 0003
JURISDICTION: CARBONDALE
S Oakland ILL 13 (Walnut St) to 9-10517- CD-17-01 Land Acquisition STU $50 $75 $125 Ave Chautauqua St 0004
JURISDICTION: MARION
Morgan Ave to 9-10514- M-18-01 Russell St Reconstruction STU $102 $398 $500 Scottsboro Rd 0000
Construction Morgan Ave to 9-10514- M-18-01 Russell St STU $8 $32 $40 Engineering Scottsboro Rd 0003
TOTAL (In 1,000's) $262 $0 $3,600 $11 ,313 $15,175
~«#9Jll(C( f'J:\' )_t?,1 r~
SIMPOTransit Public Workshop Comment Sheet
1. Do you use transit services in this area? If so, which one(s) (Jackson County, RIDES, Saluki Express)? (If you don't use transit right now, go to question 3.)
2. If you do use transit service at the present, tell us about its strong and weak points.
3. If you don't use transit service right now, tell us why you don't.
4. Please provide input on transit needs in our area which are not served well at this time. Please make any added comments on the reverse side.
Optional:
Please Take the SIMPO Transit Survey at: https://www. surveymon key. com/r/Sl-T ran sit
Carbondale to Murphysboro Bike Route
JACKSON COUNTY
March, 2017
PREPARED BY: Southern Illinois Metropolitan Organization Table of Contents lntroduction ...... 1
A. Project Purpose and Study Area ...... 1 B. Previous Studies ...... 2
C. Project Study Group ...... 2
Preliminary Alternatives and Analysis ...... 3 A. Alternatives Identified ...... 3
B. Evaluation Criteria and Analysis ...... 4
Policy Improvements and Alternative Analysis ...... 5 A. Summary of Policy Improvements ...... 5 B. IL 13 ...... 6 C. Old IL 13 ...... 6
D. Lake Road ...... 6 E. Lake Road with Off Road Path Option ...... 6 F. Chautauqua Road ...... 7
G. Alternative Evaluation Matrix ...... 7 H. Supplemental Connections ...... 9
Recommended Alternative ...... 14
A. Recommended Alternative ...... 14
B. Recommended Supplemental Connections ...... 15
C. Prioritized Implementation Plan ...... 15 SUMMARY OF EXHIBITS
EXHIBIT 1 Project Location and Study Area
EXHIBIT 2 Preliminary Alternatives
EXHIBIT 3 Bike Crashes in the Study Area
EXHIBIT 4 IL 13 Alternative
EXHIBIT 5 Old IL 13 Alternative
EXHIBIT 6 Lake Road Alternative
EXHIBIT7 Chautauqua Road Alternative
EXHIBIT 8 New Era Road to IL 13 Rail to Trail
EXHIBIT 9 IL 13 to Country Club Road Rail to Trail
EXHIBIT 10 IL 13 Underpasses at Big Muddy River
EXHIBIT 11 Big Muddy River Historical High Water Data
EXHIBIT 12 Preferred Alternative
EXHIBIT 13 Prioritized Implementation Plan
EXHIBIT 14 Project Study Group Team Members INTRODUCTION
A. Project Purpose and Study Area
The Study Area is located between the communities of Carbondale and Murphysboro in Jackson County, Illinois as shown in Figure 1 below. The study area was established from the location of existing roadways that could reasonably be used to meet the study purpose of providing a safe and efficient bicycle route between Carbondale and Murphysboro. Illinois 13 established the northern boundary of the study area and Chautauqua Road established the southern boundary.
Figure 1- Study Area
1 B. Previous Studies
a. Carbondale Bicycle Master Plan
This study was completed in May of 2016 with the purpose of improving bicycling in Carbondale through the construction of additional facilities, education and encouragement. The plan also served as a road map for Carbondale to achieve Bike Friendly Community status as specific recommendations were included for achieving that goal. These efforts were successful as the city was awarded Bike Friendly status at the bronze level in November of 2016.
The Master Plan also establishes a comprehensive network of bike routes within Carbondale and the scope of this study includes identifying a connecting point in that network for a route westward to Murphysboro.
b. Greenways and Trails Plan for Jackson County
This study was completed in July of 2002 with the purpose of facilitating the development and expansion of bicycle and pedestrian trails in Jackson County. A specific recommendation of the study was development of a pedestrian and bicycle travelway between Carbondale and Murphysboro. The recommendation did not include a specific route or corridor for the trail although it did suggest pursuing the acquisition of the abandoned Illinois Central Railroad right of way as one alternative. For much of this rail corridor, the window of opportunity for a 'rails to trails' conversion appears to have closed as all of the right of way is now in private ownership and is divided into numerous small tracts with many different owners. Additionally, residential and business development has occurred on the right of way at some locations. However, from New Era Road westward to IL 13 there does exist a 1.9 mile segment that is undeveloped and involves only one private owner. Also, the 0.75 mile segment from IL 13 westward to Country Club Road is divided into only three parcels. Discussion of a potential conversion of these segments is included in the "Supplemental Connections" section of this report.
C. Project Study Group
A Project Study Group was assembled to assist in the study process. The Project Study Group consisted of local government officials and cycling advocates. The Illinois Department of Transportation, Jackson County, City of Carbondale, City of
2 Murphysboro, Jackson County Health Department, local cycling advocates and the Southern Illinois MPO were all represented on the study team. The team provided input regarding a target user group for the route, beginning and ending points, identification of alternatives, and evaluation of alternatives. A listing of the Study Group members is included in Exhibit 14.
Preliminary Alternatives and Analysis
A. Alternatives Identified
The study team first evaluated the existing roadway network for bike route suitability. This analysis considered the use of existing roadways with only minor improvements such as route signage. The following routes were identified as preliminary alternatives:
• IL 13 • Old IL 13 (Murphysboro Road) • Chautauqua Road • Lake Road
The location of these routes is depicted in Figure 2 below: In Carbondale, all of the routes would terminate with a connection to the existing side path at the IL 13/New Era Road intersection. In Murphysboro, the IL 13 route would terminate at 4th Street and all other routes would terminate at the IL 127/Shomaker Drive intersection. The Chautauqua route would include segments along Old 13, Tower Road, IL 127, Old Brick Road and Williams Street as shown in Figure 2. The Lake Road route would utilize segments along Old 13, Beadle Road, Striegel Road, Wood Road, Old Brick Road and Williams Street.
B. Evaluation Criteria and Analysis
The existing roadways were evaluated primarily by the Bike Level of Service (BLOS) that each would provide. BLOS is a nationally used measure of on-road bicyclist comfort level. It is based on lane widths, shoulder widths, shoulder type, truck traffic volume, total traffic volume, posted speed and other factors. The BLOS method yields a rating from A to F with A being most suitable and F being least suitable. BLOS is also closely associated with the relative safety of the route (i.e. routes with higher comfort level are safer than routes with a lower comfort level). Bike Crashes in the study area are shown in Exhibit 3; there were no bike related crashes on any of the routes during the years 2009 to 2014.
In addition to BLOS, the alternatives were evaluated on the length of the route and whether the route provides access to desired destinations. A summary of the preliminary analysis is shown in Table 1 below:
TABLE 1
ALTERNATIVE BLOS ROUTE LENGTH ACCESS TO DESTINATIONS RELATIVE SAFETY ILLINOIS 13 Cto B 5.5 GOOD GOOD to FAIR OLD IL 13 D 5.7 FAIR POOR LAKE ROAD Bto D 6.5 POOR GOOD to POOR CHAUTAUQUA ROAD Cto D 9.5 POOR POOR
The study team determined that, without improvements, none of the routes would provide the level of service and safety that is desired. The IL 13 route would provide the best BLOS primarily due to the existing 1O' wide paved shoulder that is present throughout the corridor. The consensus of the study team was that although IL 13 would provide a good accommodation for experienced cyclists, high traffic volumes would prevent it from meeting the goal of providing a safe and comfortable route for a majority of cyclists. The Old IL 13 route is very undesirable due to high traffic volumes and narrow or nonexistent paved
4 shoulders. The IL 127 section of the Chautauqua route is undesirable for the same reasons. The rural sections of the Lake Road alternative are more acceptable, but the required sections along Old IL 13 and Williams Street are also undesirable, again due to high traffic volumes and narrow or nonexistent paved shoulders. Additional details regarding the BLOS and existing conditions along each route are included in Exhibits 4, 5, 6 and 7. The existing conditions data was compiled from IDOT's Illinois Roadway Information System (IRIS).
The Study Team recommended that the routes be revaluated with improvements for accommodating bikes based on IDOT's bike accommodation polices.
POLICY IMPROVEMENTS AND ALTERNATIVE ANALYSIS
A. Summary of Policy Improvements
Chapter 17 of IDOT's Bureau of Design & Environment Manual and Chapter 42 of the IDOT Bureau of Local Roads & Streets Policy Manual) describe the policy improvements for state and local route bike accommodation. In accordance with those policies the required improvements for each alternative are summarized in Table 2 below.
TABLE 2
ALTERNATIVE IDOT POLICY LOCAL POLICY
IL13 SIDEPATH -
OLD IL 13 6' OR 8' SHOULDER -
LAKE ROAD Local Segments (urban) - SHARED LANE Local Segments (rural) - 4' SHOULDER Old IL 13 segments 6' OR 8' SHOULDER - IL 127 segment 8' SHOULDER -
CHAUTAUQUA Local Segments (urban) - SHARED LANE Local Segments (rural) - 4' SHOULDER Old IL 13 segments 6' OR 8' SHOULDER - IL 127 segment 8' SHOULDER -
5 For comparison purposes, the policy recommendations were largely adhered to. Any deviations from the policy recommendations are described in the following summaries.
B. IL 13
Due to high traffic volumes (approximately 16,000vpd) a policy accommodation requires a bidirectional side path to separate cyclists from traffic. Such a side path could be constructed on the south or north side of IL 13 with each option having certain advantageous and disadvantageous which are discussed in subsequent sections of this report.
C. OLD IL 13
Old IL 13 is primarily under IDOT's jurisdiction except for the section east of Tower Road which is Carbondale's jurisdiction. Since most of the route belongs to IDOT the Bureau of Design and Environment (BOE) policy was used throughout for comparison purposes. According to BOE Figure 17-2A, the policy accommodation would be an 8' shoulder for most of the route. The sections with posted speeds lower than 44mph (near the eastern and western ends of the route) could utilize a 6' shoulder; however, an 8' shoulder was used throughout for consistency.
D. LAKE ROAD
As shown in the Table 2, local policy accommodation for rural roadways is a 4' shoulder. However, due to relatively low traffic volumes (see Exhibit 6); the team determined that a shared lane accommodation would be appropriate for the Lake, Wood, Striegel, Beadle and Old Brick Road sections of this alternative.
E. LAKE ROAD WITH OFF ROAD PATH OPTION
A modification of the Lake Road alternative was considered to eliminate the Old IL 13 segment which is costly and has extensive impacts to residential properties. This option would utilize an off road bike path from Lake Road westward to Old Brick Road utilizing segments of Youngman Road, Fiddler Ridge Road (a shared lane would accommodate bikes along these streets) and an existing city of Murphysboro platted street which extends from Youngman Road to Fiddler Ridge Road (see Figure 3 below). A more detailed view with property boundaries shown is included in Exhibit 6.
6 FIDDLER RIDGE RD
Platted Street
...... ~OFFROAD IKE PATH
',, LAKE ROAD 0 '----.-~--1-~~~---, \~ ~ \ ~ ....j= \ ....N
Figure 3 - Lake Road Off Road Path Option
F. CHAUTAUQUA ROAD
Similar to the Lake Road alternative, due to relatively low traffic volumes (see Exhibit 7); the team determined that a shared lane accommodation would be appropriate for the Chautauqua and Old Brick Road sections of this alternative.
G. ALTERNATIVE EVALUATION MATRIX
A comparison matrix of the alternatives was prepared to provide an objective analysis of how well each met the criteria established by the study team (see Table 3 below). The alternatives were scored separately on seven different criteria and those scores were combined to provide a composite score. A preliminary cost for each alternative is also shown in the matrix. The cost of the alternatives was not included in the scoring criteria but cost was considered separately in the evaluation of each alternative.
7 TABLE 3 - BIKE ROUTE EVALUATION MATRIX POTENTIAL APPROXIMATE ACCESSTO RIDING PROPERTY COMPOSITE ALTERNATIVE SEGMENT SAFETY/BIKEL OS DISTANCE WETLAND T& E IMPACTS PRELIMINARY DESTINATIONS EXPERIENCE IMPACTS SCORE IMPACTS COSTS
New Era Road i o Old Railroad Bri dge BEST(3) BEST (3) BEST(3 ) 1.91 miles 1 PARCEL NONE MODERATE (2) $1,720,000
Old Railroad Bridge to Airport Road BEST(3) GOOD (2) BEST(3) 0.37 miles NONE NONE MODERATE (2) $310,000
Airport Road to Country Club Road BEST(3) BEST( 3) BEST(3) 0.53 miles 4 PARCELS 0.1 ACRES LOW(3) $650,000
Country Club Road to Williams Street BEST(3 ) BEST(3 ) BEST(3) 2.05 miles 20 PARCELS NONE LOW(3) Sl.490,ooo 3.1 IL 13 (SOUTH SIDE) (Mud Creek Bridge l $750,000 SEGMENTTOTAL $2,240,000
Williams Street to 4th St reet (on North Side) FAIR (1) GOOD (2) GOOD(2) 0.63 miles NONE NONE LOW(3) $816,000 5.49 Total miles Average Score 2.6 2.6 2.8 BEST(3) BEST( 3) GOOD (2) 2.6
TOTAL COST $5,736,000
New Era Road to Old Railroad Bridge BEST(3) GOOD(2) BEST(3) 1.91 miles 3 PARCELS 0.5 ACRES MODERATE (2) $2,040,000
Old Railroad Bri dge to Airport Road BEST(3) GOOD (2) BEST(3) 0.37 miles 2 PARCELS NONE MODERATE (2) $393,000
Airport Road to Country Club Road GOOD(2) GOOD (2) BEST(3 ) 0.53 miles 1 PARCEL 0.1 ACRES LOW(3) $630,000
Country Club Road to Will iams St reet BEST(3) GOOD (2) BEST(3 ) 2.05 miles 26 PARCELS NONE LOW(3) $1,850,000 2.9 IL 13 (NORTH SIDE) (Mud Creek Bridge l $750,000 SEGMENTTOTAL $2,600,000
Williams Stree t to 4t h Street (on North Side) GOOD(2) GOOD (2) GOOD(2) 0.63 miles NONE NONE LOW(3) $640,000 5.49 Total miles Average Score 2.8 2 2.8 BEST(3 ) BEST(3) FAIR (1) 2.6
TOTAL COST $6,303,000 5.7mlles 200 PARCELS NONE OLD ILB IL 13 to Bridge Street POOR(0) FAIR (1) POOR (0) MODERATE (2) $18,800,000 1.5 BEST(3 ) POOR(0) BEST(3 ) Old 13 Section (IL 127 to Lake Road- 1.1 Miles) POOR(0) FAIR (1) FAIR (1) 62 PARCELS NONE MODERATE(2) $4.480,000 6.5miles All others GOOD (2) FAIR (1) GOOD(2) 10 PARCELS NONE LOW(3) 5975,000 LAKE ROAD ~ 1.8 Average Score 1 1 1.5 GOOD (2) POOR(0) BEST(3) 2.5 TOTAL COSTLAKE ROAD ALTERNATIVE $5.455,000 Lake Road to Youngman Road BEST(3 ) POOR(0 ) BEST(3) 3 PARCELS 0.6 ACRES HIGH(O) $800,000 LAKE ROAD 6.6 miles All others GOOD (2) FAIR (1) GOOD (2) 10 PARCELS NONE LOW(3) 5975,000 (SIDE PATH 2.0 Average Score 2.5 0.5 2.5 GOOD(2) GOOD (2) FAIR (1) 1.5 OPTION) TOTAL COSTLAKE ROAD OPTION 2 $1,775,000 IL 127 (Chautauqua to Old IL 13 - 2.9 Miles) POOR(0) FAIR (1) FAIR (1) 88 PARCELS NONE MODERATE(2) $10,080,000 9.5 miles All Others GOOD FAIR (1) GOOD 2 PARCELS NONE LOW(3) 5375,000 CHAUTAUQUA 1.6 Average Score 1 1 2 POOR(O) POOR(O) BEST(3) 2.5 TOTAL COSTCHAUTAUQUA ALTERNATIVE $10,455,000
BEST= 3, GOOD= 2, FAIR= 1, POOR= 0 For Environmental Impacts LOW= 3, MODERATE= 2, HIGH= 0
8 As shown in the matrix, the IL 13 alternatives have the highest scores with little separation between the north (2.9) and south (3.1) options. These alternatives scored well in all categories and have a relatively reasonable cost of about $5M to $6M. The Old IL 13 (1.5) and Chautauqua (1.6) alternatives have the lowest scores with each scoring poorly in the safety, access and property impacts categories. The Old IL 13 alternative is by far the most expensive since the shoulder widening required results in extensive right of way needs and reconstruction of the roadway embankment and drainage. For similar reasons, the Chautauqua alternative is the second most expensive due to the costs associated with rebuilding the 2.9 mile section of IL 127. The Lake Road alternative scores at 1.8 and has a cost similar to the IL 13 alternatives at $5.5M. Elimination of the Old IL 13 section with the Side Path Option reduces the cost of the Lake Road alternative to $1.8M making it the lowest cost alternative. There is a consequent increase in environmental and property impacts with the side path option so that the overall score is still relatively low at 2.0.
The study team recommended that the Old IL 13, Chautauqua and Lake Road Alternatives be eliminated from further consideration and that the recommended alternative should be selected from the IL 13 North and South alternatives.
H. SUPPLEMENTAL CONNECTIONS
The study team identified several supplemental connections that would greatly enhance the utility of the proposed bike route. These connections are described below.
a. Rail to Trail from New Era Road to IL 13
As described in the "Previous Studies" section of this report the abandoned Illinois Central railway from Murphysboro to Carbondale was identified as potential trail corridor in the Greenways and Trails Plan for Jackson County. Although much of this corridor is now fragmented into small parcels, the segment from New Era Road to IL 13 is a single parcel providing a better opportunity for a rail to trail conversion. The property boundaries for this segment are shown in Exhibit 8. This segment would also provide a direct connection to Carbondale's proposed trail from New Era Road to Oakland Avenue. Carbondale was awarded an ITEP grant for construction of the New Era to Oakland trail in October of 2016. Figure 4 below depicts this 1.9 mile supplemental connection as well as the western portion of Carbondale's proposed trail. Conversion of this segment to a paved trail is estimated to cost approximately $1,530,000. Since this segment is privately owned conversion would depend on the willingness of the property owner to sell or lease the abandoned railroad right of way.
9 b. Rail to Trail from IL 13 to Country Club Road An additional potential trail segment using the abandoned Illinois Central right of way would be from IL 13 westward to Country Club Road (see Figure 5). Currently, ownership of this segment is divided into three parcels (see EXHIBIT 9). Conversion of this 0.75 mile segment to a paved trail is estimated to cost approximately $600,000. Since this segment is privately owned, conversion would again depend on the willingness of the property owners to sell or lease the abandoned railroad right of way. Figure 5 - IL 13 to Country Club Road Rail to Trail
10 c. IL 13 underpass near Wood Road
An underpass using the old railroad alignment would greatly enhance the safety of the trail network by providing a grade separated crossing of IL 13. This underpass is desirable even as a standalone project since it could provide a convenient and safe connection from the population centers south of IL 13 to a popular cycling area around the Southern Illinois Airport. A standalone underpass project would need to include short trail sections connecting to Humane Road (500 feet) and Airport Road (2,000 feet) as shown in Figure 6 below. The underpass would be a significant enhancement to a trail system utilizing the IL 13 corridor and either or both of the rail to trail supplemental connections.
IDOT District 9's FY-17 Highway Program includes a project to remove the IL 13 structures and eliminate the underpass by filling in the grade separation with earth embankment. Pending local participation, District 9 has agreed to delay this project and construct a large box culvert suitable for a trail under the highway. The cost for the box culvert and trail segments shown in Figure 6 is estimated to be approximately $715,000.
Figure 6 - Underpass and Connections to Humane and Airport Road
11 d. IL 13 Underpasses at the Big Muddy River
The westbound IL 13 bridge over the Big Muddy River includes a 1O' wide outside shoulder and a 5' wide protected pedestrian walkway. The eastbound bridge has a 1O' wide outside shoulder but does not have a pedestrian walkway. The 10' shoulder provides a reasonable accommodation for experienced cyclist's but the team determined that the unprotected shoulder was not an adequate accommodation for most cyclists. The decision of the team was that the preferred alternative should provide a connection to the pedestrian walkway so that less experienced cyclists would have the option to use it. Figure 6 below depicts how a bike route on the south side of IL 13 could cross under IL 13 on the banks of the Big Muddy River and connect with the existing walkway on the westbound lanes. These connecting loops could be used with either the north or south alternative to provide a grade separated IL 13 crossing. These routes would be subject to periodic flooding. A review of historical high water data reveals that between 1999 and 2015 (a period of 204 months) a trail at elevation 350.0 would have been flooded in 44 of those months. A trail at elevation 355.0 would have been flooded in only 15 of those months. A cross sectional view of the potential underpasses and historical high water data is included in Exhibits 10 and 11. The feasibility of these underpasses will need further engineering study but both appear feasible if the occasional overtopping and subsequent clean up were acceptable to the local agency with jurisdiction over the trail.
12 e. Way Finding Route Signage
Way finding signage and "Share the Road" signs along Robinson Circle, Beadle Road, Striegel Road, Wood Road and Old IL 13 as shown in Figure 7 below should be erected to provide direction to the bike path from the residential areas south of IL 13. The bike accommodation would consist of a shared lane throughout except for the short section along Old IL 13. The route shown along Old Route 13 would be on an existing 6' sidewalk. This sidewalk was constructed for multi-use purposes by the city of Carbondale, however, the 6' width does not meet multi-use standards and consideration should be given to widening this sidewalk/trail.
Figure 7 Cl '------<: 0 a:: I ::i"'_, ) u a::> J~ I- ; z ' ~ ::i 0 I u r z m ~ m :;o .---· l> :;o 0 l> 0 -STR IEGE---L ROAD
I.r )
------OLD IL13 ~ -----
13 RECOMMENDED ALTERNATIVE
A. Recommended Alternative
As stated previously, the Study Team determined that the Preferred Alternative should be selected from the IL 13 North and South alternatives. As shown in the evaluation matrix, the north and south alternatives in general have similar costs and impacts. However, there are advantageous and disadvantageous associated with certain segments. The most significant of these are listed below:
• From New Era Road to Wood Road the North Alternative is significantly more expensive due to the need for an enclosed drainage system to avoid impacts to commercial properties. Also, in this segment, the South Alternative would provide an easier connection to the existing bike trail on the south side of IL 13 east of New Era road.
• At Country Club Road the South Alternative would provide access to Wal-Mart while the North Alternative would provide access to the Jackson County Health Department.
• From Williams Street westward to an ending point in Murphysboro the North Alternative has the advantage of a direct connection to the pedestrian walkway on the westbound IL 13 structure over the Big Muddy River.
• From Williams Street westward the South Alternative has the advantage of not requiring a crossing of IL 13/127 but would require the use of the existing unprotected shoulder or an expensive retrofit to the eastbound IL 13 structure to provide a separated shared path. Another alternative would be to construct both of the IL 13 underpasses; however, these would be subject to periodic flooding.
The Study Team's recommendation for the Preferred Alternative is listed below:
• South IL 13 Alternative from New Era Road to the abandoned railway (1.91 miles). Approximate cost - $1,720,000.
• North IL 13 Alternative from the abandoned railway to 4th Street in Murphysboro (3.58 miles). Approximate cost - $3,870,000.
• Box Culvert underpass on the abandoned railway right of way with a connection to Humane Road and Airport road. Approximate cost - $715,000.
14 B. Recommended Supplemental Connections
The Study Team also recommends that the supplemental connections listed below be pursued as opportunities become available to enhance the Preferred Alternative. These supplemental connections are not required for the plan to be implemented but would provide enhanced route connectivity. These are listed in priority order:
1. Wayfinding route signage along Wood, Striegel, Beadle, Robinson Circle and Old IL 13. Approximate cost - $4,000.
2. New Era to IL 13 rail to trail conversion. Approximate cost - $1,530,000.
3. Western IL 13 underpass at the Big Muddy River to provide a connection to 3rd Street. Approximate cost - $330,000.
4. IL 13 to Country Club Road rail to trail conversion. Approximate cost $600,000.
The Preferred Alternative and recommended supplemental connections are depicted on the following page and in Exhibit 12.
C. Prioritized Implementation Plan
A prioritized implementation plan for the Preferred Alternative and recommended supplemental connections is listed below and included in Exhibit 13. The plan identifies logical project segments and includes a preliminary cost estimate for each segment.
The IL 13 underpass is the first priority since this project would provide a much needed safe pathway across IL 13 and it provides the central feature in the future bike network. In addition, Phase I and II engineering for the underpass is already underway by IDOT District 9. The next project (way finding route signage) can be completed quickly and inexpensively by the city of Carbondale when the underpass is complete and the third project (New Era to IL 13 rail to trail) could be advanced by the city of Carbondale independently of any other segment, if the property could be acquired.
After completion of projects 1 and 2, priority is given to making the connection to Murphysboro since Carbondale will have connections to the underpass via the signed route, the side path to Airport Road and possibly the New Era to IL 13 rail to trail conversion route.
15 Prioritized Project List
1. IL 13 Underpass and trail from Humane Rd to Airport Rd
2. Way finding signage along Beadle, Striegel and Wood Rds.
3. 4th Street to Williams Street Segment
4. New Era to IL 13 Rail to Trail Conversion (if Right of Way can be acquired)
5. Airport Road to Country Club Road Segment
6. Williams Street to Watson Road Segment
7. Watson Road to Country Club Road Segment
8. New Era to Striegel Road Segment
9. Humane Road to Lake Road Segment
10. Lake Road to Striegel Road Segment
11. IL 13 Underpass at west bank of Big Muddy River
12. IL 13 to Country Club Road Rail to Trail Conversion (if Right of Way can be acquired)
16 CARBONDALE TO MURPHYSBORO BIKE ROUTE
PREFERRED ALTERNATIVE AND RECOMMENDED SUPPLEMENTAL CONNECTIONS
UNDERPASS
~~\l. ~~o~- ···········
HUMANERD~ f I I POTENTIAL RAIL TO. ! TRAIL CONVERSION
"-...... _, / , I Ji -....._ I V> --i • •• ••· •• IL 13 /') LAKE ROAD j_ IL 13 UNDER,PASS / ./ . '' . , .-L-\ \ LEGEND -+----- Preferred Alternative (Side Path along IL 13) ------· Recommended Supplementary Connection (Optional)
·1·...... Existing & Proposed Bike Route Network
.' I Murphysboro Munic~paLB.ouruliLry ' Carbondale Municipal Boundli ----~
17 EXHIBIT 1 PROJECT LOCATION AND STUDY AREA I l )· /. STUDYAREAI rI ,, / J.~~ / 1- ,, / ___....- - ~ ,-? rrt" , ·. ._ ! J r I I I / ,I ..... /.._, ;, ....~
.( ,//, ~/·· _.. .· ,• . f c::=. ;.;-::::- I / ,_ .,_ __ ·-----~,-~-- , 4 .// "'f~--- /'-- I -,,, --.<,, \f'-- · - ) -. - \ --- I -- " l_ ~ . "'\ 1 j l 1/,r=f \ jr \ _L i ) ' I --1.< _ .....___ ' I l .~LI-:::t--f'' I r \' . \ I ·' -1. t-.) ,t;------, -- l \ \ // I ...... I'.J " ·. .,,..,..,·- _.-·'-,____,__\,,,.,..- 1 - \., - - \ ') I._ _ 1 '11 1---- L,.,-? l. '1l( _;l I '~ ----- '• .l \.-' l I --! .. -1_
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- i _ __ J _J ___,_r i-- c- ----. 1 EXHIBIT 2 PRELIMINARY ALTERNATIVES
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CHAUTAUQUA ROAD
CARBONDA....,~ 1 EXHIBIT 3 V') w :c V') Other Principal Arterial @] Olher Principal Arterial At.OT 16100 ------HCV 775 JUR_TYPE Other Principal Arterial @) Ll'UVTH 11 Other Princi~IArterial @) Other Principal Arterial @] O_SHD1_TYP Olher Principal Arterial Olher Principal Arterial Olher Principal Arterial O_SHD1_WTH 10 At.OT 16700 At.OT 12200 MD T 16000 O_SHD2_TYP HCV 1450 HCV 975 HCV 1400 O_SHD2_WTH JUR_TYPE 1 JUR_TYPE JUR_TYPE 1 ROAD_NAl.IE LN_\VTH 11 LN_\VTH 12 Ll'U "ITH 11 SP_Lll.I 55 Other Principal Arterial @ O_SHD1_TYP O_SHD1_TYP O_SHD1_TYP 5 O_SHD1_\VTH 10 Olher Principal Arterial \_ O_SHD1_WTH 10 O_SHDUVTH 10 O_SHD2_TYP 0 MDT 12100 / O_SHD2_TYP 0 O_SHD2_TYP O_SHD2_WTH 0 HCV 975 O_SHD2_WTH 0 O_SHD2_WTH JUR_TYPE RO'DJIAl.IE ~~>\LNUTRO .'D_NAl.IE RO~D_NAl.IE ~~>\LNUT LN_IVTH 11 SP_Lll.l 55 SP_LIM 55 BLOS B (2.11) O_SHD1_TYP 9 SP_LJl.l 40 O_SHD1 _WTH 0 O_SHD2_TYP 0 O_SHD2_WTH 0 Other Princip11IArteri!l1 @ RO.'D_NfaJ.IE ~~LNUT Other Principal Arter1al SP_LIM 40 MD T 17600 HCV 825 JUR_TYPE LN_WTH 11 O_SHD1_TYP O_SHD1_WTH 10 O_SHD2_TYP 0 O_SHD2_WTH RO'D_NAl.IE l.lfaJNST SP_LJl.1 45 IL 13 ROUTE - WESTBOUND BIG MUDDY RIVER STRUCTURE 49 '· 2 " our :a Vt1~ttcct llc-x:.Jtcr: 1'-1" olO' · O' face io rccc di' octc:;.cT~i l '- 7" UarJ,'c!I; 6 '-0" 12'-0" 12'-0 ' J:)'-0'' Shx!:Xr LCfi(! Lano Sr.0L1idcr - Lccaf Ta:ir;t:r.i Sra. 340· 73.40 vor,'ts ., Total C:cp = 1·-0~·· .,.·' ~ ~•• .,. f'IC '· COfK.,~Jh- tn(EJ. t;.tEJ bs!EJ '' :..1.; 1:1-'!J-• !5 1>.!(£) f)cr 5 r/, 9 .. ct5 , ~/fl.fJ'THODfl V~tl'ii.S 48 • ~-.D i'. Glrcor, rip. 61'r' J·-o· 5 Sf;OCCS ~ 8'-6" = -4]'· 4" 2'-JO ' /.'CAR P!Efi ,\'EAR UJDSPAN TC; ru,\11'1M:tJ ii htua rt rr.!r.Jr.r,,•,':'J ClWSS SECTION c.·c~tK;co, or! !;' :'rc.-t1oi'I r-r·· ralnforcOJr.cr.r M 1"-7'' -£; PC)(C.IJ)t)T I Raliiflr; 0, '-~ -· "' 0 C) %'i:(9oPonce Zi c. .. 1.}'"C:> - 1.1 w Tora• .,·· aJ,mg !JMrf / fl ' ' • rJeld- , 2 ox "' -#~I~~ .' ~·- . ••• f. • ~ · ; ' _; ~ • ·· - (f(•") -~ . . . I f. \ ~.. ,j b::J EXHIBIT 5 OLD IL 13 ROUTE - BLOS & IRIS DATA Minor Arterial [Ii] Minor Anerlal ,._,!inor Arten.sl At,{) T 6050 [DJ,--...... JUR_T'IPE IAinor Aneri.'11 LN_WTH 11 r.•DT J8 50 O_SHD1_T'IP 9 JUR_T'IPE O_SHDl_\'ITH 0 LIU'fTH 11 -~ O_SHD2_T'IP 0 O_SHD l _T'IP 5 O_SHD2_WTH 0 O_SHD1_VfTH 2 ''-..._ OLD O_SHD2_T'IP 2 ROAO_ll t,l.IE HIGHWAY O_SHD2_1'fTH 2 t-.linor Arten.sl 13 I [al JO RO.'D _mJ .IE ~;DIL Minor Anertol ..-----~~~~- SP_ LIM JS MDT 9000 MIOOf Artcri;1I ~ JUR_T'IPE J l.linor Aneriol LM_l'/TH 12 At,{) T 6050 I O_SHDl _T'IP 5 JUR_T'IPE BLOS D'f3,.68} M inor Arteu.s l Qi) O_SHDl_l' fTH 6 ~.::::a-=:--.: 1 LI l_VffH 11 IAinor Aneri O_SHD2_T'IP 3 M inor Artenal (~l SP_ Lii.i J O MinorArtt MI [ci] ~ O_SHD2_\'fTH 2 ~~_, r.tlnor Anerlal Minor Anerlal l.llnor Anertal ~ i At,{) ! 4950 ROl,D_l4•J.IE ~DIL rAflT 4700 AAOT 6600 ~ JUR_TYPE JUR_T'IPE JUR_T'IPE SP_Lll.I 55 Lrl_\'fTH 11 LM_1,'ffH 11 Lll_l'/TH 13 O_SHDl_T'IP 5 O_SHD1_T'IP 2 O_SHD 1_T'IP 9 O_SHDl_l'fTH 2 O_SH01_\VTH .i O_SHD1_WTH 0 Minor Arteu.sl ·~ O_SHD2_T'IP 3 O_SHD2_TYP 0 O_SHD2_T'IP 0 ,~6) IJmorAnerlal O_SHD2_\'fTH 2 O_SHD2_\'fTH 0 ~ O_SHD2_\VTH 0 AAOT J700 ROA0_1m.1E ~;DIL ROAO_ll Al,IE ~iDIL ROl,{)_NAl.IE ~~Hl'IAY13 JUR_T'IPE SP_ Lil.I 50 SP_Lil. I J S SP _Lii.i JO LN_l'fTH 11 O_SHD1_T'IP 5 O_SHD1_1'fTH 2 - ~ O_SHD2_T'IP 2 O_SHD2_1'fTH 2 BLOS D (3.59) "-, ROAO_NAl.IE ~;DIL ...... SP_ Lii.i 45 EXHIBIT 6 LAKE ROAD ROUTE - BLOS & IRIS DATA local Ro4d or Street @] Minor Artc1i.JI @] locail Road or Street @] Local Rood or S11ee1 IJlnor Anenal ------Local Road or Slleel ~.'DT 200 AA.OT 4850 J..~T 325 JUR_TYPE JUR_TYPE local Road or Stiect JUR_TYPE 9 LM_IVTH 10 LN_WTH 11 LN_l'ITH Local Rood or s11ee1I O_SHD1_TYP 2 O_SHD1_TYP 5 O_SHD 1_TYP A.'OT 325 O_SHD1 _\VTH 7 O_SHDl_\'ITH 2 @JI< JUR_TYPE O_SHD1_\'lTH 3 --- LocalRoad or St1ect O_SHD2_TYP 0 O_SHD2_TYP 2 In O_SHD2_TYP 0 LN_\·'/TH 8 O_SHD2_1'/TH 0 O_SHD2_\VTH 2 local Rood or Slleel to E O_SHD2_1'/TH 0 O_SH0 1_TYP 2 OLD MOT JOO ROAO_NAJ.IE ~iDIL O_SH01_1'/TH 3 ROAO_llAl.IE BRICK ROAO_NAJ.IE ~DU'.KE "-hno al \ JUR_TYPE r Ancri @] O_SHD2_TYP 0 D SP_Lll.I 45 LN_IVTH Minor Anerial SP_Lll.I O_SHD2_1'1TH 0 I/ lll sP_u1.1 ~oII O_SHD l_TYP At.!lT 6050 ROAO_N ROl.!l_NAl.IE ~~IDGE JUR_TYPE 4 I L~l_\'/TH 12 SP _Lil.I 40 l 0 r Major Collector @] O_SHD1_TYP 8 l.lajor Colleclor O_SHD1_WTH 0 BLOS B O_SHD2_TYP 0 At.!lT 2150 r JUR_TYPE O_SHD2_WTH 0 lou l Road or Street @] LN_WT 11 H ROAO_N I BLOSBI SP_Ul.I 0 l!:====-=::.I ROflll_M•J.IE ~;oIL ~ ~ SP_Ul.1 45 L UJ 1- ::> 0 a:: c <( 0 a:: EXHIBIT 7 CHAUTAUQUA ROUTE - BLOS & IRIS DATA Major Collector @) 1 · Majer Collector @) I Major Collector I II Major Collector A•DT 1250 f..'DT 2250 JUR_1 JUR_1 0 Minor Anerial Lll_ WTH Lll_ WTH 10 O_SHD1_TYP 2 Minor An erlal O_SHD1_TYP 2 O_SHD1_WTH 3 AA.OT 3900 O_SHD 1_'/fTH 2 O_SHD2_TYP 0 JUR_1 O_SHD2_TYP 0 O_SHD2_V·/TH 0 LN_WTH 11 O_SHD2_\'/TH 0 O_SH01_TYP 3 ROJ..D_NAJ,IE ~~UTAUOUA CHAUTAUQUA ROAO_NAl.IE RD O_SHD1_V/TH SP _Lii.i 4 O_SHD2_TYP 2 SP _Lii.i 45 loc4J Road or Strttt @: O_SHD2_V/TH 5 ROAO_NJ.J.IE Local Road or Street SP_Lll.I 50 A•DT 750 ~ JUR_1 .....______\_._/ . BLOS d(4.01) Lll_ \VTH -...... __ O_SHD1_ TYP 2 \ O_SH01_WTH 2 O_SHD2_TYP 0 Major Collector @ O_SHD2_\VTH 0 Minor Arterial l.lajor Collector ROAO_NA!.IE ~~UTAUOUA f.J..DT 2400 AA.OT 2300 JUR_ 1 0 JUR_1 0 SP_Lll.I 45 Li'l_WTH 15 LN_1.'/TH 11 O_SHD1_TYP 9 O_SHD1_TYP 3 O_SHD1_1'/TH 0 2 ( 111O_SHD1_\VTH O_SHD2_TYP 0 O_SHD2_TYP 2 ~ O_SHD2_1//TH 0 O_SHD2_WTH ROAO_NAl.IE ROf..D_NAJ,IE ~~OWER SP_LIM 55 SP _Lii.i 30 ~ B\ S C (3.22) 1BLOS C (3.34) ) 1 ~-r-' EXHIBIT 8 -<( Q::: c zw 0 c z <( al <( M ....."""' 0 1- ....,:i... c ::::s u0 ....,0 m ~ EXHIBIT 10 V) w V) V) ~ 0::: cw z ::::> ...J - v• VU'-J lf.,Vlll VI -'•" • (]) B~idgeFence Roi/Ing , Sid. R-33 on north side of structure -00 49 was originally built In 1974 along F.A. 14. Section 12-28-2. The back to back !lghl poles not shol'ln f or clarity. " and the out- to-out deck width Is 42 '-0" . The struclur e consists of a three span continuous Measured radially. ucture horizontally curved supporled on pile stub abutments 011d solid wall piers. Structure to be For Section A- A. see sheet 2 of 53. ~DS - 11 Drainage Scuppers to be localed on the south side c each end of tho structure. be maintained by providing a Temporary crossover from the exisling eastbound r oodWO'f to /lie existing ® For tiqht pole locations. pole heights. and anchor boll po/Te ptoge I. Upon completion of tho nel'I eastbound strucruro. traffic w/11/Jo maintained l'lith a temporary see Lighting Pion Details. ~g wosU1ound roadv10'f to the eastbound structure for STage I!. ® Slope 1:2 N:H) at right angles to abutment along face of w typical. (f) Permanent Ground Anchor and Tie Rod. lypica/. . ach ,,,.,,- Traf fic Barrier Terminal t-!Y2R!.. f21/ Sid 631031 · Type 6 (Appr. Ends) Sla1 V I Si d 631026 - Type 5 (£xii Ends) 48" Web If. Girder (Composite) I ij "'-' F .. .. . - . ------.-.- - - - - 0 £- .. - . - - - -.z .. _._. ----.. ---O F .. F . .. · -- · .. ~-: .. ~ f D.H. W. Elev. I • (\l•i:n;·~E'•' ._.>:.. 5'· l" 372.34 (50 Yr .J ·;· :: \\ ,., _ 354.5 • : min. cir. Ete1'. 3520 _..,....,../i~\..'c'tYP· ,J11 ,, '' ,--- , .. et.c:'.:0:: li ' ii \\ E,;,u,;J'-.v· E.W.S.£. 349.l ; :: ·:. El"JSl.S """'ii __,,.-- ~ " .. :: : :•1 : . ~ ...--. . ""'.. ll '""'· l49A .. .. I'• •ll :,:• ':: II 11 11 1 II --~--~-\\~ :: ~11 ::11 :: II .. ::11 G""'d , , ..,____ ll-- :: :: .: :: I II II Pl! 5 -__,, h,.lw•·- Steel H- 11 ~ e :: .,JJ,. Steel H- Pites ·''---"-'-"LJ ., ll :: ll ll Cofferdam Srreombed II 11 II 11 II II 11 11 Sleet fl-Piles~· 11 11 rType 2) typ Elev. 323.0 ..L..&...... ~ , • JGtJLili- Steel Ii· Piles ELEVATION(]) •_,.-: ·-~- .-~1! ' ·-· EXHIBIT 11 BIG MUDDY RIVER GUAGE READINGS BY MONTH Raw Gauge Readings (Gauge Elevation is 335.5) Year Jan Feb mar April may June July Aug Sep Oct Nov Dec 1999 13.78 19.33 14.27 20.15 18.8 14.75 8.593 4.216 3.188 3.201 3.137 2000 6.069 7.783 6.03 14.35 10.91 6.396 4.066 3.462 4.395 5.407 2001 13.68 15.71 16.28 6.51 3.881 3.892 8.091 4.743 17.41 2002 12.39 17.3 16.72 25.72 12.15 4.898 3.645 3.525 3.687 5.455 2003 7.356 9.213 7.939 17.25 13.43 5.486 4.104 3.405 4.108 3.79 2004 5.591 10.24 8.08 15.55 6.435 4.665 4.505 4.138 10.52 10.45 2005 19.46 11.65 7.982 8.997 5.362 5.341 3.704 3.586 3.799 3.441 7.525 4.493 2006 6.548 8.037 19.64 9.531 10.23 7.103 6.732 5.233 6.305 10.43 13.01 2007 16.2 11.92 11.66 13.56 12.69 6.432 4.062 3.931 4.363 4.135 3.392 7.914 2008 5.425 14.99 26.86 20.52 21.31 17.42 7.908 10 4.106 3.907 4.966 2009 5.448 10.72 10.52 17.58 24.14 15.34 13.88 7.032 5.523 14.2 16.84 13.79 2010 13.25 11.93 15.3 17.07 18.85 17.33 19.53 15.18 8.917 8.005 3.983 3.899 2011 4.004 7.697 18.57 19.14 29.72 22.09 21.11 11.39 5.664 4.413 7.416 17.92 2012 9.614 9.74 9.915 7.147 6.326 3.914 3.501 3.523 4.618 3.865 3.735 3.846 2013 10.26 10.77 16.83 17.1 19.96 21.91 11.21 5.594 4.049 3.756 4.822 11.66 2014 9.817 6.389 6.188 16.63 16.08 12.94 13.7 7.205 3.991 6.61 2015 8.593 5.633 17.28 15.47 9.603 22.42 22.49 8.009 4.526 3.98 8.035 BIG MUDDY RIVER - WATER DEPTH OVER/UNDER ELEVATION 350 BY MONTH Depth Over or Under Elevation 350.0 year Jan Feb mar April may June July Aug Sep Oct Nov Dec 1999 -0.718 4.831 -0.229 5.649 4.304 0.245 -5.907 -10.284 -11.312 -11.299 -11.363 -14.5 2000 -14.5 -8.431 -6.717 -14.5 -8.47 -0.148 -3.59 -8.104 -10.434 -11.038 -10.105 -9.093 2001 -14.5 -14.5 -14.5 -0.817 1.205 1.779 -7.99 -10.619 -10.608 -6.409 -9.757 2.905 2002 -14.5 -2.11 2.797 2.223 11.215 -2.347 -9.602 -14.5 -10.855 -10.975 -10.813 -9.045 2003 -7.144 -5.287 -14.5 -6.561 g.]5 -1.073 -9.014 -10.396 -14.5 -11.095 -10.392 -10.71 2004 -14.5 -8.909 -4.257 -6.42 -14.5 1.053 -8.065 -9.835 -9.995 -10.362 -3.976 -4.047 2005 l1.963 -2.851 -6.518 -5.503 -9.138 -9.159 -10.796 -10.914 -10.701 -11.059 -6.975 -10.007 2006 -7.952 -6.463 5.136 -4.969 -4.267 -7.397 -7.768 -14.5 -9.267 -8.195 -4.071 -1.493 2007 1.698 -2.579 -2.837 -0.938 -1.81 -8.068 -10.438 -10.569 -10.137 -10.365 -11.108 -6.586 2008 -9.075 0.492 -14.5 12.362 6.023 6.811 12.916 -6.592 -4.497 -10.394 -10.593 -9.534 2009 -9.052 -3.777 -3.985 3.082 9.638 0.844 -0.62 -7.468 -8.977 -0.305 2.337 -0.715 2010 -1.248 -2.573 0.8 2.573 4.353 12.827 5.03 0.684 -5.583 -6.495 -10.517 -10.601 2011 -10.496 -6.803 4.068 4.637 15.218 7.593 6.605 -3.109 -8.836 -10.087 -7.084 3.421 2012 -4.886 -4.76 -4.585 -7.353 -8.174 -10.586 -10.999 -10.977 -9.882 -10.635 -10.765 -10.654 2013 -4.242 -3.735 2.327 2.595 5.463 7.406 -3.292 -8.906 -10.451 -10.744 -9.678 -2.84 2014 -4.683 -8.111 -8.312 2.133 1.584 -1.557 -0.805 -14.5 -14.5 -7.295 -10.509 -7.89 2015 -5.907 -8.867 2.781 0.966 -4.897 7.918 ~.989 -6.491 -9.974 -10.52 -6.465 -14.5 Yell ow highlighted cells show overtopping - out of 204 months trail would be overtopped in 44 of those - 21 % BIG MUDDY RIVER WATER LEVEL OVER/UNDER ELEVATION 355 BY MONTH Depth Over or Under Elevation 355.0 year Jan Feb mar April may June July Aug Sep Oct Nov Dec 1999 -5 .718 -0.169 -5.229 0.649 -0.696 -4.755 -10.907 -15.284 -16.312 -16.299 -16.363 -19.5 2000 -19.5 -13.431 -11.717 -19.5 -13.47 -5.148 -8.59 -13.104 -15.434 -16.038 -15.105 -14.093 2001 -19.5 -19.5 -19.5 -5 .817 -3.795 -3.221 -12.99 -15.619 -15.608 -11.409 -14.757 -2.095 2002 -19.5 -7.11 -2.203 -2.777 6.215 -7.347 -14.602 -19.5 -15.855 -15.975 -15.813 -14.045 2003 -12.144 -10.287 -19.5 -11.561 -2.25 -6.073 -14.014 -15 .396 -19.5 -16.095 -15.392 -15.71 2004 -19.5 -13 .909 -9.257 -11.42 -19.5 -3.947 -13.065 -14.835 -14.995 -15.362 -8.976 -9.047 2005 -0.037 -7.851 -11.518 -10.503 -14.138 -14.159 -15.796 -15.914 -15.701 -16.059 -11.975 -15.007 2006 -12.952 -11.463 0.136 -9.969 -9.267 -12.397 -12.768 -19.5 -14.267 -13.195 -9.071 -6.493 2007 -3.302 -7.579 -7.837 -5 .938 -6.81 -13.068 -15.438 -15 .569 -15 .137 -15.365 -16.108 -11.586 2008 -14.075 -4.508 -19.5 7.362 1.023 1.811 -2.084 -11.592 -9.497 -15.394 -15.593 -14.534 2009 -14.052 -8.777 -8.985 -1.918 4.638 -4.156 -5.62 -12.468 -13.977 -5.305 -2.663 -5.715 2010 -6.248 -7.573 -4.2 -2.427 -0.647 -2.173 0.03 -4.316 -10.583 -11.495 -15.517 -15.601 2011 -15.496 -11.803 -0.932 -0.363 10.218 2.593 1.605 -8.109 -13.836 -15.087 -12.084 -1 .579 2012 -9.886 -9.76 -9.585 -12.353 -13.174 -15.586 -15.999 -15.977 -14.882 -15.635 -15.765 -15.654 2013 -9.242 -8.735 -2.673 -2.405 0.463 2.406 -8.292 -13 .906 -15.451 -15.744 -14.678 -7.84 2014 -9.683 -13.111 -13.312 -2.867 -3.416 -6.557 -5.805 -19.5 -19.5 -12.295 -15.509 -12.89 2015 -10.907 -13.867 -2.219 -4.034 -9.897 2.918 Q.989 -11.491 -14.974 -15.52 -11.465 -19.5 Yell ow highlighted cells show overtopping - out of 204 months trail would be overtopped in 15 of those - 7% EXHIBIT 12 CARBONDALE TO MURPHYSBORO BIKE ROUTE PREFERRED AL TER."N"ATIVE AND RECOMMENDED SUPPLEMENTAL C01\1NECTIONS 11· / .\rr- ...... ------4 I ) ' I ~~-MURPHYS~O .· / I '\::: . UNDE"'"' I L...... -~~~- ~i/lI U. JJ I = - >(}~r j L _ --...... _-----__ "\\ = - 1-- .----=-r-' r------, --, y~o/ ··········· _,,... · HUMANE RD~ I I POTEi'.:TI AL RAIL TO TRAIL CO~\'ERSION-----~-..:------__ ( ·, ""'··'[ ------...... __ ._/ I 1:~ c.=ao I -i J J !:l \_I IL 13 ll 13 UNDERPASS ------~ O:l ' =: \ ~ 0 :>- , I- ,.,...... --- r:: I LEGE~fer-re_d_A-lt-er-n....,:-h ~-;.-(S.....ido P"h >nng IL I~[~ ------Recommended Supplementary Connection (Optional) §~_J__I_ J...... Existine & Proposed Bike Route Network \ - ) I I Murphysboro l\lunicif al.Jiound~ . L .~ )-1 ~ound / j' 1 I Carbondale Municipl l \ It..-J \ r-( \ 8. - - ~ EXHIBIT 13 Prioritized Projects List 1. IL 13 Underpass and associated trail segments Estimated Cost Underpass Culvert $500,000 Paved Trail Segments (-2500') $215,000 Utilities (none visible off right of way) TOTAL $715,000* *Note: This cost is based on construction of the underpass and trail as part of a larger IDOT contract to remove the IL 13 bridges that currently span the abandoned railroad. **For all utility estimates it is assumed that utilities on existing IDOT right of way will be moved at the utility company's expense. 2. Way Finding Signage along Wood, Striegel and Beadle Roads _j r-=r .._,\ ~ Ii k - \ ~J ( OLD IL13 '\ J l -- ( I , Estimated Cost Bike Route Signage $4,000 Right of Way $0 Utilities iQ TOTAL $4,000 3. 4th Street to Williams Street Segment Estimated Cost Paved Trail Construction (2,850') $640,000 Right of Way - none $0 Utilities (none visible off right of way) iQ TOTAL $640,000 4. New Era to IL 13 rail to trail conversion Estimated Cost Paved Trail Construction $1,130,000 Lighting $340,000 Right of Way (9.39 acres) $60,000 TOTAL $1,530,000* *Note: Cost of this trail could be reduced by approximately $500,000 if an aggregate surface were used instead of a paved surface; elimination of lighting would save an additional $340,000 for a total savings of $840,000. 5. Airport Road to Country Club Road Segment Estimated Cost Paved Trail Segment (2,800') $615,000 Right of Way $15,000 Utilities (none visible off right of way) ~ TOTAL $630,000 6. Williams Street to Watson Road Segment (324+50 to 268+00 =5,650 ft.) Estimated Cost Trail Construction $850,000 Right of Way $150,000 Utilities (none visible off right of way) ~ TOTAL $1,000,000 7. Watson Road to Country Club Road Segment (268+00 to 216+50 = 5,150 ft.) Estimated Cost Trail Construction $850,000 Mud Creek Ped./Bike Bridge $750,000 Right of Way $40,000 (easements) Utilities (none visible off right of way) iQ TOTAL $1,640,000 8. New Era Road to Striegel Road Segment (68+00 to 98+50 = 3,050 ft.) Estimated Cost Trail Construction $430,000 Right of Way (various easements) $20,000 Utilities (none visible off right of way) .$Q TOTAL $450,000 9. Humane Road to Lake Road Segment (166+00 to 128+50 = 3,750 ft.) Estimated Cost Trail Construction $700,000 Right of Way (1 parcel SE corner $40,000 of Wood rd ., easements throughout - 5 parcels) Utilities (none visible off right of way) TOTAL $740,000 10. Lake Road to Striegel Road Segment (128+50 to 98+50 =3,000 ft.) Estimated Cost Trail Construction $510,000 Right of Way (various easements) $20,000 Utilities (none visible off right of way) iQ TOTAL $530,000 11. IL 13 Underpass connection to 3rd Street (- 1,500 ft. of additional trail) Estimated Cost Trail Construction $300,000 Right of Way $30,000 Utilities (none visible off right of way) iQ TOTAL $330,000 12. IL 13 to Country Club Road Rail to Trail Conversion (0.75 Miles) Estimated Cost Trail Construction $525,000 Right of Way (3 parcels - 10 acres) $75,000 Utilities (none visible) ~ TOTAL $600,000 EXHIBIT 14 PROJECT STUDY GROUP TEAM MEMBERS • CaITie Nelsen - IDOT District 9, Program Development Engineer • Julie Klamm - IDOT District 9, Environmental Coordinator • Ed Barsotti - RIDE Illinois, Chief Programs Officer • Dan Bost-Jackson County Board Member • Julie Peterson - Jackson County Board Member • Grant Guthman - Jackson County Engineer • Will Stephens -Mayor of Murphysboro • Chris Wallace - City of Carbondale, Development Services Director • Michelle McLemon - Jackson County Health Department, Director of Health Education • Audrey Wagner - SIU Department of Geography and Environmental Resources, Lecturer • Joe Zdankiewicz- SIMPO, Director of Transportation Planning • Beau Henson - Greater Egypt Regional Planning Commission, Economic Dev. Specialist COUNTY HIGHWAY FUND FAS FUND February, 2017 February, 2017 Beginning Balance $966,342.95 Beginning Balance $848,777.68 Receipts Receipts Interest $840.99 Interest $873.32 Gavilon Grain, LLC 12,651 .59 Carbondale Twp; 72,236.08 Miscellaneous (Village o1campbe11 Hllll 29.99 Treasurer, State of Illinois 14,229.27 Various Townships 7,529.18 Tax Monies ______1,449.56 ..... County MFT Fund (Co. Engr. Sal.Relmb .) 28,777.00 TOTAL $88,788.23 Treasurer, State of Ill. (Gavllon Grain) 0.00 Expenditures Tax Monies 3,340.17 HMG Engineers, Inc. $865.00 Diesel Fuel Reimbursement 929.60 Treasurer, State of Illinois 0.00 TOTAL ------$54, 098. 52 TOTAL ·------$86K65-- Expenditures BALANCE $936, 700.91 FICA, IMRF & Medicare $11,998.20 COUNTY BRIDGE FUND Expense Account 0.00 February, 2017 County MFT Fund (IGT) 0.00 Beginning Balance $117,983.38 Gas, Diesel, Oil 6,089.32 Receipts Health Insurance 11,712.00 Interest $116.77 Highway Repairs and Maintenance 0.00 . Tax Monies ·------225.30 Lease 0.00 TOTAL $342 .07 Materials 6,191.26 Expenditures Miscellaneous 192.05 County Highway Fund $0.00 Mileage 667.49 Hampton, Lenzini & Renwick, Inc. 6,855.67 New Equipment 0.00 Ready-Mix Solutions ______P..:.29 __ Office Supplies 421.72 TOTAL $6,855.67 Payroll 65,481.70 ....BALANCE...... $111,469...... 78...... Preliminary Engineering, .,.~" '""""""' ' 12,649.96 Supplies &.Repairs 15,278.90 TOWNSHIP BRIDGE FUND February, 2017 Staff Training 0.00 Beginning Balance $197,689.55 Tires & Tubes 714.23 Receipts Unemployment 0.00 Interest $191.70 Utilities 1 ,963.03 Treasurer, State of Illinois 0.00 Workman's Comp. ______P..:22__ TOTAL ------$19T7o-- TOTAL $133,359.86 Expenditures ... ~~~.~~.~~ ...... ~~~.!.! .~~-~. : ?.~ .... . DePew and Owen Builders, Inc. ______JP.:.QQ __ COUNTY MFT FUND TOTAL $0.00 February, 2017 BALANCE $197,881.25 ...... u ...... Beginning Balance $1,267,834.61 TOWNSHIP MFT FUND Receipts February, 2017 Allotment $60,183.23 Beginning Balance $791, 138.10 Twp. MFT Fund 0.00 Receipts Interest 1,252.72 Allotment $64,924.58 Treasurer, State of Ill. (li e"',,...·""'·""""' 0.00 Dwain Forby Trucking (MFr Bld Ch ecks) $0.00 TOTAL ------$61,435.95------Interest 793.22 Expenditures TOTAL ·------$65:717~86-- Anna Quarries, Inc. $11 ,951.72 Expenditures Cargill, Inc. 0.00 Bradley Twp. $0.00 County Highway Fund 28,777.00 Bower Truck Service 0.00 Kinkaid Stone Co. ------0.00 County Highway Fund 0.00 TOTAL $40,728.72 Kinkaid Stone Co. 2,204.88 ... ~.~~~~~ ...... ~~ ... ?.~~!.~~.~.=~-~ ... . Vergennes Twp. Rd. Dist. ______P..:29 __ TOTAL $2,204.88 BALANCE $854,651.02 ············································································-······································· Monthfy Account Payables - COUNTY HIGHWAY Fund 3/1/2017 lhrough 3121/2017 3/14/2017 Page 1 Date Account Num Description Memo Category Tag Amount 3/1/2017 County Highway 3503 County Payroll Claim #139 Pers. Serv. Payroll -44,497 .35 3/2/2017 County Highway 3504 County Payroll Claim #13 ... Pers. Serv. Payroll -43,989.28 3/3Fi01'7--COuntY-Hf9hWay·· 3s0'5-Cc»Unty·payro11 ··------··· · ·· ·- -··· -- ·-·--·-· ciaiitt #14(f-p4;-,:s~serV~- - ··- ·- Payrofi __ __ ... _····-· ·· ·-----· ··- ··· 43]1~36 3/21/2017CountyHlghway Print Ameren Illinois Claim #141 Cont. Serv. Utilities -1,474.98 3/21/2017County Highway Print Barr Upholstery Claim #142 Commodities Supp. & Repairs -75.00 ·-·-312·1·;2011·countY·H1g·hway· ·piint ··· s-ciP.Network5.1.LC · ··· ····-·· ·· ···· ·· -·· ··aa1m·#143·-contserv. ----· ut111ties········-···--·--··---- ···-··-·- ·:s:r.-es 3/21/2ofreounty Highway Print Blue Tarp Financial Claim #144 Commodities Supp. & Repairs ·879.96 3/21/2017County Highway Print Certified Laboratories Claim #145 Commodities Supp. & Repairs -149.99 3/21/2017County Highway Print Chartrand Equipment Claim #146 Commodities -·-·-·supp. & Repairs ------·---_55:00 3/21/2017County Highway Prtnt City of Murphysboro Claim #147 Cont. Serv. Utilities -133.93 3/21/2017County Highway Prtnt Coleman Lawn Equipment, Inc. Claim #148 Commodities Supp. & Repairs -277.18 3/21/2017County Highway Print Concorde Inc. ·--·--·--- Claim #149 Cont. Serv. Misc. -274.00 3/21/2017County Highway Print Constellation NewEnergy, Inc. Clalm#150 Cont. Serv. Utlllties -418.09 3/21/2017County Highway Print Egyptian Electric Cooperative Assoc. Claim #151 Cont. Serv. Utilities -314.12 · · ·3721"/i ifficounty Highway Prtnt-T8Eici Reviewed By:~,L.... A0-Jc,~a14-~r:-:::::==::::::=:_ 4County Engineer APPROVED REAL PROPERTY COMMITTEE Monthly Account Payables - TOWNSHIP MFT Fund 3/1/2017 through 3/21/2017 3/14/2017 Page 1 Date Account Num Description Memo Category Tag Amount 3/21/2017 Township MFT Print Claim #20 ... S'Ridge Twp. Materials -1,394.71 3/1 /2017. 3/21/2017 -1,394.71 APPROVED REAL PROPERTY COMMITTEE Monthly Account Payables - TOWNSHIP BRIDEGE Fund: 3/21/2017 through 3/21/2017 3/14/2017 Page 1 Date Account Num Description Memo Category Tag Amount 3/21/2017 Twp Brldg ... Print Charla Hornbostel Claim #1 Capital Improvement ROW-12-01113-00-BR -500.00 I 3/21/2017 Twp Bridg ... Print Clarence E. Jr. and Marcia Kl ... Claim #2 Capital Improvement ROW-12-01113-00-BR ..soo.oo..; 3/21/2017 Twp Bridg ... Prln n Builders, I... Claim #3 ... Cont Serv. Consl-15-04111-00-BR -12,411.8511 3/21/2017. 3/21/2017 -13,511.85 County Engineer APPROVED REAL PROPERTY COMMITTEE Monthly Account Payables - FAS Fund 3/1/2017 through 3/21/2017 3/14/2017 Page 1 Date Account Num Description Memo Category Tag Amount 3/21/2017 FAS Claim #6 Cont. Serv. P.E.-16-00175-00-SP -3,408.75 3/1/2017. 3/21/2017 -3,408.75 County Engineer APPROVED REAL PROPERTY COMMITIEE Monthly Account Payables - COUNTY MFT Fund 3/1/2017 through 3/21/2017 3/15/2017 Page 1 Date Account Num Description Memo Category Tag Amount 3/21/2017 County MFT Print Anna Quarries, Inc. Claim#7 Commodities Materials -4,827.47 3/21/2017 County MFT Print Kinkaid Stone Company Claim#8 Commodities Materials -110.97 3/21/2017 County MFT Print Cargill, Inc. Claim#9 Commodities Salt -8.223.42 -13,161.86 J1mo17 - 3121rzo17 ~? ! ~_ Reviewed By: at~~-- County Engineer APPROVED REAL PROPERTY COMMITTEE RESOLUTION#______ BE IT RESOLVED, that the following proposals for furnishing materials required for County Motor Fuel Tax Maintenance 2017 be accepted. UNIT GROUP BIDDER MATERIALS COST A Marathon Petroleum Co., LLC Bituminous Materials Delivered Benton, IL HFE-90, HFE-150 or RS 2 $ 1.825/gal B Anna Quarries, Inc. Seal Coat Aggregate, CA 16 Anna, IL F.O.B., Anna Quarry $ 9.80/ton Kinkaid Stone Co. Seal Coat Aggregate, CA 16 Ava, IL F.O.B. , Kinkaid Quarry $ 9.80/ton c Anna Quarries, Inc. Surfacing Materials, Anna, IL CA 6 or CA 10 $ 8.15/ton F.O.B., Anna Quarry Kinkaid Stone Co. Surfacing Materials, Ava, IL CA6 or CA 10 $ 8.30/ton F.O.B., Kinkaid Quarry D Anna Quarries, Inc. Surfacing Materials, Anna, IL CA 6 or 10 Pugmilled $ 8.35/ton F.O.B., Anna Quarry Kinkaid Stone Co. Surfacing Materials, Ava, IL CA 6 or 10 Pugmilled $ 8.50/ton F.O.B., Kinkaid Quarry E Anna Quarries, Inc. Seal Coat Aggregate Fine, FA 22 or FA 5 Anna, IL F.O.B., Anna Quarry $10.20/ton Kinkaid Stone Co. Seal Coat Aggregate Fine, FA 22 or FA 5 Ava, IL F.O.B., Kinkaid Quarry $10.20/ton F Anna Quarries, Inc. HFE-300 Mix Aggregate Anna, IL 3/8" Minus $ 8.50/ton F.O.B., Anna Quarry Kinkaid Stone Co. HFE-300 Mix Aggregate Ava, IL 3/8" Minus $ 8.50/ton F.O.B., Kinkaid Quarry G Anna Quarries, Inc. Bit. Patch Mix, CA 16 Mix Anna, IL F.O.B., Anna Quarry $52.95/ton Kinkaid Stone Co. Bit. Patch Mix, CA 16 Mix Ava, IL F.O.B., Kinkaid Quarry $50.35/ton H Marathon Petroleum Co., LLC HFE-300 Emulsified Asphalt Benton, IL Mixed @ Co. Garage $2.375/gal. Anna Quarries, Inc. HFE-300 Emulsified Asphalt Mix, Special Anna, IL F.O.B., Anna Quarry $51.30/ton Kinkaid Stone Co. HFE-300 Emulsified Asphalt Mix, Special Ava, IL F.O.B., Kinkaid Quarry $50.35/ton J Anna Quarries, Inc. HFE-300 Emulsified Asphalt Mix Anna, IL F.O.B., Anna Quarry $39.35/ton UNIT GROUP BIDDER MATERIALS COST Kinkaid Stone Co. HFE-300 Emulsified Asphalt Mix Ava, IL F.O.B., Kinkaid Quarry $38.65/ton K Anna Quarries, Inc. Riprap, Class A4 or A5 Anna, IL F.O.B. Anna Quarry $11 .80/ton Kinkaid Stone Co. Riprap, Class A4 or A5 Ava, IL F.O.B., Kinkaid Quarry $11.95/ton L Illini Asphalt Corp. Liquid Asphalt Applied Benton, IL HFE-90, HFE-150 or RS 2 $1 .975/gal HFP $2.380/gal Aggregate Spread, CA 16 $25.20/ton M Energy Culvert Co., Inc. Pipe Culverts, Polyethylene - CPE, Class D (Non-MFT) Energy, IL Delivered, County Yard 15" Dia., 200', Type 1 $ 6.47/1.f. 18" Dia., 200', Type 1 $ 8.61/1.f. 24" Dia., 100', Type 1 $14.85/1.f. 30" Dia., 200', Type 1 $21.95/1.f. 36" Dia., 100', Type 1 $27.94/1.f. STATE OF ILLINOIS COUNTY OF JACKSON I hereby certify that the foregoing is a true and correct copy of a Resolution adopted by the Jackson County Board at the meeting held on the 21st day of March , 201L IN TESTIMONY WHEREOF, I have hereunto set my hand and seal this 21st day of March, 201L SEAL Larry W. Reinhardt, County Clerk C:\Documents and Sellings\Rila\My Oocuments\WordPerfect\MFT\201 7\COUNTY\Material Resolution.nnm.wpd RESOLUTION#____ _ BE IT RESOLVED, that the following proposals for furnishing materials required for Township Motor Fuel Tax Maintenance 2017 be accepted. GROUP BIDDER MATERIALS UNIT COST A Illini Asphalt Corp. Liquid Asphalt Applied Benton, IL HFE-90, HFE-150 or RS 2 $1 .975/gal HFP $ 2.380/gal Aggregate Spread, CA 16 $23.70/ton B Anna Quarries, Inc. Bit. Patch Mix, CA 16 Mix $52.95/ton Anna, IL F.O.B., Anna Quarry Kinkaid Stone Co. Bit. Patch Mix, CA 16 Mix $50.35/ton Ava, IL F.O.B., Kinkaid Quarry c Anna Quarries, Inc. HFE-300 Emuls. Asphalt Mix $39.35/ton Anna, IL F.O.B., Anna Quarry Kinkaid Stone Co. HFE-300 Emuls. Asphalt Mix $38.65/ton Ava, IL F.O. B., Kinkaid Quarry D Anna Quarries, Inc. HFE-300 Emuls. Asphalt Mix-Special $51.30/ton Anna, IL F.O. B., Anna Quarry Kinkaid Stone Co. HFE-300 Emuls. Asphalt Mix-Special $50.35/ton Ava, IL F.O. B., Kinkaid Quarry E Anna Quarries, Inc. Surfacing Materials $ 8.15/ton Anna, IL CA 6 or CA 10 F.O.B., Anna Quarry Kinkaid Stone Co. Surfacing Materials $ 8.30/ton Ava, IL CA 6 or CA 10 F.O.B., Kinkaid Quarry F Anna Quarries, Inc. Riprap, Class A4 or A5 $11 .80/ton Anna, IL F.O.B. Anna Quarry Kinkaid Stone Co. Riprap, Class A4 or A5 $11 .95/ton Ava, IL F.O.B., Kinkaid Quarry G Bower Truck Service Surfacing Materials, (Elk) Ava, IL CA 6 or CA 10, Delivered $14.15/ton H Bower Truck Service Surfacing Materials, (Grand Tower) Ava, IL CA 6 or CA 10, Delivered $14.25/ton Bower Truck Service Surfacing Materials, (Kinkaid) Ava, IL CA 6 or CA 10, Delivered $13.65/ton (Tandem Trucks Only) J Bower Truck Service Surfacing Materials, (Murphysboro) (Non-MFT) Ava, IL CA 6 or CA 10, Delivered $14.15/ton K Bower Truck Service Surfacing Materials, (Pomona) Ava, IL CA 6 or CA 10, Delivered $14.15/ton (Tandem Trucks Only) STATE OF ILLINOIS COUNTY OF JACKSON I hereby certify that the foregoing is a true and correct copy of a Resolution adopted by the Jackson County Board at the meeting held on the~ day of March , 2017. IN TESTIMONY WHEREOF, I have hereunto set my hand and seal this 21 st day of March , 2017. SEAL Larry W. Reinhardt, County Clerk C;\Oocumcnts and Scttings\Rita\My Documcnts\WordPerfOCl\MF1'2017\TOWNSHI P\2017 Materials Rcsolution.rmm.wpd Q lllnois Department W of Transportation Tabulation of Bids Name of Bidder. IDlnl A:r. halt CO . Anna Quanios Inc. Kinkaid Stone Co. Bower Truck Service Rawson ExcovaU Local Public Agency: _,v~A~R"'IO"'U"'s,.-___ _ Dale: 212812017 Coonty: JACKSON limo: 10:00 A.M. Addmss or Bidder. P.O. Box 310 P.O. Box 1BO 4287 Kl'lkald Stone Rood P.O. Box 74 141 Cooo Club Road Section: 17-XXOOO-OO-GM Appropriation::::::::::::::::::____ _, Benton, IL 62812 Anna, IL 62906 Ava, IL 62907 Ava, IL 62007 Carbondale, ll 62903 EsUmate: ProposalGuornntee:l------t------1------f-"'lll~<.>.J!.!1,."-f'~~-l------f------,lf------~ Atlen A ILIOUIDASPHALT, HFE-90, HFE-150 OR RS-2 J06SrTE IGAL 1181.174.00 tocools 363.1-48.oo /'..~,J~/p/.!J l.IOUID ASPHAL.T, HFP JOB SITE IGAl 114,em:o 2.8£001 s 41.M0.9!5 2.'.c I ,1,m·-'IJ .!5~ AGGREGATE SPREAD. CA 16 JOB SITE ITON l&.734.CXl wxooI s 23l6U.OO j{~I t-15 !! II TOTAL BID GROUP A s 639.164.95 /.t~llf!f.. 5p-!} x'.il,~"'J B BITUMINOUS PATCHING MlX. FOB TRUCK ITON l~ESPEC. 56.0C-OO 52~'~1:'YA, I J _, BIDDER'S LOADING POINT .,,?Jr I ""w• lt1nt:.l>i.J.. c HFE-300 EMULSIFIED ASPHALT MIX FOB TRUCK ITON NONESPEC . m-000 ..:rJ- fJ'l,IM"t''/ ,313iJ: A • ., ...., BIDDER'S LOADING POINT D HFE-300 EMULSIFIED ASPHALT MIX.S PECIAL I FOB TRUCK ITON INONESPEC . 56.C!OOO 513.! BIDDER'S LOADING POINT ,?/§ E ISURFACINGMATERW.S,CA6arCA10 FOB TRUCK (TON IHOllEEPEC. ·= BIDDER'S LOADING POINT i .,.. F IRIPRAP,CLA4ot/\5 FOO TRUCK l!Q.tL_NONESPEC. I 12.0000 111! t'Yt'-n• //ff BIDDER'S LOADING POINT G ISURFACINGMATERIALSCAOarCA 10{ElK) TON !00.00 14.0000 ' 7000.00 'I/!: 1,075".9- SURFACING MATERIALS CA6orCA 10(GRAND TON 1,000.00 1UlCXX'J ··---- I/~/I./ 250~ TOWER) I l•v• '"~'" I "~I' "~wl I ! I I I I (' _ I•" - I I I I I I I SURFACING MATERIALS CA6 or CA 10 fKtNKAJOl!TANDEM TRUCKS ONL Yl TON :ioooo 12500J 13":.f "'0'15~ ~ . . 3750.00 SURFACING MATERIALS CA6 arCA 10 J l1MURPHYSBORO\ TON 1200.00 1'0000 14400.00 /'l!f l~.18tT SURFACING MATERIALS CA6 or CA 10 (POMONA) 2 K lrTANDEM TRUCKS ONLYI TON 535.00 15.0IXIO s 8.02500 /4'.i 7.sw .:r lolatBht "'"""' "4Cal:u~: 1'111'1t•dl/2/2017 lll.AW1S(Rtt, f17/16/UI Q llinols Department ~of ltanspOrtat!on Tabulation of Bids local Publk: Agency: JACKSON COUNTY Date: 212.812017 Nameotmdder. Momthon Petrolcl..l'Tl Anna Quarries Inc Kinkaid Stone Co. lll!nl Aticholt Coro. Enernv Culvert Co. Inc. Metal C\Jvem Inc. County: JACKSON Time: 10:00 A.M. Addfe$Sof Bkldor: P.O. Box653 P.O. Box 180 4287 Kinkaid Stono Road P.O. Box310 P.O. Box640 P.O. Box.330 Section: 17-00000-0Q...GM Approprfallon: Benton IL 62812 Anna IL 62906 Ava ll62907 Benton IL62612 Enemv. IL 62933 Jeforoon Qtv_ MO 65102 E~tlmo.te: Proposal Guarantee: AUendedBJ.:,1'1, At/'_ ·*.; ..- ! l{,'-h_ .l.kfe-li~l.LTerms: I I Approved Engineer's e , l_;,()Oo C1/,L,>0,_ c, olf.c1../Chu~ .//f,oo ,!, B SEAL COATAGGREGATE CA 18 FOB TRUCK TON NOH:SPEC. 10.DlOQ q~ q~ BIDDER'S LOADING POINT /14•4.~,,.,..,,~ l(,.,,IG:;.,',/~ c SURFACING MATERIAL.~('.A 8 0t CA 10 FOB TRUCK TON NON:;SPEC. UlOG 21.§ !~ DIOOER'S LOADNG POINT /h,llA tl1J.•.m1 '.;<,;-,/!A,'./a,.u-.,.., SURFACING MATERIALS PUGM LLEO, CAO - D orCA10 FOB TRUCK TON NOH: SPEC. l7'00 ,!-!! Rs.! ;;.,,(/... BIDDER'S LOADING POINT ~ -M~t4-1'JI';, - SEAL COAT FINE AGGREGATE, -' E FA22or FA5 FOB TRUCK TON NONEGPEC. /~?.! 10".! '"""' BIDDER'S LOADING rowr /In,,,.,tltun'"f Jl...·/lfCAAJ/.),_ fYL F HFE-300 MIX AGGREGATE 3/ll" MINUS AGG FOB TRUCK TON NON::SPEC. J!! g~ '·""' BlDOER'S LOAD NG POINT /ln11A-f/IH.Yl":f k!i(l !Md/}tu-rt'Y G BITUMINOUS PATCHSNG... IX FOB TRUCK TON NON:SP£C. H.OOXI 5~'![ t:;()33 BIDOER'S.LOADNG POINT l{rw... ~'f l DIX>ER'S LOADfHG POINT Ar1n11-Qa.1-rf., i'.ifl""'--•J (}IJ~ J HFE-300 EMJLSIFIEO ASPIW. T IAX, FOD FOOTRUCK TON NON:Sl'EC. U.J»>O .3'f?E je,~ DDOER'S LOADING POINT /fni?A.(JIJ. ~"1 r<:nl:'.A.;J Gu.~"" K RIPRAP CLASS A4 AS FOO TRUCK TON NON:: SPEC. IUlMO II~ II~ DIDOER'S LOADING POINT /Mn,.~v~~-f IJQUID ASPHALT APPL.ED HFP JOB SITE GAL 47.!J7.0 WOO I ll57M~ -7.~1/3, 37~~ '}(,,,:2.KO'IE. AGGREGATE SPREAD CA 1& JOB SITE TON ·-· 1S.OJlllllS 1S.61$J.O .:is~ TOTl\L BIO GROUP L 11.f!./5,µ;7 ?! . 240481.211 PIPE CULVERTS-POLYEllfYLENE • CPE, CU.SS 0 INON-MFT1 oo " COUNTY '1'j.ifo".9 15• DIAMETER TYPE 1 VAAO FOOT ,.,. IDOOll I t,t! 1,3"1'/~(, '.! COUNTY ''""" 1 s• DIAMETER TYPE 1 YAIUJ FOOT lt.0000 s ,~ ... ;~.!./,'12'2u q'.2 COUNTY ""· '·''~~ /,51~~ 24• DIAMETER TYPE 1 VIJUJ FOOT 1CO.DC u.oo:ios IJIOll.llO /'/'.!" /,485~J5'.!: COUNTY J.},3~'!!! 30• DIAMETER TYPE 1 YAAn FOOT 1UllOQ I 5.200.CO 211§ '/,Mo~218.!! COUNTY """ 2.,8'13~ 30• DIAMETER, TYPE 1 YAIUJ FOOT 1CO.ot 32.0000 I 3.200.CO 271!! 2,711/'ii-f!'E TOTAL BIO CROUP IJ I 10.'200.00 t111Js~ "11,107-e AIH.Hd: Totlfllld: AIClt:l.tUd: l'rl11t.Jl/l/1tJJ.1 ll.Al2JU( .... . Ol/16/1ll Cora/Levee Road Section 15-03111-00-FP APPRAISED PARCEL# OWNER PURPOSE ACRES AMOUNT 1 Bunselmeyer ROW 0.0173 $500.00 lTE Bunselmeyer TE 0.0377 $300.00 2 Levee Farms. LLC ROW 0.1387 $1,200.00 2 TE Levee Farms. LLC TE 0.1052 $300.00 3 Hamilton Farms, LLLP ROW 0.0914 $1,000.00 3 TE Hamilton Farms, LLLP TE 0.0698 $300.00 4 Dunn Trust ROW 0.9584 $8,000.00 4 TE Dunn Trust TE 0.6205 $400.00 5 Tierney Farm Land Trust ROW 0.3175 $2,700.00 5 TE Tierney Farm Land Trust TE 0.2445 $300.00 6 Brown ROW 0.3063 $2,500.00 6 TE Brown TE 0.1924 $300.00 7 Tierney Farm Land Trust ROW 0.1424 $1,500.00 7 TE Tierney Farm Land Trust TE 0.0951 $300.00 omp ehensive cono ic• evelop e t trategy 2016 Annual Report Published by: The Greater Egypt Regional Planning and Development Commission April 12, 2016 Pictured on cover: Top right - Public event commemorating the first Progressive Rail run to Herrin, IL; Center - The recently completed SIUC Transportation Education Center at Southern Illinois Airport, site selected for further consideration by EDA for new roadway project; Bottom Left- New Skylane Road open for development by the EDA funded industrial park infrastructure project in Benton, IL. The preparation of this report was financed in part through a grant from the U.S. Department of Commerce, Economic Development Administration, and annual appropriations from the Illinois Counties of Franklin, Jackson, Jefferson, Perry, and Williamson; the Kinkaid-Reed's Creek Conservancy District; Rend Lake Conservancy District; the Assembly of Local Governments; and the Cities of Benton, Carbondale, Carterville, Du Quoin, Herrin, Marion, Mt. Vernon, Murphysboro, Pinckneyville, and West Frankfort. Publication #2016-1081 ABSTRACT Abstract Title: Comprehensive Economic Development Strategy for Greater Egypt Region - 2016 Update Project Coordinators: Cary Minnis, Executive Director Margie Mitchell, Program Director Beau Henson, Economic Development Specialist Assisted By: CEDS Committee and CEDS Advisory Committee Planning Agency: Greater Egypt Regional Planning and Development Commission 3000 West De Young Street, Suite 800B-3 Marion IL, 62959 Phone:618-997-9351 www.greateregypt.org Date: April 12, 2016 Abstract: This report details the Region's progress toward meeting the goals detailed in the 2015 Comprehensive Economic Development Strategy for the Greater Egypt Region Map of the Greater Egypt Region: Jefferson 'I Perry / Franklin TABLE OF CONTENTS Table of Contents Abstract ...... i CEDS Committee ...... iii CEDS Advisory Committee ...... iv Current Comprehensive Economic Development Strategy Mission and Vision ...... 5 National and State Goals ...... 5 District Goals and Objectives ...... 6 Review of Key Economic Indicators and Performance Measures Key Economic Indicators ...... 8 Socioeconomic Profile Update ...... 19 Greater Egypt Regional CEDS Goals Project Report 2015-2016 EDA Projects Selected for Investment Award ...... 26 DRA Projects Selected for Investment Award ...... 28 Projects Identified for Regional Cooperation ...... 28 Performance Measures and Evaluative Framework ...... 31 Reports on Investment and Jobs Created ...... 36 Appendices: Appendix A - Identified Project List II CEDS COMMITTEE Comprehensive Economic Development Strategy (CEDS) Committee Private Sector Members Name Organization Rick Linton Franklin County Regional Economic Development Corporation Jeff Doherty Jackson Growth Alliance Jonathan Hallberg Jefferson County Development Corporation Jerry Crouse Regional Economic Development Corporation Public Sector Members Name Organization Kyle Harfst Southern Illinois University Kathy Lively Connect SI; MAN-TRA-CON Corporation Jeff Ashauer Perry County Ill CEDS COMMITTEE Comprehensive Economic Development Strategy (CEDS) Advisory Committee To supplement the CEDS committee, representatives from different organizations were brought in on the process to provide direct feedback on the CEDS and the CEDS process. Representatives from the following within the District were contacted to provide feedback on the Comprehensive Economic Development Strategy and its processes: );>- Counties and Municipalities );>- Private and public employers );>- Chambers of Commerce );>- Community Foundations );>- Citizens );>- Community Colleges );>- Conservancy Districts );>- Airports );>- Transit Districts );>- Southern Illinois Metropolitan Planning Organization );>- Illinois Department of Commerce and Economic Opportunity );>- USDA Rural Development IV CEDS Annual FEDERAL, STATE, AND REGIONAL STRATEGY Current Comprehensive Economic Development Strategy District Development Strategy No significant events occurred in the region since the 2015 CEDS Full Revision was submitted that would necessitate a change in the districts development strategy. The strategy below remains as submitted in April 2015, but projects that have been completed have been removed and new projects have been added. The implementation plan is carried out by the Commission in cooperation with numerous development and promotion groups and by units oflocal government. The decentralization of these development efforts requires extraordinary encouragement of coordination and cooperation. This decentralization is reflected in the many and varied projects proposed for the District. Mission Statement Foster community and economic development in the Greater Egypt District by conducting an ongoing collaborative process to develop and implement a comprehensive economic development strategy that creates jobs and private sector investment in the region. Vision Statement The Greater Egypt Region will become a thriving, economically diverse environment for business and industry with a growing population, labor force, per capita income and expanding tax base, while maintaining a high quality of life and place. EDA, DRA, and State of Illinois Goals The Goals formulated by EDA for river valley rural sub-category remain relevant to the Greater Egypt District. They are listed below: 1. Modernize and make effective use of major central business districts. 2. Encourage infrastructure investments in areas with concrete potentials for natural resource processing with emphasis on energy production. 3. Develop port facilities 4. Assist firms and communities impacted by foreign trade. 5. Develop and/or recycle land and industrial facilities. 6. Develop adequate labor force with relevant skills. 7. Develop institutional capability in areas of high distress. 8. Develop infrastructure and facilities for tourist industry. 9. Assist in the economic development of minority businesses and neighborhoods. 10. Assist qualified organizations and neighborhoods. 5 CEDS Annual FEDERAL, STATE, AND REGIONAL STRATEGY The Goals developed within the Delta Regional Authority Regional Development Plan III are listed below: 1. Advance the productivity and economic competitiveness of the Delta workforce. 2. Strengthen the Delta's physical and digital connections to the global economy. 3. Facilitate capacity building within Delta communities. The strategic goals for the Illinois Department of Commerce and Economic Opportunity are: 1. Grow Illinois' Economy 2. Restore our Global Reputation 3. Expand access to opportunities for minorities and low income communities 4. Develop and retain talent to meet current and future employer needs 5. Increase Department transparency, accountability, and operational performance 6. Increase the impact and efficiency of community development and assistance programs District Goals and O~jectives The following goal and objective areas remain consistent with the 2015 CEDS Full Revision. Utilizing the data gathered by the Greater Egypt CEDS participants, five core goals emerged as the most important for regional progress. The core goals are followed by a subset of objectives that best represent the most attainable areas of improvement. Finally, CEDS participants were able to identify a series of specific strategic actions that best lend themselves to completion of each regional goal. The five core goals for Greater Egypt are: ~---] • Objective 1.1: Continuously Identify and Address Workforce Development Needs. • Objective 1.2: Coordinate the Region's K-12 School Districts and Higher Education Institutions • Objective 1.3: Further Establish and Promote the Region's Entrepreneurial Support Framework • Objective 1.4: Address Leadership Gap 6 FEDERAL, STATE, AND REGIONAL STRATEGY • Objective 2.1: Place an Emphasis on Quality of Life and Place • Objective 2.2: Develop & Maintain Commercial and Industrial Infrastructure • Objective 2.3: Develop & Maintain Community Infrastructure • Objective 2.4: Develop & Maintain the Region's Economic Health by striving towards Economic Resiliency • Objective 3.1: Connect with Communication Infrastructure • Objective 3.2: Connect with Transportation Infrastructure • Objective 4.1: Target Mature and Emerging Clusters and Sub-Clusters found in the Region • Objective 4.2: Market the Region • Objective 5.1: Ensure Strategy Achieves the Region's Vision • Objective 5.2: Measure Progress 7 KEY ECONOMIC INDICATORS Goals for the Upcoming Year To achieve the goals and objectives above Greater Egypt will take the actions while working in collaboration with numerous partnering agencies. The goals/actions for the upcoming year: 2016goals ... CEDS Process: • Facilitate an ongoing CEDS process that engages all of the District's stakeholders • Educate all new CEDS committee members as well as the newly elected officials about the CEDS process and the types of investment incentives available for its implementation CEDS Document: • Analyze the current CEDS goals and objectives to ensure they will achieve the mission and vision of the CEDS. • Develop specific goals and objectives for promoting and developing leading industry clusters in the region. Review of Key Economic Indicators and Performance Measures Overview Over the fiscal year (July 1, 2015 to June 30, 2016), the Greater Egypt district's economy has continued to show mixed signs of recovery and distress. Throughout the district, new businesses and business expansions show the hope of economic recovery, while rising retail sales receipts and declining unemployment prove that recovery is underway. Coupled with infrastructure improvements, the District may be positioning itself for a healthy bounce back from the economic downturn. Workforce development has become a top priority to ensure local companies can continue to fill crucial positions. The following economic and socioeconomic indicators represent performance measures the CEDS committee recommended tracking to determine the success of the economic development efforts in the District. Key Economic Indicators Sales Tax Receipts One indicator of economic health is the sale of products and services in a region. The state sales tax was chosen as the tool to measure these activities. This tax remains uniform throughout the counties and thus can be used as one of our barometers of economic health. State sales tax receipts consistently grew over the last decade, outpacing the previous annual total nine out of the last ten years. Tax receipts continued to grow in 2015, albeit at less than 1% rate from 2014 totals. However, this is two consecutive years of growth since 2013 and represents a 3.49% increase over 8 KEY ECONOMIC INDICATORS the course of the last two years. The Region can hold confidence that 2013 dip in sales tax receipts represents an outlier. Sales Tax Receipts for Greater Egypt Region {in Thousands) ""O"' c Bl $126,000 +------1----'--'---I ::::l 0 ..c f- $124,000 +------~-----~------< 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Source: Illinois Department of Revenue, Standard Industrial Classification (SIC) Code Reporting Hotel Occupation Retailer's Tax (Bed Tax) Greater Egypt Hotel Receipts (In Thousands) $52,000 $50,000 $48,000 $46,000 $44,000 $42,000 2007 2008 2009 2010 2011 2012 2013 2014 2015 Source: IDOR Annual Reports of Collections and Distributions 9 KEY ECONOMIC INDICATORS Throughout the CEDS process, regional leaders identified tourism as an important and growing industry. Furthermore, the tourism industry represents a strong avenue for full regional collaboration. Members of the District appear ready to support and capitalize on neighboring communities' recreational attractions and events. The Bed Tax was selected as the best proxy for the determination of the economic effect of tourism. Utilizing this metric, the Greater Egypt District appears to be experiencing a healthy rise in tourism dollars. These gains continued to be paced by Jefferson, Williamson, and Jackson Counties. The large gains in the former two counties, along the I-57 Corridor, also suggests the Bed Tax metric captures freight traffic as well. Equalized Assessed Value (EA VJ Equalized Assessed Value (EA V) was also identified as a key metric in determining the ongoing development and value of the District's land. EA Vis best known as a formulaic portion of property taxes and, as such, remains important to the CEDS process as a way to better understand governmental revenue throughout the region. However, it also acts as a proxy for ongoing development and desirability of developable land within the Greater Egypt District. As seen below, the Region has experienced a substantial jump in EAV. Much of this growth is currently concentrated in Jefferson County. Equalized Assessed Value for Greater Egypt Region {in Millions) $3,000 $2,963 $2,950 - $2,900 - $2,850 - $2,805 _L_ $2,800 - $2,760 $2,737 $2,739 $2,750 I - $2,700 n n 2010 2011 2012 2013 2014 Source: Greater Egypt Member Counties' Assessor Offices Building Permits County and municipal leaders, along with economic developers, identified the number of building permits issued as an important metric. Building permits are not only an indicator of a vibrant housing stock, but also provides further data about the region's economic health. The 10 KEY ECONOMIC INDICATORS Greater Egypt District experienced a downturn in issued building permits after the crash of the housing market in 2007-2008. Since, issued permits have remained steady if somewhat stagnated. Unfortunately, at the time of this report, recent Census Building Permit Estimates continue to be unavailable. Greater Egypt Residential Building Permits (Estimated) 450 401 400 350 300 250 200 150 161 157 170 100 2006 2007 2008 2009 2010 2011 2012 2013 Source: US Bureau of the Census - Building Permit Estimates Labor Force Statistics 2014 represented a departure from Greater Egypt labor force long-term trends. The 2015 CEDS Full Revision noted on labor force: The Greater Egypt labor force peaked in September 2007 at 120,279 people. The size of the labor force has since declined, not eclipsing 117, 000 workers. It appears the shrinking labor force within the District may be the most enduring negative effect of the Great Recession. The recent shrinking ofthe Greater Egypt labor force may be the single greatest challenge facing the District. A stagnant national economy, the subsequent return to higher education by prime working age adults, and the concurrent aging of the population led to similar labor force trends nationwide. The District's 'brain drain' is identified throughout the CEDS, as a threat within the SWOT and as the foremost goal and objective within the CEDS strategy. It should be noted that the District's labor force has netted more than 6,000 workers since January of 2001. This update demonstrates the downward trend since 2007 accelerated during 2014. Despite multiple other positive trends, the Greater Egypt economy continues to struggle in maintaining its workforce size. While 2015 provides a respite, 8463 person left the area workforce in 2014. The trend line is displayed in the following chart: 11 KEY ECONOMIC INDICATORS Labor Force Data for the Greater Egypt Region 120,000 ------~ 103 392 ~ Total Labor 103,246 Force 100,000 +------1 94,332 Note: Loss of 14,189 persons 90,000 -'----+----+---1-----+---+---+-----1---+----+---+----i from the total 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 labor force Source: Illinois Department of Employment Security including a loss of Reasons for the recent decline are many. While total population remains stable since 20 I 0, every county in the Region experienced a drop in workforce participants. Outside of major manufacturers such as Continental Tire and Aisin, numerous industries have struggled. This argument is evident in the 10-Year Cluster Analysis provided. However, the 5-Year Cluster Analysis shows a different story, with an increase in manufacturing jobs and regional specialization. Please see Cluster Analyses on pages 16-18. Decline in student enrollment and trimming of associated jobs also negatively effects area workforce. The political budget impasse in Springfield may also have a role, but the statistical effect will not be seen for another year or two. Even with the stark decrease, there are multiple examples of positive developments in the regional workforce, to include Health Services, Transportation, and recent recoveries within Manufacturing. Of particular note, the entire Greater Egypt labor force, as defined by those employed and those actively searching for work, has decreased from its average annual peak in 2007 to a total of 103,246 workers in 2015. This is a total decrease in the regional workforce of 14,189 people in a ten year period. 12 KEY ECONOMIC INDICATORS Unemployment Rate Similar to labor force numbers, unemployment rates provide a glimpse at the health of the economy. Looking at the past 2 years, we can see that the unemployment rate has seen a downward trend. The same trend can be seen for both the United States and Illinois. Greater Egypt's unemployment rate sits at 6.6% for 2015, retaining the usual performance trend vis-a-vis national and state numbers. Considering the drop in workforce size, caution maybe applied tor educed regional unemployment trends as they may not capture all potential workforce participants. Greater Egypt Unemployment Rates Compared to National and State 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 ~ Illinois ~ Greater Egypt ~ United Stated Source: Illinois Department of Employment Security, LAUS Worker Flow An important statistic for many employers and economic developers in the Greater Egypt district is that concerning worker flow. Greater Egypt Planning Commission began tracking worker flow in 2012 and was able to provide an updated version for the 2015 CEDS. The following map utilizes data from the American Community Survey (ACS) 5-Year, covering the period of 2006- 2010. This updated version is a large improvement over past efforts, as the ACS 5-Year data includes counties under 20,000 population. Using the worker flow data, we garner a clear picture of the true size of the region. The Greater Egypt District acts as an employment hub for the region, as 96% of its workforce is pulled from 15 different counties. Greater Egypt residents also prove mobile in search for work, as attested by 96% of residents finding employment in 19 different counties (Cape Girardeau County, MO and McCracken County, KY not shown) 13 KEY ECONOMIC INDICATORS Greater Egypt Worker Flow (2006- 2010) -- ,....,. _ .. M.aoon ( 1 ·, · SI. Cl;1lr W1wne Edw;11d1 w.. 11 .. h , WA•hlnglon Momoc \. \ \ Randolph Hanullon Whl .. '""'"'" Jach on w1a1arnttut1 ...... H;aulm Unfon Pope 0 Greater Egypt LJ c ounties whOro Ou% or Groator !:ovpt Ros ldon ts work c:::J CounUo G who ro 96% of groator Egypt Wolktorco Uvo SOURC E: Census Tr.lntport.n on ?l.J nn1ng Proouc 111 , ACS pooo.20 10 ) Traffic Count of Thoroughfares A network of state and federal highways integrates the District. The farthest communities in the District are within a 90-minute drive from each other, and most are accessible over high-speed roads within a one hour drive. Moreover, groupings of municipalities within the District add further cohesion to the area. Carbondale, Marion, and Murphysboro are linked by Illinois Highway 13, an east-west, four-lane State highway in the southern part of the District (recently expanded to six lanes between Marion and Carterville). Similarly, Marion, Johnston City, West Frankfort, Benton and Mt. Vernon are linked by Interstate 57, a north-south route located in the east part of the District. Both thoroughfares represent the highest traffic counts in the District. 14 KEY ECONOMIC INDICATORS Traffic Count of Thoroughfares (Continued) Greater Egypt has identified a potential second east-west corridor running north and parallel as a regional transportation need. IDOT has identified three projects of utmost regional importance: • Route 13 Corridor fully expanded to six-lanes between Carbondale and Marion • 1-57 Corridor fully expanded to six-lanes between 1-24 to 1-64 • Route 127 four-lane expansion from Murphysboro to Pinckneyville Regional traffic counts are displayed below: ~$:) ~88 ·~ '9 !"! - ~ N s .. $; 8 0 1 P.><& ~ a ~ L M .y 850 - ~ 1600 ..:.sso 3:>50 , ____ .,,J? ·~;~ ':P 525:: jg u~ - 7900 $ i§ 18 22~ · 9~ :woo 1- Source: Census Transportation Planning Products (2006-2010) 15 KEY ECONOMIC INDICATORS Regional Cluster Analysis Industry Cluster Analysis Beginning with the 2012 CEDS Update, the CEDS committee and Greater Egypt staff have been analyzing Industry Clusters for the Greater Egypt District. The following is a typical bubble chart depicting some of the relevant data for industry cluster location quotient analysis. This chart shows the location quotients of each industry cluster through placement along the vertical axis and percentage change in location quotient along the horizontal axis. Employment numbers are also depicted through the size of the industry's respective bubble. The location quotient is a commonly used analytical tool that, in this case, depicts the ratio of a specific industry's share of employment in the region to that of the industry's share of employment in the nation. Any industry cluster with a location quotient above one is understood to have some competitive advantage in that region in comparison to the nation. Particular industries of interest are those that demonstrate both high location quotients and growth in location quotient over time. Those industry clusters that lie within the "Stars" top right quadrant of the chart are typically understood to be those industries in which the District holds a competitive advantage in comparison to the nation. Identified from the Greater Egypt District 5-Year analysis and in concert with workforce projects, Manufacturing, Health Care and Social Assistance, and Transportation & Warehousing are industry clusters of particular economic interest moving forward. The Ten-Year analysis provides a greater understanding of regional clusters over a longer period of time. Please find the Industry Cluster Analyses on the following pages: 16 Greater Egypt Regional Industry Cluster Analysis 5-Year 1.6 Mature Transportation and Warehousing Stars Retail Trade Utilities 1.4 Accommodations and Food Services ~ Manufacturing 1.2 1 ..... s:: Health Care and QI '.;::; Other Services, 0 ::I except public administration C1 § 0.8 ·~ Construction ro u _g Wholesale Trade o;t ..... Administrative and ~ 0.6 Waste Services Professional and Technical Services 0.4 and Leisure Mining, Quarrying, and Oil and Gas Extraction 0.2 Agriculture, Forestry, Educational Services Management of Companies Fishing and Hunting and Enterprise Transforming Emerging 0 -80 -60 -40 -20 0 20 40 60 80 Percentage Change in Location Quotient (2010-2014) Source: Bureau of Labor Statisctics (BLS) 17 Greate r Egy p t Re g iona l lnd L•str y Clu ster An a lysis (l O-Year) l. B Mature Stars fl • ~Ju111p r~•n r.hJft.,: - l\fir-h:•.••~t1n1,For E:""•\ ry. t-1~h insundt lur 11rg L.l> Tra n!lporta tlon and · Mm tng, ::t,\J;nr y1 n_:_:,w n: I 01i ond 3 m E:-ct r:ac,. o n Warehous ing 1-4 k -._ Retail Trade Manufacturing ~ L i: Aecom mod at Ion i; 11nd QI Food Services Finance and ·15 ::::i Insurance 0 :s ·.p Health Care and ------1• ] Social Asshtance ~ l l K Const ru" I on ~ ~ lnfo rm<1tl o11 Admtnhitrative and ;) '> Wholeule Trade 'l Arts , Entertainment , 11nd Recreation Profess ional and Educational Technical Serv ices 02 Serv ice:' M1na11ement of Companie Transforming and Ente.-prhes Emerging 0 ~~~~~~~~~ ·~~~~~- ~ 4 (j [ I t~J 20 ,w ·1f.t i.'JD Percentage Change in Location Quotient (2005-2014) !i~•lll'Cc:l!Uft! 3 U of L~b:rStat istic~(ULS ) 18 CEDS Annual SOCIOECONOMIC PROFILE Socioeconomic Profile Update Total Population From 2000 to 2014, Greater Egypt has seen slow growth in population when compared to that of Illinois and the United States. The United States saw the greatest increase of 10.41 %, while Illinois saw growth of 3.49%. The District, however saw only a 1.93% increase during this period. Greater Egypt Total Population 240,000 ~------ 170,000 ~-t-----+----+----+---+---+----r------t----+---i 1950 1960 1970 1980 1990 2000 2010 2013 2014 Source: US Census Decennial Data, 2014 ACS 5-YR Overall, Greater Egypt has seen a substantial increase in population since 1950. Greater Egypt's population has increased from 193,008 in 1950 to 227 ,313 in 2010, a 17 .8% increase. During this period, the district has only seen population decreases during the 1950s and the 1980s. As seen in the chart below, Greater Egypt's total population has remained relatively steady since that time. Percentage Change Total Population us 10.41% Illinois Greater Egypt 0.00% 2.00% 4.00% 6.00% 8.00% 10.00% 12.00% Source: US Census 2000 and 2010 Data, 2014 ACS 5-YR 19 SOCIOECONOMIC PROFILE Population by Age and Sex The following is an updated population pyramid for the Greater Egypt District. This pyramid can tell us a few things about the age of the District's population. The population can be considered slightly constrictive and stationary. These terms describe an aging population often found in developed areas of the world with high education, good income, and access to human services such as healthcare. Interestingly, Greater Egypt also displays a slight 'youth bulge' between the ages of 15-29. Likely, this is skewed by high college student populations in the District and is less indicative of the socioeconomic environment typically found with a high level of youth. Greater Egypt Regional Population Pyramid 2014 OMale • Female 85 years and over 80 to 84 years 75 to 79 years 70 to 74 years 65 to 69 years 60 to 64 years 55 to 59 years 50 to 54 years 45 to 49 years 40 to 44 yea rs 35 to 39 years 30 to 34 years 25 to 29 years 20 to 24 years 15 to 19 years 10 to 14 years 5 to 9 years Under 5 years 12000 10000 8000 6000 4000 2000 0 2000 4000 6000 8000 10000 12000 Source: 2014 ACS 5-YR 20 SOCIOECONOMIC PROFILE Population by Age Though Greater Egypt's total population remains stable, a more in-depth look reveals that may not hold true across all ages. Through these numbers we can identify the size of the district's youth, working age, and retirement age population. While Greater Egypt's total population saw near zero from 2010 to 2014, both the youth population (24 and under) and the prime working age population (25-54) saw declining numbers. This trend is echoed in the Illinois population numbers, as the state also saw decreases. The United States, however, saw increases in both of these categories. Percentage Change Population 24 & Under {2000-2014} United States Illinois Greater Egypt -4.00% -3 .00% -2 .00% -1.00% 0.00% 1.00% 2.00% 3.00% 4.00% 5.00% 6.00% Source: US Census 2000 and 2010 Data, 2014 ACS 5-YR The prime working age population, qualified as those in the population between the ages of25 to 54, can have a significant impact on the health of the economy. Unfortunately, Greater Egypt and Illinois have seen a decrease in this population by 3.28% from 2000 to 2014. Illinois also saw a decrease of2.23%, representing a slight quickening of the negative trendline since 2010. Percentage Change Population Prime Working Age 25-54 {2000-2014} Unit ed States Illinois Greater Egypt -4.00% -3.00% -2 .00% -1.00% 0.00% 1.00% 2. 00% 3.00% 4.00% Source: US Census 2000 and 2010 Data, 2014 ACS 5-YR 21 SOCIOECONOMIC PROFILE In contrast, the population 55 and older in the Greater Egypt District has grown by 16.18% since 2000. This echoes the trend in Illinois and the United States. When looking at these trends in whole, one can see that Greater Egypt is following some of the same trends of Illinois and the United States. The population of retirement age population is growing while the population up to the age of 55 is slowing, or declining in the District and Illinois' case. Percentage Change Population 55 & Over (2000-2014) United States Illinois Greater Egypt 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% Source: US Census 2000 and 2010 Data, 2014 ACS 5-YR Per Capita Income Per Capita Income is used to measure an area's standard of living. The graph below demonstrates how Greater Egypt is following the same general upward trends as Illinois and the United States, minus a recent dip in 2014. Greater Egypt Per Capita Income Compared to Nation and State 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 _.,_ United States _.,_Illinois _.,_Greater Egypt Source: Bureau of Economic Analysis 22 SOCIOECONOMIC PROFILE Over the last decade, Greater Egypt per capita income fluctuations followed in lockstep with state and national trends. However, the region also displayed some economic isolation from larger geographic trends as Greater Egypt closed the per capita income gap in the years during and following the Great Recession. This remained largely true until 2014, where PCI disparity increased against state (-1.9 points) and national counterparts (-4.1 points). Greater Egypt Per Capita Income as Percentage of United States and Illinois Per Capita Income 85.0% 79.7% 80.3% 76.3% 80.0% 75.6% 75.0% 70.4% 75.5% 68.8% 68.8% 73.6% 70.0% 72.3% 71.7% 65.0% 66.7% 65.1% 64.8% 60.0% 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 _.,_Illinoi s _.,_United States Source: Bureau of Economic Analysis Poverty Rates In the last decade, Greater Egypt saw a significant increase of 28.8% in per capita income. While growing, Greater Egypt still lags behind the US and Illinois in Per Capita Income. Going hand in hand with lower than average per capita income, the Greater Egypt District also has higher than average poverty rates. The Greater Egypt District's poverty rate was 6.5 percentage points higher than that of Illinois' and 5.3 higher than the United States in 2014. The 2014 poverty rate for the District is up by 2.5 percentage points since 2007. Greater Egypt Poverty Rate Compared to National and State 22.0% 20.4% 20.9% 19.9% 20.1% 20.3% 20.3% ...... 20.0% 1Q 1% - 18.6% .... ' - 18.0% 15.4% 15.6% 16.0% 14.3% 14.9% 13.8% - 13.3% 13. JO/,. 13.5% - 14.0% - - - \.... 14.f% 14.4% 13.7% 13.1% 12.0% - - - 12.1% 12.1% 12.4% l:T.O'ro 10.0% 2007 2008 2009 2010 2011 2012 2013 2014 _.,_Greater Egypt _.,_Illinois -4-United States Source: Bu rea u of Ecor.omicAn alysis 23 CEDS Annual SOCIOECONOMIC PROFILE Educational Attainment The chart below displays various levels of education for the population over the age of 25 in the United States, Illinois, and Greater Egypt. First glance at the Greater Egypt District's educational attainment levels tells an interesting story. The District does a relatively good job in graduating high school students and mitigating drop-outs. Greater Egypt also boasts a higher rate of citizens with an associate's degree or some college, suggesting an educational culture and general economy supported by a robust community college system, specifically John A. Logan and Rend Lake Colleges. Lastly, the District lags behind both the State of Illinois and the United States at Iarge for the attainment of bachelor's and graduate degrees. Attainment of a bachelor's degree or higher in the Greater Egypt District is highly skewed towards Jackson and Williamson Counties. Educational Attainment (Population Over 25) 40.0% ~------, 35.0% +------'--il------1 30.0% +------__,....--,______ 25.0% +------..JUll.1- 20.0% +------+,~ 15.0% +------10.0% 5.0% 0.0% Less Than HS% High School or Associate's or Some Bachelor's Degree% Graduate Degree% Equivalent% College% • United States • Illinois • Greater Egypt Source: 2014 ACS 5-YR High School Performance Throughout the CEDS process, quality of education and college readiness are a consistent theme. Municipal governments closely track the progress of their school districts. Workforce and economic developers pointed to school performance as an indicator of future district success. Qualitative interviews of various District leadership positions suggest area high schools are experiencing mixed performance; leaders largely pointed to new infrastructure and quality teachers, yet performance scores are below Illinois average. Of note, the school districts pacing the area's school performance are experiencing their schools as economic drivers and centers of community cohesion. The following chart is an aggregate score of those retrieved from the Illinois Report Card. The Illinois Report Card defines College Readiness as the percentage of students who achieved a combined score of at least 21 on the ACT. PSAE scores are the percentage of students that meet or exceed state standards on the Prairie State Achievement Exam. 24 SOCIOECONOMIC PROFILE Greater Egypt Regional High School Performance (2014-15) 40% +---- 30% +---- 20% +---- 10% +---- 0% ~--- College Readiness Score PSAE Scores • Illinois • Greater Egypt Source: 2014 IL Report Card 25 CEDSPROGRESSEVALUATION EDA Pr<~jects Selectedfor Investment Award Mt. Vernon Industrial Park The City of Mt. Vernon has been home to many new industrial expansions in the last several years. A result of these expansions has been a dramatic reduction of the land available for industrial development. With only 20 acres left in their current industrial park, the City of Mt. Vernon is furthering the industrial expansion momentum by developing a new industrial park. The current project calls for developing an additional 100 acres which would be owned by the City. The site has been acquired and the site certified to build a new system of roads and utilities, opening acres of available parcels for suitable businesses. The EDA invested $3,250,000 with a local investment of $4,063,105. Total project investments equals $7,313,105. The new industrial park projects to create 578 new high wage manufacturing jobs. The Connect SI Economic Scenario Model reveals additional indirect and induced jobs along with direct manufacturing positions, totaling $33,000,000 in annual earnings with the park at full capacity. Southern Illinois Airport Authority Road Realignment The SIAA project begins the development of a new High Tech Zone based off the recommendations of the EDA funded Development Plan for Southern Illinois Airport. The road realignment enhances the feasibility and marketability of 65 acres at the airport. This development will attract new businesses to the region, providing new skilled, high wage salaries. The High Tech Zone is designed to retain skilled regional workers, especially graduates of Southern Illinois University. The EDA invested $1,163,019.50 with an equal local investment. The SIAA, with this $2,326,039 project, envisions several small and medium sized businesses with the High Tech Zone resulting in 75 direct high wage jobs. The Connect SI Economic Scenario Model reveals that 25 new manufacturing jobs in Jackson County will result in an additional 21 indirect and induced jobs with over $2.8 million in overall earnings. In addition, the Scenario Model reveals that 25 new information based jobs in Jackson County will result in an additional 19 indirect and induced jobs with almost $3 million in annual overall earnings. The model also reveals that 25 professional, scientific and technical jobs would result in an additional 14 indirect and induced jobs with a little more than $3 million in annual earnings. At capacity, the High Tech zone will provide near $9,000,000 in annual earnings. 26 CEDSPROGRESSEVALUATION The Waltonville Ethanol Plant Truck Route The proposed project is to upgrade the public infrastructure of the Village of Waltonville, Jefferson County, Illinois, in support of a major industrial development. Specifically, this project concentrates on upgrading local roadways into a truck route that can appropriately and safely handle the increased traffic/truckloads. The project site enjoys multiple strategic advantages for the 175-acre site just off of Illinois Highway 148. It is located 8 miles from Mt. Vernon and the 1-57 and 1-64 exchanges. The site has access to two major railroads, the Burlington Northern Santa-Fe and Union Pacific. Furthermore, the CSX and Norfolk Southern interchanges can be accessed in Mt. Vernon. The transportation infrastructure, combined with the ability to source the needed commodities from within a 75-mile local radius, demonstrates the region's ability to leverage a high supply local product into high-demand value-added products that can reach national and international marketplaces. The EDA invested $1,948,500 with an equal local match. The $3,897,000 project supports a private energy firm's half billion dollar potential investment, providing a total of 120 full-time jobs and 350 construction jobs. The Rend Lake College Robotic Laboratory The project creates a modern robotics and automation lab at the Rend Lake College Campus in Ina, Illinois located in Jefferson County, Illinois. Two existing businesses in Jefferson County rely on robotics and automation to remain competitive in the global economy, Walgreens and Continental Tire the Americas. Both companies are located in Mt. Vernon, IL. The two companies have invested heavily in the latest technology to automate their processes. These process changes require significant training and retraining of the local workforce. While these two companies are the initial target for the incumbent worker training that will be offered through the robotics and automation lab, other businesses in southern Illinois will have the opportunity to train their employees using this lab. While Walgreens and Continental Tire are current examples of companies that use these advanced practices, it is anticipated that the new 100 acre industrial park under development in Mt. Vernon will attract other advanced manufacturing and distribution cent The EDA invested $94,926 dollars with an equal match from Rend Lake College. The economic benefit of training will impact both incumbent workers and those not yet employed. The Connect SI Economic Scenario Model reveals that 15 new manufacturing jobs will result in an additional 27 indirect and induced jobs with nearly $1.7 million in overall earnings. By having the opportunity to train current workers at Continental Tire and Walgreens, it is expected that 20 workers per year will be able to increase their skills and their wages instead of losing their jobs due to not having the required skills necessary to transition to the ever increasing advanced automation processes being implemented by Mt. Vernon Industries. 27 CEDSPROGRESSEVALUATION Delta Regional Authority Projects Selected for lnvestnient A ward The Benton/West City 1-57-Airport Business Park The Benton/West City Economic Development Corporation established the 1-57 Airport Business Park. The project constructed a new 26 foot wide, concrete commercial road which opens 34 acres for commercial and light industrial businesses. Likewise, the 1-57 Airport Business Park boosts high visibility off the Interstate to support these important businesses. The Park is anchored by Blue Ridge Tractors, the area's leading heavy equipment provider. The DRA invested $115,287, leverage local and private investment in the approximately $150,000 project. At full capacity, the new Business Park is expected to create 70 above average wage jobs. Herrin Lift Stations The City of Herrin will upgrade two existing sanitary sewer lift stations, along with 8, 140 feet of forcemain. The project serves the area of Herrin from the Route 13 corridor to north of Grand Street. The current system is reaching capacity and serves a vital medical services park. The lift station project allows for the area's high growth rates to continue. The project also supports a previously DRA-supported project, the planned extension of Grand Avenue to Rushing Drive, opening a further 164 acres for development. The DRA leveraged $100,000 with local investment of $843,000. Five long-term care jobs were created and multiple others retained, as capacity within the medical park can be assured. Southern Illinois Airport Authority Fiber Extension The SIAA is home to varying groups of campus residents. Recent development momentum has been created by the resident TEC Park and large EDA investment. The fiber optic extensions provide direct benefits to TEC Park residents, aviation researchers, agricultural projects, and the National Guard. Sewer lines were also extended. The DRA invested approximately $60,000 in the $120,000 project. Village of Energy East College Road Reconstruction The Village of Energy will reconstruct East College as an asphalt road. With improvements, the increasingly important thoroughfare allows for multi-county accessibility, increase the area's quality of place, and directly supports jobs. As College Street develops into an alternative east west corridor, the Village of Energy ability to upkeep the current oil chip road diminishes. The new road largely frees up 25% of the Village's motor fuel tax road repair revenue. The DRA invested $325,861. The project has attracted two light industrial, trucking intensive local businesses directly supporting the Village vision and creating/retaining 10 jobs. 28 CEDSPROGRESSEVALUATION Major Projects ltlentijied j(Jr Regionlll Cooperation Southern Illinois Metropolitan Planning Organization (SIMPO) On March 26th 2012 the U.S. Census Bureau released their 2010 Urban-Rural classifications. The Census Bureau's urban areas represent densely developed territory and encompass residential, commercial, and other nonresidential urban land uses. For 2010, the U.S. Census designated 36 new Urbanized Areas in the United States including two affecting southern Illinois communities, one is located along the Route 13 Corridor which has a population of 67 ,821, and a second which is centered in Cape Girardeau, Missouri that includes parts of East Cape Girardeau in Illinois and has a total population of 52,900. Along the Route 13 Corridor there are nine Illinois municipalities spanning two counties in the Urbanized Area's boundary. The communities included are: Cambria, Carbondale, Carterville, Colp, Crainville, Energy, Herrin, Marion, Spillertown, Jackson County, and Williamson County. The Southern Illinois Metropolitan Planning Organization (SIMPO) is being created to perform and carry out a continuing, cooperative and comprehensive transportation planning process for the Carbondale Urbanized Area in accordance with applicable federal laws, policies and procedures, and with the cooperation and assistance of its members and the U.S. Department of Transportation. The establishment of an MPO promotes regional planning and collaboration across the metropolitan area. The benefits of working together to better transportation for the region is particularly important in Jackson and Williamson Counties. The linear shape of the urbanized area, the unique histories of each municipality, and the presence of natural barriers such as flood plains and Crab Orchard Wildlife Refuge can create challenges. However, the cooperation encouraged by working together as a united planning body in SIMPO allows the region's officials, technical leaders and residents to think and act in the best interest of the region. The result is a stronger and more successful region that plans together and invests its transportation resources more wisely to improve the quality of life for all users. Illinois Department of Transportation (IDOT) Related to the regional cooperation found within the recently formed SIMPO, IDOT identified three major projects of primary importance for the Region. SIMPO and Greater Egypt remain committed to these examples of state-local cooperation. The projects are: • Route 13 Corridor fully expanded to six-lanes between Carbondale and Marion • I-57 Corridor fully expanded to six-lanes between I-24 to I-64 • Route 127 four-lane expansion from Murphysboro to Pinckneyville 29 CEDSPROGRESSEVALUATION Workforce and Sector Strategy The Southern Illinois Workforce Development Board and the Southern 14 Workforce Development Board are in the process of creating a joint 19-county regional workforce development strategy. WIOA requires the State, regional and local workforce plans be developed in concert with the core partners and stakeholders. The regional planning process and plan is being developed to: • Improve and expand employer-driven regional sector partnerships • Expand career pathway opportunities • Expand career services and opportunities for populations facing multiple barriers • Expand information for employers and job-seekers to access services Staff from Greater Egypt Regional Planning and Development Commission and Labor Market Economist from the Illinois Department of Employment security has been reviewing industry cluster and occupational data for the 19 county regions. Recommendations regarding growing industry clusters and occupations have been made to the regional workforce planning team. In the coming months a complete plan to achieve the items above will be submitted to the State for approval. Economic Resiliency and Multi-Hazard Mitigation Planning (MHMP) The Multi-Hazard Mitigation Planning efforts are updates to the 2009 plans for the five-county region. These plans are required under the Federal Disaster Mitigation Act of 2000. In order to be eligible for federal disaster assistance and hazard mitigation funding, local governments have to develop a MHMP. Southern Illinois University, along with assistance from Greater Egypt and local EMA Coordinators, provided guidance to the county planning committees. The updates addressed specific practices to mitigate natural hazards to each county including: earthquakes, tornados, hazardous material, flooding, winter storms, and ground failure. Plans are forwarded to the Illinois Emergency Management Agency, and subsequently, the Federal Emergency Management Agency for approval. Once approved, counties require local municipalities to adopt the plan. Once complete, the counties and local jurisdictions can apply for hazard mitigation grants. Greater Egypt will continue to support mitigation projects. Greater Egypt also supports the economic resiliency efforts of the Delta Regional Authority, Shawnee Preparedness & Response Coalition (SP ARC), and the Jackson County Disaster Risk Reduction Committee. 30 CEDS Annual CEDSPROGRESSEVALUATION Greater Egypt Regional CEDS Goals and Project Report 2015-16 Pe1formance Measures and Evaluative Framework The Greater Egypt CEDS Strategy has been developed to provide an overall plan that will lead to the Greater Egypt District becoming a thriving, economically diverse environment for business and industry with a high quality of life, growing population, labor force, per capita income and expanding tax base. These key indicators of success are tracked and reported as part of this CEDS Annual Update. Since it is understood that many variables beyond the control of the CEDS will affect the key economic indicators, other measures of success have been developed to evaluate the development and implementation of the CEDS itself. The performance of the CEDS will be evaluated on an annual basis and will include the following metrics as found in Goal IV of the 2015 CEDS Full Revision: Action Item 5.1.A. Convene ongoing meetings of the CEDS committee to refine and implement the CEDS. • Quarterly meeting were held throughout 2015-16. Participants included the public-private partnerships that form the CEDS Committee listed on preface page iii; REDCO, FREDCO, JCDC, Jackson Growth Alliance, Perry County economic development, Man Tra-Con, and the Southern Illinois Research Park. Action Item 5.1.B. Annually meet with and interview key local elected officials and business leaders to ensure the strategy, vision, and metrics of the CEDS are current. • Newly elected municipal leadership were apprised of the CEDS. A user survey has been developed and will be included with the delivery of the 2016 CEDS Annual Report. Action Item 5.2.A. Annually evaluate the progress made on implementing the CEDS. • This report satisfies this action item. Action Item 5.2.B. Annually evaluate the amount of private sector investment and jobs created or retained by implementing the CEDS. • The distribution and access of the CEDS document will be tracked to quantify the interest in the strategy document. o Online tracking displays 34 7 members accessing the 2015 CEDS Full Revision. • The number and type of action items that are furthered as a result of the CEDS process. o 20 action items were directly affected by the CEDS process. Action items were found in all four major strategic goals, as set by the 2015 CEDS. The progress on these items are to follow in detail. 31 CEDSPROGRESSEVALUATION • The number of partners engaged in the implementation of the action items will be tracked as a measure of collaboration. o Approximately 135 individuals from 39 entities collaborated on action items found within the CEDS strategy. These entities include 1O+ municipalities, 5 counties, two workforce boards, SIMPO, six economic development corporations and research parks, capital groups, five emergency management entities and multiple state and federal agencies. • The number, amount, and types of investments that have been made in the Greater Egypt District as a result of the action items. • The Amount of Private Sector Investment that has been made in the Greater Egypt District as a result of the action items. · - - ·_ Goal I - "Grow Our Own" · . - . Goal I - Grow Our Own: Develop and retain a world • Greater Egypt administered the Rend class workforce, prosperous entrepreneurs, Lake Robotic Lab project. and strong local leadership. Action Item 1.1.C. Increase basic employability skills throughout the region's population. A 'soft Objective I. I : Continuously Identify and Address skills' program addressing interpersonal interaction Workforce Development Needs. and basic computing skills shall be promoted region wide, focusing on vulnerable populations and Action Item Progress geographies most affected by poverty. • SIWIDB reviewing potential products. Action Item 1.1.A. Meet with businesses in targeted With industry buy-in, the Region will look sectors to identify future staffing trends and current to become ACT Work Ready Community. incumbent worker training needs. Targeted business Action Item 1.1.D. Increase the use of"work-based" sectors will be identified via the ongoing relationship learning throughout the region and across sectors. with regional workforce development corporations, Work based learning opportunities may include, but community colleges, updated cluster analysis, the are not limited to, internships, work experience, on utilization of regional economic development the-job-training (OJT), and apprenticeships. The corporations, and the annual interviewing of the area's business-led Southern Illinois Workforce Investment elected officials and municipality staff. Development Board will lead efforts with employers • In concert with the Southern Illinois and trade organizations to develop models for work Workforce Development Board (SIWDB based learning. and IDES, Greater Egypt continues to • SIWIDB is identifying targeted industries refine industry and employment clusters clusters for possible internship and identified as crucial for the Region. apprentice programs. Action Item 1.1.B. Refine and make accessible to all Action Item 1.1.E. Convene employers and residents workforce and adult training that promote community colleges to better understand skill set gaps employment in targeted sectors. After specific and identify non-traditional, accelerated training workforce development needs in targeted sectors are opportunities in order to fill the pipeline gaps existing identified, applicable training programs will be in the region. developed with the community colleges and promoted • Continental Tires and Walgreens on a rolling basis, as applicable. warehousing are direct benefits of a new • SIWDB continues to lead in this facility, modern robotics lab in Rend Lake College. with data analysis provided by Greater Action Item 1.1.F. Utilize the US Chamber of Egypt. Commerce "Managing the Talent Pipeline" effort to 32 CEDSPROGRESSEVALUATION maximize existing research and models. Engage the funds such as Champion Community Investments and regional chambers of commerce in the effort to various revolving loan funds (RLF). educate and engage employers in the effort. Housed • CCI has been awarded an additional $1M by Greater Egypt, the Southern Illinois Metropolitan IRP. Planning Organization was formally recognized by the • CCI drafting structural changes which State of Illinois in 2013 as the planning organization will allow the group to offer local equity for the designated urbanized area along the Route 13 investments. corridor from Carbondale, IL to Marion, IL. Action Item 1.3.C. Support a Collegiate • Entrepreneurship Program and assist the implementation of a High School Entrepreneurship Objective 1.2 : Coordinate the Region's K-12 School Program in each of the Greater Egypt counties. The Districts and Higher Education Institutions CEDS Committee identified the initial model from Effingham CEO/Midland Institute for Action Item Progress Entrepreneurship. Focus shall also be placed in the formation of a regional Business Plan Competition and Action Item 1.2.A. Identify opportunities for regional in the support of existing programs such as SIUC's strategies to increase the college readiness scores of Saluki Ventures, Saluki CEO Corps, and University our high school students. Create a coordinative task Innovation Fellows. force between the region's superintendents and • All five Greater Egypt counties have various higher education institutions to address implemented High school CEO programs. common educational challenges shared throughout the Action Item 1.3.D. Provide the resources to attract Greater Egypt district. and retain management talent for early stage scalable • companies. This effort includes establishing an Action Item 1.2.B. Explore the feasibility of a Entrepreneur-in-Residence program and providing regional vocational school. After the employment and other executive level education via businesses and training needs of targeted sectors are identified, the higher education institutions. The region must also Greater Egypt region will examine the efficiency in address sector-specific training, in particular IT and which these needs are met. In particular, workforce computer science training. development corporations and the area's community • Currently unfunded. college system will be asked to self-evaluate whether employment training needs are being met. Objective I A : Address Leadership Gap Objective 1.3 : Further Establish and Promote the Action Item Progress Region's Entrepreneurial Support Framework Action Item 1.4.A. Identify successful small Action Item Progress businesses in danger of closure due to unclear ownership succession planning. Assist owners in Action Item 1.3.A. Create an awareness and creating an action plan for the promotion and sale of marketing campaign in support of entrepreneurship said businesses. and innovation. Focus shall be placed upon the • identification of available resources and providing a Action Item 1.4.B. Promote and participate in the consistent theme throughout the region. Delta Leadership Institute's Executive Academy and • Delta Leadership Network . Action Item 1.3.B. Establish a variety of • Regional leaders participated and were comprehensive financial resources for scalable nominated for DLI Class of2015 and 2016. ventures. These resources shall include proof of Action Item 1.4.C. Support Prol3 and other local concept funding such as SBIR federal grants, angel leadership groups. investment sources, venture capital funds targeted for • the region, convertible debt instruments, and debt Action Item 1.4.D. Coordinate the Illinois Municipal financing options to include both traditional League (IML) training for newly elected officials with commercial lending and non-traditional leveraged Southern Illinois Mayors Association (SIMA). 33 CEDSPROGRESSEVALUATION ".;>-'(','';~ •1'! )-; •\~ ··-l>'r' '" .,---~·· ,, .; ~·.1.~i' r;-.: ~ •• !- '1 ' . ,·''·:····· ~ GOAL II - Develop & Maintain: 21st century environmentally problem-free to maintain existing, infrastructure systems that are required to retain and expanding, or locating employers. expand existing businesses along with attracting new • Five major infrastructure projects business, while providing high standards of life and selected through the CEDS process. operations for our residents, students, businesses, Action Item 2.2.B. Concentrate on business health care systems, and educational institutions. expansion and location. Make land, labor, capital, and assistance available to businesses that need these Objective 2. I : Place an Emphasis on Quality of Life resources to remain, expand, or locate in the District. and Place Strategy • Greater Egypt made several additions to Action Item Progress Williamson County Enterprise Zone. • Mt. Vernon/Jefferson County EZ Action Item 2.1.A. Despite specific challenges, the recertified. region currently experiences a unique and high quality • Carbondale added properties to EZ. oflife and place. The region will actively explore ways • CCI continues to operate and expand to maintain and further develop this quality of life and services. place including, but not limited to, beautification efforts, historical preservation, natural resource Objective 2.3: Develop & Maintain Community protection, pedestrian friendly destinations, diverse Infrastructure leisure and recreation opportunities, a family-centric and culturally diverse environment, and establish a Action Item Progress culture that respects all animals, whether wild, domestic, or commercial. Successful completion of Action Item 2.3.A. Maintain, upgrade, and make this objective requires a diverse economy that readily accessible the public services essential to produces high quality jobs. orderly development, safety, and well-being. In • SIMPO completed the Downtown Herrin particular, the Greater Egypt region must continually One-way Street and Pedestrian Study. address the insufficient and aging water and sewer • SIMPO currently studying Carbondale infrastructure. Downtown Traffic Study. • Herrin lift station upgrades • Greater Egypt Hurricane Creek • Cutler CDAP water treatment upgrades Watershed Study being produced for Action Item 2.3.B. Identify specific community IEPA. needs to support the retirement industry. • Greater Egypt administered the Volunteer • Herrin DRA lift station project directly Lake Management Program for 15+ lakes. supported by a retirement industry participating business. Action Item 2.1.B. Develop a long-term options for Action Item 2.3.C. Develop and support a diverse the development of a Greater Egypt Bike Plan. housing stock, public housing, and other physical • SIMPO completed the Master Bike Plan facilities that are healthful and attractive. for Carbondale. • Action Item 2.1.C. Explore opportunities to partner Action Item 2.3.D. Provide and make accessible with state and national parks to promote, develop, and health and medical care to all residents. In particular, maintain the region's vast protected lands. rural healthcare accessibility via transportation is • considered an area ripe for improvement. Objective 2.2: Develop & Maintain Commercial and • Industrial Infrastructure Action Item 2.3.E. Establish, refine, and coordinate specialized human services for the aged, youth, and Action Item Progress disabled . • Action Item 2.2.A. Develop and maintain industrial Obj('ctive 2.-1 : Develop & Maintain the Region's and commercial infrastructure. The region needs to Economic Resiliency develop suitable land and facilities as needed that are 34 CEDSPROGRESSEVALUATION Action Item Progress Action Item 2.4.B. Participate in and adopt the Multi Action Item 2.4.A. Expand ex1stmg business Hazard Mitigation Process through FEMA and IEMA. retention and economic diversification efforts via • All five counties successfully produced coordination between the region's business leaders, required MHMP plans. elected officials, Chambers of Commerce, and the Action Item 2.4.C. Maintain working relationship area's workforce and economic development with Shawnee Preparedness and Response Coalition corporations. (SPARC) • Participate with SP ARC meetings. Goal ID - "Connect" GOAL Ill - Connect: Develop transportation connections, fiber optic and other tele-communication Objective -1 .1: Target Mature and Emerging capabilities that will enhance the flow of information Clusters and Sub-Clusters Found in the Region and support new technology innovations and high-tech Action Item Progress related businesses. Action Item 4.1.A. Identify and promote available Objective 3.1: Connect with Communication opportunities in the transportation distribution and Infrastructure logistics industry. Make local business and Action Item Progress government leaders aware of the recently published Greater Egypt Regional Freight Study. Action Item 3.1.A. Identify and promote ways to • utilize telecommunication technology. Action Item 4.1.B. Identify and promote available • opportunities in the tourism industry. Encourage and Action Item 3.1.B. Support fiber optic expansion provide for a more stimulating and rewarding use of projects region-wide. leisure time through the development of regional • SIAA fiber extension project. attractions and events. • Objective 3.2: Connect with Transportation Action Item 4.1.C. Bring together local and regional Infrastructure tourism agencies, local governments, and business leaders to identify regional partnership opportunities. Action Item Progress • Greater Egypt, local economic leaders, and multiple tourism bureaus have Action Item 3.2.A. Improve model connectivity to targeted the dual solar eclipse events as address last mile service throughout the Greater Egypt major tourism opportunities. region. This includes the enhancement of Amtrak service connections through a multi-modal approach Objective -1 .2: Market the Region to ensure last mile connection needs are met. Action Item Progress • Energy Road Reconstruction • SIAA Road Realignment Action Item 4.2.A. Create a Greater Egypt Regional Marketing Plan. This plan may include, but is not Action Item 3.2.B. Complete an in-depth study limited to, industrial and commercial sites, the examining the region's opportunities within the freight tourism industry, logistical advantages, incentive logistics industry, as a follow up to previous study programs, the retirement industry, population efforts. attraction and quality of life and place. • Action Item 4.2.B. Participate in and support SIUC's In-Shoring projects. • Greater Egypt continues to support GOAL I\" - Promote: Develop, support, coordinate, SIRP's Foreign Direct Investment efforts. and promote projects, programs, and initiatives that encourage economic development and improve the quality oflife throughout the region. 35 CEDSPROGRESSEVALUATION Highlighted Economic Development Projects In-Progress or Completed Within July 1, 2015 and June 30, 2016 Reports on Investments and Jobs Created Under the 2015 CEDS Full Revision, Greater Egypt and the CEDS Committee adopted a more focused strategy. Goals formation was made to match local expertise and specialized, targeted industry clusters. Likewise, annual CEDS updates will report on projects specifically initiated by the CEDS process. Reports from Local Governments on Jobs Created and Retained According to the information collected from the CEDS Committee and CEDS Advisory Committee, funded projects found below have led to the creation of approximately 945 jobs and the retention of 26 jobs, district-wide. Number and types ofInvestment made in the District The Economic Development Administration partnered with Greater Egypt and its members for three major projects. The Delta Regional Authority partnered with Greater Egypt and its members for four major projects. Amount ofPrivate Sector Investment in the District These seven projects cumulatively $15,386,144. Immediate private investment $650,000 with the creation/retention 971 jobs. Annual projected earnings of these projects surpass $42,000,000 at full,, capacity. Location: Mt. Vernon Name: New Mt. Vernon Industrial Park Jobs Created: 578 Jobs Retained: - CEDS Initiated: Yes Total Cost: $7,313,105 Private Investment: - Public Investment: $7,313,105 Description: The current project calls for developing an additional 100 acres which would be owned by the City. Please see more detailed description on page 26. 36 CEDSPROGRESSEVALUATION Location: Southern Illinois Airport Name: SIAA Campus Road Realignment Jobs Created: 100 Jobs Retained: - CEDS Initiated: Yes Total Cost: $2,326,039 Private Investment: - Public Investment: $2,326,039 Description: The SIAA project begins the development of a new High Tech Zone based off the recommendations of the EDA funded Development Plan for Southern Illinois Airport. Please see more detailed description on page 26. Location: Waltonville Name: Waltonville Truck Route Jobs Created: 120 Jobs Retained: - CEDS Initiated: Yes Total Cost: $3,897,000 Private Investment: Undisclosed Public Investment: $3,897,000 Description: The proposed project is to upgrade the public infrastructure of the Village of Waltonville, Jefferson County, Illinois, in support of a major industrial development. Please see more detailed description on page 27. Location: Rend Lake College Name: Rend Lake Robotics Laboratory Jobs Created: 15 Jobs Retained: 20 annually CEDS Initiated: Yes Total Cost: $189,852 Private Investment: - Public Investment: $189 ,852 Description: The project creates a modern robotics and automation lab at the Rend Lake College Campus to train the region's workforce on robotics and automation in order to remain competitive in the global economy. Please see more detailed description on page 27. 37 CEDSPROGRESSEVALUATION Location: Benton Name: Benton/West City 1-57 Airport Business Park Jobs Created: 70 Jobs Retained: 3 CEDS Initiated: Yes Total Cost: $500,287 Private Investment: $385,000 Public Investment: $115,287 Description: The Benton/West City Economic Development Corporation established the 1-57 Airport Business Park. Please see more detailed description on page 28. Location: Herrin Name: Herrin Lift Station Upgrades Jobs Created: - Jobs Retained: 5 CEDS Initiated: Yes Total Cost: $900,000 Private Investment: - Public Investment: $900,000 Description: The City of Herrin will upgrade two existing sanitary sewer lift stations, along with 8,140 feet of forcemain. The project serves the area of Herrin from the Route 13 corridor to north of Grand Street. The current system is reaching capacity and serves a vital medical services park. Please see more detailed description on page 28. Location: Southern Illinois Airport Name: SIAA Fiber Extension Jobs Created: 50 Jobs Retained: - CEDS Initiated: Yes Total Cost: $120,000 Private Investment: - Public Investment: $120,000 Description: Recent development momentum has been created by the resident TEC Park and large EDA investment. The fiber optic extensions provide direct benefits to TEC Park residents, aviation researchers, agricultural projects, and the National Guard. Location: Energy Name: East College Street Reconstruction Jobs Created: 7 Jobs Retained: 3 CEDS Initiated: Yes Total Cost: $825,861 Private Investment: $300,000 Public Investment: $525,861 Description: As College Street develops into an alternative east-west corridor, the Village of Energy ability to upkeep the current oil chip road diminishes. The new road largely frees up 25% of the Village's motor fuel tax road repair revenue. The project has attracted two light industrial, trucking intensive local businesses directly supporting the Village vision and creating/retaining 10 jobs. Please see more detailed description on page 28. 38 APPENDIX APPENDIX A Identified Project List Project I Location Policy-Goal Build a new northwest wastewater treatment plant serving Benton Benton IL 2.3 Build a railroad overpass over South Du Quoin Street in Benton Benton IL 2.2, 3.2 Improve the Wastenia Street By-Pass in Benton IL including widening and increasing turn lanes Benton IL 2.2, 3.2 Increase commercial space in Benton IL on Airport Frontage Road adjacent to I-57. Benton IL 2.2, 3.2 Replace deteriorated and undersized water mains in the City of Benton Benton IL 2.3 With assistance from DCEO CDAP, replace town's watermain; aooroximately 7,500 ft. Cambria IL 2.3 Construct the gigabit broadband infrastructure project as part of a $ l .5M grant from the State of Illinois. Carbondale 3.l Build a connectivity "meet-me" point in the Carbondale area to enhance overall connectivity and support a health information exchange Carbondale IL 3.1 Develop a back-up water suooly to serve the City of Carbondale Carbondale IL 2.3, 2.4 Improve the infrastructure at the Carbondale Business Park East Carbondale IL 2.2, 3.2 Install a new 8" ductile iron water main on South Washington Street between Walnut Street and Grand Avenue in Carbondale to improve fire protection and pressure to the building along Washington Street Carbondale IL 2.3, 2.4 Make infrastructure improvements to the Bicentennial Industrial Park in Carbondale Carbondale IL 2.3 Significantly improve the former Crab Orchard Water district system now owned by the City of Carbondale Carbondale IL 2.3 Construct a Multimodal Transportation Center in Carbondale Carbondale IL 2.l, 2.3, 3.2 Improve infrastructure at the Southern Illinois Research Park to support development Carbondale IL 1.3, 2.2, 3.l Road improvements to Meridian Road serving Walker's Bluff Carterville IL 1.3, 2.2 Construct a workforce development and community education building on the campus of John A. Logan College. The building would be 21 ,000 square feet with the majority of the space allocated for specialty classrooms and expansive, flexible space for training large groups. The building will be designed and constructed to achieve LEED certification, and would feature green roof and ground source geothermal heating and cooling. Carterville IL 1.1 West By-Pass Road Carterville IL 2.3, 3.2 Downtown Lighting Project Carterville IL 2.l, 2.3 Conduct a strategic planning study for the Southern Illinois Center at the Du Quoin State Fairgrounds. Du Quoin IL 2.1, 4.2 New water tower at Du Quoin Industrial Park Du Quoin IL 2.2, 2.3 Water/Sewer Extension in Industrial Park DuQuoin IL 2.2 Business District Water Abatement DuQuoin IL 1.3, 2.2, 2.3 Potable Water Storage DuQuoin IL 2.1, 2.3 39 APPENDIX Identified Project List (Continued) Project Location Policy-Goal Main Street Overlay DuQuoin IL 2.2, 2.3 Amtrak Station Upgrades DuQuoin IL 2.1, 3.2 Rend County Road Overlay Franklin County 2.3 Public Building Fa9ade Program Franklin County 1.3, 2.1 Village of Royalton STP Franklin County 2.3 Ewing Village Hall Franklin County 2.3 Rend Lake Bike Trail Franklin County 2.1 Perform full inventory of drainage structures 4ft-20ft throughout 5 county area and township system. Greater Egypt 2.1 Complete a feasibility study for the development of a foreign trade zone Greater Egypt in the District EDD 1.3, 4.1, 4.2 Conduct an aggressive regional demand creation and aggregation project Greater Egypt to further enhance regional connectivity EDD 3.1, 3.2, 4.2 Develop a basic energy policy as a framework through which energy Greater Egypt related activities and projects may take place. EDD 2.1 Develop a support structure to assist units of local government to develop effective and implementable land use and property maintenance Greater Egypt plans EDD 2.1 Develop expertise and assets to conduct a regional microenterprise Greater Egypt lending and suooort program EDD 1.3 Develop informational and promotional programs and distribute timely Greater Egypt socio-economic data to assist local organizations market the region. EDD 1.4, 2.1, 4.2 Greater Egypt Develop recreational trails in the District EDD 2.1, 2.3, 3.2 Develop regional access to venture and angel investor financial Greater Egypt resources, particularly for debt and equity funding EDD 1.3 Diversify the District's economic base by expanding manufacturing, Greater Egypt service, trade, and tourism related industries. EDD 2.4, 4.1 Greater Egypt Ensure sustainability of Small Business Development Center programs EDD 1.3 Expand and support leaderships programs including Lead SI Youth Leadership Program, youth entrepreneurship programs, and community Greater Egypt leadership programs. EDD 1.3, 1.4 Generate federal research grants and contracts (SBIR/SBTT) by technology-based firms in the region and University spin-out Greater Egypt companies. EDD 1.3, 4.1 Greater Egypt Implement a regional public transportation system for the workforce EDD 1.1, 2.1, 3.2 Improve the overall climate for growth ofregional entrepreneurship, Greater Egypt small business development, and innovation and technology EDD 1.3, 4.2 Greater Egypt Improve the quality of regional air transport to and from the region EDD 2.1, 2.2, 2.3 Increase connectivity bandwidth to Southern Illinois University- Carbondale to at least 10 gigabits/second to support teaching, research, Greater Egypt and service missions. EDD 3.1 40 CEDS Annual APPENDIX Identified Project List (Continued) p ro.1ec . t L ocat10n Pr0 ICY- G oa I Greater Egypt Leverage SIU research for economic development EDD 1.3, 4.1 Establish an organizational structure to assist in the freight logistics Greater Egypt industry EDD 3.2 Conduct a strategic planning study resulting in a comprehensive infrastructure plan for the Citv of Herrin Herrin IL 2.1, 2.2, 2.3 Construct a new wastewater treatment plant on Weaver Road in Herrin Herrin IL 2.3 Construct a new water tower on Brewster Road in Herrin Herrin IL 2.3 Renovate Herrin City Hall Herrin IL 2.3 Replace antiquated clay storm sewer lines at various locations in Herrin Herrin IL 2.3 Replace antiquated sanitary sewer lines at various locations in Herrin Herrin IL 2.3 Replace existing cast iron water mains at various locations throughout Herrin Herrin IL 2.3 Resurface all brick and oil-chip streets at various locations throughout Herrin Herrin IL 2.3, 3.2 FEMA Fire Truck Program Herrin IL 2.4 Chamber Sidewalk Project Herrin IL 2.1, 2.3 Lift Station Uoe:rades Herrin IL 2.2 Safe Route To School Project Herrin IL 2.1 Ritter Road Expansion Herrin IL 2.2, 3.2 Relocate North Airport Road at SI Airport. This road will increase the development potential and accessibility of approximately 96 acres of aeronautical and non-aeronautical land. Jackson County 2.2, 3.2 Reconstruction ofNew Era Road from Glenn Road to Airport Road serving the SI Airport Jackson County 3.2 Extend Flightline Road south to connect to the relocated Airport Road and improve the road network surrounding SI Airport. This will increase access to 30 acres of aeronautical land and 46 acres of non-aeronautical development land. Jackson County 2.2, 3.2 Acquire land around the SI Airport for future developments. Jackson County 2.2 Develop a solar power array at SI Airport. Jackson County 2.1, 2.2, 2.4, 4.1 Construct a replacement terminal building at the SI Airport due to the current facilities age, structural deficiencies, and asbestos issues while deploying the use of geothermal HV AC and solar power arrays in the new facility. Jackson County 2.2 Develop a Jackson County Port Facility Jackson County 2.2, 3.2, 4.1 Reconstruct Airport Road from New Era Road to U.S. Route 51 to provide better access to the Southern Illinois Airport Jackson County 2.2, 3.2 Construct a new administrative office building to house Jackson County governmental offices. Jackson County 2.3 Build Infrastructure and related improvements to enhance tourism in the Gun Greek area of Rend Lake Jefferson County 2.1, 2.3, 4.1 Build Pipeline to provide water to new developments along the new I-57 interchange in Mt. Vernon for the Rend Lake Conservancy District Jefferson County 2.2, 2.3 41 APPENDIX Identified Project List (Continued) Project Location Policy-Goal Improve the roadway to Knob and Spruce roads as well as improve connector roadways and construct water and sewer infrastructure to accommodate industrial development in Waltonville, IL Jefferson County 2.2, 3.2, 4.1 Implement Smart Growth Planning for the area on the west side ofl-57 in Mt. Vernon from I-64 to the North, to Drivers Road to the West, to Ambassador Road to the South and to I-57 on the East side of the target area Jefferson County 2.1, 2.2, 3.2 Route 15 Expansion to Fairfield Jefferson County 2.2, 3.2 Route 142 Corridor to Hamilton County Jefferson County 2.2, 3.2 Complete feasibility study and implement Ina/Rend Lake Boat Ramp Jefferson County 2.1 Woodlawn/I-64 Exit Development District Jefferson County 2.1, 2.2 Construct new airline terminal in Williamson County Airport Marion IL 2.1, 2.2, 2.3 Support Destination 13, a partnership formed to develop a strategy to leverage the Destination Development in Marion IL to maximize benefits to the region. Marion IL 1.3, 2.2, 4.2 Suooort the development of the STAR Bond District in Marion IL. Marion IL 4.2 Marion retrofit of the former Army Reserve Building into the new police station Marion IL 2.1, 2.3 Extend Halfway Road south to Westminster Drive. Marion IL 2.2, 3.2 Moore Park Flood Control Marion IL 2.1, 2.3 Sewer Line Replacement Marion IL 2.3 Construct an industrial training center(s) in Mt. Vernon Mt. Vernon IL 1.1 Truck route from Route 15 to Route 9 Mt. Vernon IL 2.2, 3.2 Update and expand Mt. Vernon's sewage lift station and forcemain which serves Continental Tire and the southeastern quadrant of the community. Mt. Vernon IL 2.2, 2.3 Reconstruction of roads serving the Murphysboro Industrial Park Murphysboro IL 2.2, 3.2 Replace the city hall in Murphysboro Murphysboro IL 2.3 Replace the existing wastewater treatment plant in Murphysboro Murphysboro IL 2.3 7th Street Expansion Murphysboro IL 2.2, 3.2 Industrial Park Road Expansion Murphysboro IL 2.2, 3.2 Market Street Watermain Murphysboro IL 2.3 Midwest Transloading/BN-IL Central Connection Perry County 2.2, 3.2, 4.1 Construct a new southwest pump station at the south end of Perry County Fairgrounds in Pinckneyville Pinckneyville IL 2.3 Construct a new wastewater treatment plant serving Pinckneyville Pinckneyville IL 2.3 42 APPENDIX Identified Project List (Continued) Project Location Policy-Goal Upgrade the current sewage treatment plant #2 that serves the Pinckneyville Correctional Center Pinckneyville IL 2.3 Rend Lake Carbon Feed Structure Conservancy Dist. 2.3 Rend Lake Campbell Hill Tank Conservancy Dist. 2.3 Sanitary Sewer trunkline improvements in Sesser, Illinois Sesser IL 2.3 Wastewater Treatment Plant Improvements in Sesser, Illinois Sesser IL 2.3 Water treatment improvements to remedy IEPA Violations Sesser IL 2.1, 2.3 Build a new wastewater treatment plant that serves West Frankfort West Frankfort IL 2.3 Build a professional office incubator in West Frankfort West Frankfort IL 1.3 Extend Factory Outlet Drive and related infrastructure to the West Frankfort Industrial Park West Frankfort IL 2.2, 3.2 43 Exhibit A Southern Illinois Airport Property Approximate Boundaries for General Use Only '\A Southern Illinois Airport Property CJ Parcels '\A Proposed Road Realignment ~ SIA Property Exempt from Annexation O 750 1,500Feet Revised March 2. 201 7 36 The Citizen's Guide to Planning as a broader-based continuous program with multiple compo nents, coordinated among multiple agencies and jurisdictions. Planners sometimes speak of a successful planning process CHAPTER as including the "maxi, mini, and money" elements. They mean that there needs to be an overall planning vision, individual ele ments that address various components of that vision, and a sense of how the plan gets funded and what its fiscal implica 3 tions will be. Although not a perfect description, the phrase does illustrate the need to think of planning as a multidimen sional activity. The Comprehensive Plan INTRODUCTION Communities are like other organizations in that they work better when they plan for their future. Cities and counties progress faster and better when there is agreement on a shared purpose. Unlike many other organizations, however, cities and counties involve multiple interests with many different and often conflicting aims. Local communities often reflect all the diversity of society at large, and balancing the diverse interests in a coherent fashion is very difficult. Yet it is this very diver sity that makes planning so important. It is natural that different people have different visions for their community. Some people advocate community growth and change for the sake of economic benefit and progress. Oth ers want things to remain the same for the sake of preserva tion and community stability. Some want to actively invest in public facilities to encourage and promote change. Others want to minimize investment to preserve the environment or keep taxes low. Many just want a balanced approach to growth and change, capitalizing on positive opportunities 37 . -_.._... ;.-:::-~ ~ . 38 The Citizen's Guide to Planning The Comprehensive Plan 39 while minimizing negative impacts of growth. Whatever your outlook, almost everyone agrees that it is in our best interest to achieve some consensus about what a community aspires to be. Planners believe that the best way to achieve that consen sus is through a local community planning process, beginning with a comprehensive plan. The comprehensive plan should be the centerpiece of the community planning program. It is the means through which an organizing and sustainable vision can be provided for the community. It is a way for the community to define where it has been, where it is, and where it wants to go. (See Fig. 3-1.) ·NORTFIERN BEAQ:FO.RT COUNTY In the previous chapter we discussed different types of plans and their relationships. The comprehensive plan is the vision SOUTH CAR.PLlNA framework within which other types of plans and implement ing tools should operate. This means that the comprehensive plan must accurately reflect a consensus and serve as a coher ent vision for the community. In most cases, integrating smaller scale planning goals, resolving conflicts among them, and articulating a coherent consensus view are a tall order indeed. This chapter will: • Define the comprehensive plan; • Discuss its relationships to other tools; • Describe how the plan can be used; • Describe how the plan should be developed; • Describe what topics it typically addresses; and • Discuss different approaches for addressing the land-use element of the plan, which is usually its most important Figure 3-1. This is a fairly hjpical-looking comprehensive plan. core element. AN OVERVIEW OF THE COMPREHENSIVE PLAN The comprehensive plan is known by a number of different A comprehensive plan is a statement of policy and intent about terms depending on the community. "Comprehensive plan," the future growth and development of the community. It is a "master plan," "general plan," "community plan," and others plan primarily for the physical development of the commu all refer to the same concept-an overall plan for the city or nity, and it is concerned with land use, transportation, public county. Whatever it is called, the idea is to have a compass for facilities, infrastructure, natural and environmental resources, the future of the community. housing, socioeconomic issues, economic development, and The comprehensive plan is a policy document, making it fiscal aspects of community growth and change. fundamentally different from the tools often used to implement 40 The Citizen's Guide to Planning The Comprehensive Plan 41 it- such as zoning regulations, subdivision regulations, capi plans need to embody a Jar-reaching vision for the commu tal improvement plans, infrastructure financing strategies, and nity. In fact, many argue that comprehensive plans should look others discussed in Chapter 6. This means that it is a general much farther than a 20-year horizon, reaching out for many statement of community aspiration, but does not mean that generations into the future. it should be limited to platitudes. Rather, it should serve as A comprehensive plan should be based on a solid factual a road map between the community aspirations and the real understanding of the forces and trends shaping the commu world implementation for those aspirations. It should also nity, but it should also reflect the community's desires and val define how the different components of the community-land ues as established through a strong community invo_lvement use, public facilities, the natural environment, new develop process. Planners speak of the "art and science" of community ment, housing, and others-fit together. planning, by which they mean that planning consists of analy The comprehensive plan should, of course, deal with com sis and good local judgment, wisdom, and inspiration. A com munitywide issues-thus its comprehensiveness. It should prehensive plan is not like an engineering project-there is no be comprehensive in dealing with the range of important scientific right or wrong plan for your community. While a plan forces and trends that are shaping the community. However, it should embody certain basic planning principles as described should not be "encyclopedic." In fact, the trend in comprehen below, each plan should reflect community spirit and vision. sive planning is to avoid the voluminous, technical, detailed In other words, a good community plan should balance documents that often characterized comprehensive plans in both "right brain" and "left brain" thinking while not going the past, and to create readable, concise, graphically friendly, too far toward either end of the spectrum. Some plans end up and usable guides for citizens and community leaders. The old so technical that they become documents only a bureaucrat focus on documentation has given way to a focus on clarity, can love. On the other hand, plans based entirely on extensive prioritization, and inspiration. "visioning" processes and lacking a fundamental understand Different states have different legal requirements for com ing of the underlying physical, social, and economic forces in the community can be viewed as unrealistic "pie-in-the-sky" prehensive plans, as discussed in Chapter 7. Working within the legal requirements of individual states, comprehensive dreams that would be best ignored. The best plans are both visionary and attainable. plans should be tailored to fit the unique needs of each city or county. No two plans should look alike. Comprehensive plans HOW A COMPREHENSIVE should be strategic in focusing on the critical issues that are PLAN SHOULD BE USED shaping the place where you live. Some comprehensive plans may emphasize infrastructure financing (especially in high An effective comprehensive plan should be used in several growth communities), some may emphasize natural resource practical ways. protection (especially in areas with environmentally sensitive 1. Vision. It should depict an overarching vision for the lands), and others may emphasize reinvestment in aging neigh community. Citizens want to know that their leadership is borhoods. Many try to do all these things. Your comprehensive doing more than just reacting and responding to day-to-day plan should fit the needs of your community and should not issues. Citizens want their leadership to have a longer-range necessarily comply with an academic planning textbook. vision for the community. The comprehensive plan should cre A comprehensive plan should be long range-planners typ ate a positive image of the city, town, or county. ically speak in terms of "planning horizons" that are between 2. Review. It should be used as a guide to individual develop 20 and 30 years into the future. This means that comprehensive ment approvals. For example, when developers or landowners 42 The Citizen's Guide to Planning The Comprehensive Plan 43 request zone changes or other development approvals, their A good rule of thumb for the preparation of a comprehen consistency with the comprehensive plan should be assessed. sive plan is to allow between 12 and 18 months to develop Comprehensive plans should be a regular part of the planning the plan. Fewer than 12 months, and the plan can feel as if it board and elected-official development review process. is being rushed without adequate discussion. More than 18 3. Drafting. It should be used as a basis for land-use reg months, and the community begins to tire of the process. ulations and other implementing tools, such as zoning, sub There is no precise recipe for preparing a comprehensive division regulations, and infrastructure financing tools. For plan-the key is to understand that it is a process. How the example, the plan should express the goals for land use plan is developed with the public is as important as the plan including location, intensity and density, impact mitigation, document itself; without broad community support the plan and design quality-that can be implemented through the land will likely die on a shelf. A successful plan has a constituency use regulations. in the is rooted in the desires of the people and 4. Building. It should be used as a basis for capital improve community-it ment plans and other, more focused and specific area plans. is more than just a planner's plan or a plan written by the gov The relationship between a comprehensive plan and infra ernment for the citizens. structure and capital facility plans is particularly important Every community is different; therefore, every community and is a linkage often lacking in the local community planning planning process should be different. The plan process should process. Too often, capital facility plans are made without coor reflect the unique dynamics of local community organizations, dination with the comprehensive plan, particularly the land and the plan itself should reflect the personality of the com use element of that plan. munity. There are, however, some key elements in a successful planning process, and many successful comprehensive plans CREATING THE PLAN are prepared around the following framework: The paragraphs above set a very high bar for the comprehen 1. Organizing to Plan sive plan as a broad-based, long-range, coordinating guide 2. Citizen Participation to the community's future. Not only must the plan be based 3. Research and Analysis on a solid factual understanding of the community (the sci 4. Goals and Objectives ence of planning), but it must also reflect the aspirations of the 5. Plan Recommendations community (the art of planning). A successful comprehensive 6. Implementation and Administration of the Plan plan reflects an inclusive community consensus. It requires adequate time to unfold, and it must follow an orderly and This list makes planning appear to be a neat linear progres open process. sion-first one step and then another. While planning certainly The planning process must be carefully managed to suc needs to proceed step by step, some of these steps run con ceed. Moving too quickly or in too regimented a fashion can currently, and the process should remain flexible. Sometimes result in the perception that the plan is being "shoved down disagreements arise during later stages, and the process needs the community's throat." Taking too long and letting the plan to loop back and repeat a step. Figure 3-2 illustrates one plan linger can result in a loss of momentum and interest. A compre ning process and demonstrates how these steps can work in hensive planning process must be deliberate enough to allow a relationship to one another. Strong citizen participation is full community dialogue but efficient enough to be completed important and necessary throughout the planning process in a timely manner. there is no point at which citizen participation ends. 44 The Citizen's Guide to Planning The Comprehensive Plan 45 existing boards and commissions, especially the plaru1ing com mission. Comprehensive-plan oversight committees should be large enough to reflect a full and balanced cross section of the community, but small enough to be manageable. Usually that means between 15 and 25 people. It is critical that these over sight committees be perceived as fair, balanced, and reason able, not reflective of a particular political point of view. It is important to meet with the steering committee to clearly define their role and the amount of time they will be expected to devote to the process. Usually the steering committee will need to meet about once a month throughout the typical 12- to 18-month planning process. Some cities and counties establish several organizational tiers to the comprehensive plan process. For example, there may be a steering committee with direct responsibility for managing the process, supplemented by a larger and broader-based "plan forum" that is designated to serve as a "sounding board" for Clarion Associates community ideas. Other communities establish special sub Figure 3-2. The planning process committees to focus on either particular topics (such as trans portation, parks and recreation, or environmental preservation) Similarly, while it might seem that discussions about imple or particular geographic subareas of the community. mentation could wait until the end of the process, that is not The role of the planning commission in particular should true. Discussion of possible implementation tools should begin be addressed. After all, the planning commission is the group as soon as goals and objectives are identified just to ensure that given direct responsibility for long-range planning. Howeve1~ the deliberations are grounded in reality. in most communities the planning commission is already more Given those understandings, each step in the planning pro than occupied with its normal workload and does not have time cess is discussed below. to devote to the demands of leading a comprehensive planning process. Very often, comprehensive plan steering committees Getting Off on the Right Foot-Organizing to Plan are structured as an extension of the planning commission and report to the planning commission. Sometimes they have joint Before jumping into a comprehensive planning process, you meetings along the way. and your community need to think through how that process The role of professional planning staff should also be will be organized. This typically has several elements. defined. It is important for a comprehensive planning process First, think through the roles and responsibilities for man to be supported-but not controlled-by professional plan aging the planning process. Very often an ad hoc committee is ning expertise. Many communities elect to use their in-house created and given oversight responsibility for the plan. These planning staff for the process, while others decide to retain steering committees need to be carefully thought through in a planning consultant. Staff experience and workloads are terms of their size, composition, charge, and relationships to the important considerations in these decisions. 46 The Citizen's Guide to Planning The Comprehensive Plan 47 Finally, it is important to develop an identity for the com creative, and interesting outreach effort to engage large num prehensive planning effort. Most cities and counties create a bers of citizens. "brand" for the plan and the process. After all, the term "com When you are designing an appropriate public involvement prehensive plan" does not exactly stir the blood. Having a good process, it is helpful to think about why you are involving the title and logo for the process can help create an identity that citizens, which generally includes the following: increases participation and builds excitement about the out • Information. Citizens should be able to keep up with the come. At one point, Denver used the term "Blueprint Denver" planning process, even if they choose not to _attend public to brand its land-use plan, and then "Greenprint Denver" to meetings. This public information function is a basic part of identify a later environmental strategy. Philadelphia has used the outreach process. "ImaginePhiladelphia" (Fig. 3-3) as part of its comprehensive • Influence. Citizens should be able not just to influence the visioning process. plan but to shape it. To do that, you need to include struc Defining Community Values-Citizen Participation tured ways for citizens to do hands-on work. • Support. The process also should result in consensus on and One key benchmark of a good plan is that it accurately reflects support for the plan. The citizens of your community should the desires and aspirations of the community. In order to truly have a sense of ownership of the plan, and that almost never reflect a local vision the planning process should incorporate happens unless they have had a hand in crafting it. regular citizen participation from start to finish. The degree to which a comprehensive plan is perceived as coming from the There are many effective methods to ensure that plans are community, as opposed to being imposed on the community, based on solid community participation. While the steering can make or break it. Successful community plans are grass committee and other subcommittees are important aspects of roots plans, meaning they are developed by more than just an public participation, every local government should design inner circle of community leadership. a community process using a mix of techniques to fit its needs. Extensive community participation is challenging and very Here are some of these methods: time consuming. Unlike immediate development controver • Community Workshops. Workshops, which are meetings sies, which can attract hundreds of people to planning com open to the general public, are a staple of the community mission meetings, a long-range planning process, with issues planning process. Most comprehensive plan processes that often feel less immediate or pressing, requires an extensive, have workshops, often held at locations throughout the community on multiple occasions throughout the plan ning process. It is often helpful to think about groups of workshops at the beginning, the middle, and the end of the process. For example, an initial round of workshops may be ~ i · "aane held to identify and prioritize community planning issues facing the community, with subsequent workshops allow ing citizens the opportunity to shape and respond to draft goals and objectives, draft land-use recommendations, and Philadelphia City Planning Commission draft implementation strategies. The key for workshops is Figure 3-3. A distinctive and memorable brand can help create a to keep them organized and structured with specific objec sense of investment in the visioning process. tives identified to avoid "open mike" gripe sessions. 48 The Citizen's Guide to Planning The Comprehensive Plan 49 • Focus Group Interviews. It is helpful for the planners to be areas where detailed guidance is needed-not on the entire able to engage in face-to-face interviews witl1 individuals or county or city. small groups representing particular interests. Typical inter est groups to be targeted include environmental groups, There are many more tools and approaches to citizen out development interests, chamber of commerce leaders, neigh reach during the planning process-far too many to ade borhood organizations, school representatives, and parks quately summarize here. When your city or county is gearing and recreation interests. up to prepare a comprehensive plan, do your homework and • Scientific Valid Surveys. Many communities conduct sci examine what other successful communities hav.e done. If you are sure where to start, the local chapter of the American entifically valid telephone or mail surveys to gauge commu not Planning Association can probably tell you who has recently nity attitudes toward various issues. These surveys are very completed a successful process-or which communities have helpful, and if done properly they are difficult to dispute. won awards for exemplary processes. Then, prepare a citizen People can always argue that public meetings were stacked outreach plan that fits the unique needs of your community. by particular interests or biased by those who chose to show The key is to provide real and meaningful opportunities for up, but scientific surveys offer more quantifiable results. the public to shape the plan, and to use the process to build However, these types of surveys are relatively expensive consensus and ownership of the plan. and must be carefully crafted to be fair, and the results must be interpreted by survey professionals. A Strong Fact Foundation-Research and Analysis • Keypad Polling. Some cities and counties are increasing Although citizen participation is needed to reflect the values their use of keypad polling techniques U1at allow attendees of the community, a factual foundation for the plan is needed at large meetings to express their preferences or support for to base the plan in reality. When the community is considering various ideas or solutions through the use of hand-held trans its future, it needs to have a solid understanding of the under mitters. When structured carefully, this approach can lead lying forces that create both constraints and opportunities. In to better community understanding of overall preferences every community there are myriad environmental, economic, and allow planners to focus on preferred alternatives more fiscal, social, demographic, and infrastructure forces at work, quickly. Planners can tailor their follow-up questions, refin and it is important for the participants in the planning process ing ideas that have the most community support. to understand them. • Web Interaction. Many cities and counties have experi This is not easy, because there are limitless amounts of infor mented with web-based community participation tools. The mation available about each community but limited resources Internet is an excellent tool to use to notify the public and to available to collect and study that information. Further, every provide a central location for making planning documents community faces unique circumstances, economic trends, nat accessible to the public. ural resources, infrastructure constraints, and socioeconomic • Design Workshops. It is often helpful to offer more hands and demographic issues. There is no set checklist of the kinds on opportunities for citizens to help create a plan. Often of things that need to be analyzed. Local governments need to think strategically about this research analysis process referred to as "charrettes," workshops that allow citizens to and and keep in mind that the audience for the research and analysis is work in small groups on physical design or land-use issues not the professional planner; it is the citizen or community leader. are valuable ways to get more in-depth input. These are Therefore, information must be organized and analyzed in such usually focused on discrete neighborhoods, corridors, or a way that it can be understood by planning laypersons. 50 The Citizen's Guide to Planning The Comprehensive Plan 51 Keep in mind that the planning process must move forward employment opportunities and local demographics-is impor efficiently. Do not fall prey to "analysis paralysis" and exhaust tant for the planning process. participants with too much background. It is often useful to sort through the various topics that could be researched and Growth Forecasts identify the questions and issues that would benefit most from One of the fundamental dynamics to understand in any com additional facts. Focus on developing helpful information munity planning process is how much growth the community not just interesting information-by always asking "So what?" might face in the future. This issue can be addressed through or, "If we discovered that Xis true, or that Y is true, how would population and employment forecasts. It is beyond the scope tl1at influence the plan?" If planners cannot explain the signifi of this book to describe the science of forecasting, but there are cance of certain information for making community choices, relatively straightforward methods available for working with it is probably not needed. Given the need to move efficiently population and employment forecasts that have already been through a planning process, the research and analysis phase prepared. Usually these are trend-based forecasts that extrapo of the planning process must be kept to a tight schedule. If a late historic growth trends into the future. community spends too much time studying and analyzing, Environmental Analysis people will be tired of the plan before they get to the impor tant issues. The natural features that make up your community are impor tant influences in shaping the community, and are usually Although all communities must determine what kinds of valued by citizens as resources to be preserved. It is typi forces and trends are important for them to understand, the cal to analyze and map natural features such as surface and following list covers several research topics that are typically subsurface water features, floodplains, wetlands, sensitive included in a comprehensive plan process. slopes, wildlife and vegetation corridors, sensitive soils, mineral Demographic, Housing, and Economic Analysis resources, and other natural features as part of the comprehen It is important to have a fundamental understanding of the sive plan. In some cases state law requires that specific topics demographic, housing, and economic dimensions of your com be covered-with the list ranging from wetlands to mineral munity, and how each might be expected to change in the resources and even carbon footprints. future. While a full demographic study of the community is Public Facilitt; and l1tfrastmctU1·e Analysis probably not needed for a comprehensive planning process, One of the strong determining factors in new growth decisions knowledge of trends in population characteristics such as is the availability of public facilities such as sewer, water, roads, age, income, household size, education, workforce compo safety services (police, fire, and EMT), libraries, and schools. It sition, mobility, commuting patterns, and others will help is helpful to have at least an overview understanding of the in understanding housing, social, and economic develop current and projected facility needs, along with an understand ment issues. A housing analysis helps explain the relationship ing of facility improvement plans. between the demographics and the local housing market whether there are gaps that are not being filled, and whether Land-Use Capacihj those gaps are getting larger or smaller over time. Likewise, Land-use analysis is the flip side of the forecast question. If an understanding of the underlying economic trends of the the forecasts address demand, this question addresses supply. community-such as which segments of the economy are grow Given the amount of undeveloped land that a community has, ing or shrinking; how the retail, office, and industrial segments how much growth could it support under different assump of the economy are performing; and the relationship between tions, and how does that relate to the forecasted demand? The Comprehensive Plan 53 52 The Citizen's Guide to Planning results in look-alike development, or a general sense that their This "capacity analysis," as it is often called, typically involves hometown is starting to look like every other suburban com mapping analysis using geographic information systems (GIS). munity. In response, many communities expand the scope of It involves identifying existing land-use patterns, identifying the comprehensive plan to deal with such issues. vacant or undeveloped land, applying existing zoning densi ties, and forecasting the potential growth capacity of existing Fiscal Analysis land uses. The fiscal implications of new growth for the local government It is also important to factor additional natural and man are important to any community. While based on an under made constraints into this analysis. For example, natural fea standing of forecasted growth and the commuitity facilities tures such as floodplains, wetlands, steep slopes, forested areas, discussed above, this issue is focused on the impact of growth unsuitable soils, and others should be considered. Man-made on the ability of the community to actually fund the public constraints such as sanitary sewer and water service areas, facilities needed to support the expected growth. This element transportation limitations, and other infrastructure factors is related to, but different from, the larger issues of the commu should also be addressed. nity economy. It focuses on creating an understanding of the Once there is an understanding of potential demand relative net fiscal impact of growth on local government operations, to potential capacity, the community can begin to discuss and factoring in projected tax revenues from forecasted growth as debate the implications of this analysis. For example, in areas well as the cost of providing services and facilities. This "cost where the capacity far exceeds the demand, questions about the of growth" issue is increasingly common in discussions around allocation of growth and avoidance of community sprawl often comprehensive plans. occur. In communities where the demand exceeds the capacity, There are many other types of analysis that are sometimes discussions about the allocation of scarce land resources and prepared as part of the research phase of a comprehensive how best to maximize the use of existing infrastructure often plan, and there are many ways in which these analyses can follow. In any case, it is important to keep several things in be combined. In fact, very few cities or counties conduct full mind about this kind of analysis. First, they are planning tools blown analyses of all these topics. The community should con for the purpose of framing issues. Growth forecasts are not duct the research and analysis portion of the plan strategically predictions-they are planning reference points. Forecasts and to develop information that fits the needs of the community capacity analyses do not constitute planning policies or recom in a form and a time frame that allow for timely consideration mendations-they merely allow the discussion of "what ifs." and discussion. Comnmnittj Chamcter Analysis Defining the Vision-Goals and Objectives Many cities and counties incorporate an analysis of community At this point in the process, two elements should come together. character into their plans. While it is difficult to define exactly The initial citizen outreach efforts that identify planning issues what community character means, more and more local gov and define community values should have been occurring ernments are viewing this intangible feature as important to roughly alongside the research and analysis component. The the future. Citizens often underscore the need for this analysis goals and objectives are where the art and science aspects of in different ways. Some lament the loss of "small-town charac planning should meet, where the community creates the "pol ter" in their communities. Others complain about the lack of a icy" part of the plan. By "policy," we mean simply an explana "sense of place." The common theme is that many people are tion of what the community aspires to be. As a way to define concerned about the quality of new development-the design this aspiration based on the values of the community, "goals and of building, the use of franchise architecture, site planning that 54 The Citizen's Guide to Planning The Comprehensive Plan 55 objectives" should be prepared. These are simple statements or differences, they should be resolved by the elected officials that attempt to define a consensus about the values of the com at this midpoint in the planning process rather than be allowed munity. While the research and analysis asked questions about to linger and doom the plarrning process at the end. Because of what "could" happen under certain circumstances, the goals the importance of achieving true consensus at this stage, some address what "should" happen. communities publish plan documents in more than one lan Although this policy section can take any number of forms, guage so that all major ethnic groups can be equally informed we have found that thinking in terms of goals, objectives, and about the proposed direction for the community (Fig. 3-4). policies is a helpful way to organize the thinking for this part of the plan. Bringing It All Together-Plan Recommendations • Goals describe a desired end state. With a solid initial community outreach effort under your • Objectives more specifically describe definable or measurable belt, a strong understanding of the forces and trends shaping benchmarks for a goal. the community, and consensus on policies that tie those two • Policies describe how to achieve the goal. threads together into a vision for the community, you are now ready to move into developing specific plan recommendations. While there are many ways for a community to lay out the Depending on the community and the state legal framework broad outlines of a desired future, a "goals, objectives, and under which you are operating, this can take any number of policies" framework helps to draw the road map from broad forms. There is no right or wrong way to do this as long as it fits ideas to action. The precise way in which these goals are orga your community and is true to the plarrning process to date. nized in your comprehensive plan is up to you. Goals, objec That said, comprehensive plans typically include some or all tives, and policies can be organized by what planners refer to of the following elements, often at varying levels of detail: as functional elements (land use, transportation, parks and recreation, natural resources, etc.), or they can be organized • Land use by geographic subareas. • Transportation At this point in the planning process, planners should • Natural resources make sure that the goals, objectives, and policies are reviewed • Community facilities and discussed through a public process, because they estab • Parks and open spaces • Economic development and fiscal aspects of growth lish the basic direction of the plan. The goals, objectives, and policies are the foundation of the plan, and if that foundation • Housing is bad, it is hard for the plan itself to be stable and effective. • Cultural resources There should be ample opportunities for citizens to debate the One of the difficult choices in a planning process involves policies, to suggest changes and refinements, and to generally how "comprehensive" the comprehensive plan should be. work toward community consensus. While the plan should address the wide range of issues listed We also suggest that before the planning process goes any above, how much detail should the plan include for each? further, the goals, objectives, and policies be reviewed by the Often there are separate plans (in different city or county depart planning commission and the elected officials for concurrence. ments) for many of the elements-separate transportation It is particularly important that the elected officials agree to plans, parks plans, or housing plans, for example. These sepa the direction before proceeding with more detailed planning rate plan elements are often developed without consideration after all, this is the most fundamental definition of the com for one another, though and the comprehensive plan should munity aspirations, or vision. If there are basic policy disputes serve as the overarching plan that ties those elements together. 56 The Citizen's Guide to Planning The Comprehensive Plan 57 Many communities struggle with how to depict the land use element. Often the question is how to define not just the geographic pattern of uses but the character of the area. A related question is how specific or flexible the land-use ele ment should be. In short, what is the best way to communicate the aspirations of the city or the county regarding future land uses? Although many different types of future land-use maps can be crafted, it may help to divide them into _two general categories (although there are many variations in between). The two benchmarks are the traditional "parcel-specific" and the "character-based" maps of future land use. Each is briefly discussed below with a summary of potential advantages and disadvantages. Parcel-specific Maps The conventional future land-use map has often included spe cific depictions of future land uses on a detailed geographic basis. Older land-use maps showed single-family uses in yellow, multifamily in brown, office in pink, retail in red, industrial in purple, rural in light green, parks in dark green, and so forth. In many communities, this type of map has served very well as a basis for zoning decisions. In other cities and counties this type is viewed as archaic and too "one dimensional." Some argue that this type of land-use map has perpetuated the segregation of land Action Pajaro Valley uses, resulting in automobile-dependent patterns of land use and Figure 3-4. Comprehensive plan documents may need to be thwarting efforts to introduce mixed use development. published in more than one language in orda to be understood by all members of the community. Advantages: • It is clear and easy for citizens to understand; • It conveys to each property owner exactly what is envi The comprehensive plan should not be thought of as supersed sioned on his or her property; ing these other plans, but rather as helping to define how they • It is predictable; relate to one another and (if possible) articulating how tensions • It reduces the amotmt of discretion involved in interpreting between the various elements will be resolved. the map; and One topic on which the comprehensive plan should provide • It is often well suited for areas tl1at are largely developed and substantial detail and guidance is land use. A staple of a com where the existing land-use pattern is mostly established. prehensive plan is the depiction of desited future land uses, Disadvantages: including a map of future land use. As discussed previously, • It lacks flexibility; one of the most important functions of the plan is to define the • It increases the likelihood of plan amendments, which tend desired physical development of the city or county. to result in inconsistent decisions over time; The Comprehensive Plan 59 58 The Citizen's Guide to Planning • Recognizes that land-use impacts are more complex than • It does not allow for market fluctuations; just a category or name; • It does not address community character and quality; • Can be better at encouraging cohesive neighborhoods and • It may tend to encourage the separation of land uses; and • It views land use too simplistically. business districts; and • May be better suited to newly developing areas. Character-based Maps Disadvantages: As an alternative to the parcel-specific map, a character-based • Requires more discretion in decision making; approach to land-use plans involves identifying larger geo • Can be perceived as being unpredictable to the development graphic areas based on existing or desired character with the community; range of possible land uses. Rather than being parcel-specific, • Requires a more sophisticated development review process; it tends to focus on a neighborhood, business district, or cor and ridor. It is based on the idea that the comprehensive plan is to • Requires more sophisticated zoning and subdivision regula- serve as the long-range vision for an area, with the zoning code tions to implement the plan. and map being responsible for parcel-specific implementation Some local governments have employed a hybrid of these of the plan. Rather than depicting categories of individual two approaches. For example, Lenexa, Kansas, and Norman, land uses, such as single-family, multifamily, office, retail, and industrial designations, the map may include broader catego Oklahoma, have both applied the parcel-specific land-use ries, such as rural areas, suburban neighborhoods, traditional designations in areas that are largely developed because the neighborhoods, employment center, villages, and conserva range of appropriate land uses on the remaining vacant par tion corridors. cels is fairly narrow. However, in undeveloped portions of the Along with the map designations, character-based plans community where the slate is still blank, the plans allow for a include development policies or principles to guide land-use broader range of land uses pursuant to development policies. decisions. Instead of specifying the precise land use proposed Above all, make sure the vision fits your community and its on a particular parcel, this type of plan typically identifies unique needs and that other citizens understand what kind of a range of land uses possible in the general area, and then map you are using and why. includes development policies that define the circumstances under which different land uses may occur. For example, a par Making It Happen-Implementation ticular area might be identified as appropriate for a range of and Administration of the Plan multifamily and business uses, but then include development The capstone of a good comprehensive plan is an understand policies that specify that certain types of business uses can ing of how the plan can be implemented. Chapter 5 contains only be located at the intersection of an arterial and a collector a full discussion of the plan implementation tools, but for the street, or must have a certain minimum acreage assembly, or purpose of this chapter it is important to understand that the must have access to sewer and water. comprehensive plan should anticipate how it could or should be implemented. Most important, if citizens find none of the Advantages: potential implementation tools politically acceptable, or are • Allows for more flexible interpretations of the plan; unwilling to allocate the money needed to implement a par • Allows for the market to operate without the need for many ticular goal or policy, then perhaps that goal or policy does not amendments; belong in the plan. If so, it is better to learn that early in the • Allows for more mixed use possibilities; 60 The Citizen's Guide to Planning The Comprehensive Plan 61 planning process so an alternative approach or goal can be dis every five years. This, of course, can vary depending on how cussed, rather than to discover at the end that the entire plan fast the community is growing, but if the city or county is pre has been built on unrealistic foundations. pared to devote some time every year to monitor progress of Although planners typically think of the implementation the plan, assess the status of its implementation, revisit growth recommendations as the final chapter in the plan, it is impera forecasts, and generally test its effectiveness, the plan will ulti tive that implementation be factored in throughout the plan mately serve the community better. Likewise, if the community ning process. It is tempting during the planning process to is prepared to substantially update the plan every five years or focus just on an "ideal" goal and then later think about how so, it can delay the need to start a new 18-24 menth process to to implement the plan. But the various implementation pos replace the entire plan. sibilities should be used to help shape the plan. For example, CONCLUSION it is tempting to identify goals such as "new growth should pay the cost of services associated with that growth" or "rural The comprehensive plan is an indispensable centerpiece for and agricultural uses should be preserved." However, when the local community planning process. As long as it complies the community understands that the tools to implement these with the statutory requirements, which vary by state, it can and goals may include impact fees, reduction in zoning densities, should reflect the needs, issues, circumstances, and personal or purchase of land or development rights, it often causes the ity of each community. We urge you to mold the plan to your community to think more deeply about whether they support needs. To help you get started, we offer the following checklist those goals. of potential dimensions of growth and change. If you can say The implementation element of the plan should be focused that your local planning process adequately addresses all these and strategic. If the plan results in "200 easy steps to making factors, you should be well equipped to face the future. the plan a reality," then it will probably not succeed. No gov • Geographic locations of growth and development. Have ernment can focus on 200 "extra" tasks while providing basic you planned for where growth will occur (and where you goods and maintaining the facilities already in place. Imple would like it not to occur)? mentation tools should be thought about strategically, meaning • Amount of growth. Have you addressed the magnitude they should be prioritized; be set on short-term, medium-term, and volume of growth? and long-term horizons; and identify the responsible parties. • Rate of growth. Have you thought about how that growth Good plans also need to address how they will be admin will unfold over time, particularly during the planning istered, particularly with respect to monitoring and updating. horizon? We speak of plans as being long term-20 to 30 years-but • Intensity and density of growth. Have you addressed den- they are by no means set for 20 years. Plans should be living sity and intensity of new growth? documents that are continually monitored and updated. This • Quality and character of growth. Have you addressed how is a challenge: We want long-term consistency in plans, but the growth will occur, what it will look like, and whether it they need to reflect changing conditions. We do not want plans will create neighborhoods and business districts rather than to be changed at the whim of every new set of elected officials just subdivisions and developments? i or at every request of a developer; we want plans to be flexible • Relationship to public facilities. Does your plan adequately I :;,"" and realistic. link the future land-use plan with transportation, sewer, water, Many local governments build in annual monitoring of the fire protection, stormwater management, libraries, schools, plan and prepare for significant updates of the plan roughly and other public facilities within your control? 62 The Citizen's Guide to Planning • Equity dimensions of growth. Have you considered social equity issues and prop~rtyrights issues? • Fiscal and economic dimensions of growth. Have you CHAPTER identified a plan that is fiscally sustainable over time, one that provides an adequate and diverse economic base for the long term? 4 What Are We Trying to Achieve? INTRODUCTION It takes much work and effort to develop and maintain a strong local community-planning program. The preparation of the comprehensive plan is a major challenge for a community to undertake, let alone updating land-use regulations and other actions to implement the comprehensive plan~Linking the plan to other local government programs, and generally monitoring and keeping up with new planning issues, also take time and effort. So, why do we do this? There must be some larger aim we are trying to achieve with good planning. What is it? This chapter will focus on the substance of planning-on what we are trying to achieve with our planning efforts. It provides a summary of some basic sound planning principles, because it is important for citizens to understand not just the mechanics of planning but what good planning generally tries to accomplish. We can all talk about wanting a livable and sus tainable community, but what really makes for livability and sustainability? What makes for a socially responsible commu nity? What does "sustainability" mean? This chapter will out line some of those ideas. 63 SOLARIZE MY COUNTY? A Fact Sheet by StraightUp Solar Solarize (or 'Bulk Solar') campaigns typically lower the cost of solar 10- 20% below retail market rates while helping individuals, businesses, & non-profits overcome previous logistic, financial, & knowledge barriers to installing solar Today 'Solar is Simple' and 1.1 million on-line solar-powered homes prove it, increasing local skilled labor demand & property values across America Every 10 solar homes injects - into the Local Economy! 675 Hrs of Construction Jobs $70K in U.S. Income Tax Credit 75 Tons of C02 Reduction 35K Gal of H20 Reduction y ~ e Y Community Solarize programs bring together groups of potential solar customers via widespread bi-weekly education and outreach campaigns lasting 3-6 months that combine compact 60-minute solar education sessions, or "Power Hours", with discounted pricing models from solar energy installers that are pre-qualified by a sponsoring municipal entity. 1 megawatt of solar is installed every 32 minutes in the U.S. 3.8.2017 MAKE YOUR SOLARIZE A SUCCESS! Local Ownership I Municipal & Civic Champions I Wide Spread Community Promotion Teams I Presentation Venues for Education Sessions I Relationships with Media Outlets I YOU! Questions? We are here to help. "The Solar Bulk Purchase was a great way to lower the information and price barriers to solar energy ownership." - Scott Tess, City of Urbana Environmental Sustainability Manager Cities like Portland, Milwaukee, and New York City have been running solarize campaigns for years, making it "fast, easy & zero cost" for municipal authorities to promote solar and all of the positive economic, environmental, and energy security benefits solar energy brings to a community. Illinois has joined the revolution in Chicago, Urbana-Champaign, Bloomington- Normal, Godfrey and as of 1 Mar 2017 Madison County/Glen Carbon now joins that list! Don't delay - lead the way! Over 400 homeowners received solar energy education during the 6 months of the Solar Urbana Champaign Program. 200 of the homeowners requested quotes for installations. 81 homes & small businesses had solar installed. The City of Urbana just launched its 2nd Solarize Program in March 2017. 3.8.2017 ACKNOWLEDGEMENTS This guide is an updated version of the original The Solarize Guidebook, published in February 2011 (see www.nrel.gov/docs/fyllosti/50440.pdf ), which was developed for the National Renewable Energy Laboratory and the City of Portland. The original Solarize campaigns were initiated and replicated by Portland's Neighborhood Coalition network with help from the Energy Trust of Oregon, City of Portland, and Solar Oregon. AUTHORS Linda Irvine, Alexandra Sawyer and Jennifer Grove, Northwest Sustainable Energy for Economic Development (Northwest SEED). Northwest SEED is solely responsible for errors and omissions. CO NTRI BUTORS Lee Rahr, Portland Bureau of Planning and Sustainability Hilary Lovelace, AmeriCorps Volunteer with Lizzie Rubado, Energy Trust of Oregon Solarize Pendleton Andy Brydges, Elizabeth Kennedy, and Elizabeth Jessie Denver, GroupEnergy Youngblood, Massachusetts Clean Energy Center Dave Llorens, One Block Off The Grid Duane Peterson, Vermont Public Interest Research Group Siobhan Foley, California Center for Sustainable Energy SP ONSORS DOE SunShot Initiative This guidebook was made possible through funding from the U.S. Department of Energy SunShot Initiative and Solar America Communities program. www.energy.gov/sunshot City of Portland, Bureau of Planning and Sustainability (BPS) BPS develops programs that provide environmental, economic and social benefits to Portland residents, businesses, and government. The BPS took a management role in several Solarize campaigns and funded replication efforts. www.portlandonline.com/bps/solar Energy Trust of Oregon Energy Trust of Oregon is an independent nonprofit organization dedicated to helping utility customers benefit from saving energy and tapping renewable resources. Energy Trust created the program blueprint for the first Solarize Portland campaign and provided technical support, incentives, and program evaluation. www.energvtrust.org Solar Now! Campaign Solar Now! connects Oregonians with the resources they need to choose solar energy. Partners are Solar Oregon, Oregon Department of Energy, Energy Trust of Oregon and City of Portland Bureau of Planning and Sustainability. They have conducted events to catalyze solar since 2007. www.so larnoworegon.org Prepared for NREL Subcontract No. AGG-2-22125-01. Bureau of Planning and Sustainability lnnov3tion. Collaboration. Praclic,11So lutions. EnergyTru st licy of l'ortland, Oregon of Oreg on Sam Adoms. Meyer · Su.sun Andt'.rs.on, Uucccor- TABLE OF CONTEl'JTS INTRODUCTION ...... 3 BACKGROUND AND OVERVIEW OF MODEL ...... 4 SOLARIZE 1.0 ...... 8 CASE STUDIES ...... 10 GENERAL LESSONS AND CONSIDERATIONS ...... 16 PLANNING A SOLARIZE CAMPAIGN ...... 20 ADDITIONAL RESOURCES AND REFERENCES ...... 27 INTRODUCTION The first "Solarize" campaign started as a grassroots effort to help residents of Portland, Oregon, overcome the financial and logistical barriers to installing solar power. What began in one neighborhood as "Solarize Southeast!" quickly caught on with residents across the city. With support from the U.S. Department of Energy's (DOE) Solar America Communities program, the City of Portland Bureau of Planning and Sustainability partnered with neighborhood coalition offices, Solar Oregon (the state American Solar Energy Society chapter) and Energy Trust of Oregon to provide community organizing, technical assistance, project management, and rebates in a wildly popular grassroots-driven program. After three years of Solarize campaigns, Portland has added over 1.7 MW of distributed photovoltaics (PV) and established a strong, steady solar installation economy. Since the publication of the first Solarize Guidebook in 2011, dozens of communities, companies and contractors across the U.S. have launched their own versions of a neighborhood collective purchasing program. With installed costs for behind-the-meter (distributed) solar dropping 17% in 2010 and continuing to fall in 2011, 1 the residential PV market in the U.S. is poised to continue expansion and Solarize campaigns can accelerate this growth. Purpose This guidebook is intended to be a roadmap for project planners and solar advocates who want to create their own successful Solarize campaigns. It describes the key elements of the Solarize Portland campaigns and variations from projects across the country, along with lessons learned and planning templates. The guidebook is funded by the DOE SunShot Initiative, a collaborative national initiative to make solar energy cost competitive with other forms of energy by the end of the decade. Source: Energy Trust of Oregon and Solar Oregon 1 Tracking the Sun IV: The Installed Cost of Photovoltaics in the U.S. from 1998 - 2010, Lawrence Berkeley National Laboratory, Jan. 2011, p. 1. http://eetd.lbl.gov/ea/ems/reports/lbnl-5047e.pdf. BACKGROUND AND OVERVIEW OF MODEL The First So larize Campaign The first Solarize campaign began with local Portland residents who wanted to install solar power, but didn't know where to start. They imagined that if they could organize a group of neighbors to "go solar" together, they could collectively make an informed purchase and negotiate a volume discount. They turned to the local neighborhood coalition, Southeast Uplift, for assistance. Southeast Uplift approached Energy Trust of Oregon for technical and program planning support. By coincidence, Energy Trust had developed a solar PV volume purchasing program and was eager to test the model. With community volunteers, neighborhood association staff, and Energy Trust support and rebates, the first Solarize campaign was born. Within six months of starting their campaign, Solarize Southeast had signed up more than 300 residents and installed solar on 130 homes. The 130 installations added 350 kilowatts of new PV capacity to Portland and created 18 professional-wage jobs for site assessors, engineers, project managers, journeyman electricians, and roofers. 2 Annual Portland Residential PV Installations 600 soo 400 Solarize 300 • Independent 200 100 0 2003 2004 200S 2006 2007 2008 2009 2010 2011 The neighborhood collective purchase concept spread quickly. With support from a DOE Solar America Communities grant, 3 the City of Portland's Bureau of Planning and Sustainability helped other community 2 Eighteen full-time permanent jobs were created by three solar installation firms (2010 self-reported numbers). 3 The SAC grant has supported a half-time employee for two years. Additional City staff provided technical and management assistance. Portland has also provided sub-recipient grant funding to eight communities in Oregon totaling $47,000 with the intent of replicating the successes of Solarize Portland across the state. organizations take Solarize Portland to their neighborhoods, eventually completing projects that encompassed every neighborhood in the City. Taken together, these follow-on projects produced another 400 Solarize installations in 2010, increasing total PV installations almost 400% over the previous year. In 2011, the number of Solarize campaigns and installations fell, but overall, PV installations in Portland remained high, with an increasing number of non-Solarize installations. The recent introduction of solar lease and Power Purchase Agreement (PPA) options has proven very attractive. As the Solarize campaigns wrap up, these financing options are creating new demand, building a strong, steady solar market in the Portland metropolitan area. (Examples of these third-party ownership models are discussed in General Lessons and Considerations: Financing.) Although Solarize installations trended down in 2011 due to fewer campaigns and the introduction of the solar lease and PPA, independent installations have ramped up considerably following the market kick start provided by Solarize. Overcoming Market Barriers Although the volunteer organizers of the first campaign did not set out to transform the market, their program design resulted in spectacular market growth. The Solarize model tackles three major market barriers: cost, complexity, and customer inertia. High Upfront Cost Residential solar installations have high upfront costs. Before the first Solarize campaign launched, the upfront cost for a 3-kW system in the Portland market was approximately $27,000. By presenting a full package of federal and state tax credits and utility cash incentives, the Solarize campaign showed that the final costs were much lower than the initial sticker price. Contractor savings on marketing and lead generation drove costs down by an additional 30 to 35%. 4 A typical 3 kW installation in the first Solarize project cost only about $2,000 after tax credits and incentives. Complexity For many, a solar purchase seems a daunting and complex decision, involving choices about technical issues such as inverter efficiency, PV modules, and optimal array tilt. Even choosing between contractors can be an overwhelming task for those not technically inclined. Every aspect of the Solarize program was designed to provide actionable information while reducing complexity. A committee of neighbors pre-selected the contractor through a competitive bidding process and negotiated the cost. Workshops and Q&A sessions focused on the practical steps to making a purchase. The program reduced a dizzying array of technical choices to one simple question for participants: yes or no? Customer Inertia The sales cycle for solar is usually more than two years from first inquiry to installation. The Solarize project overcame customer inertia to get installations in three to six months. By presenting a highly competitive price in a limited-time offering, the campaign motivated customers to act. In addition, the spirit of group endeavor afforded safety in numbers, so that participants didn't feel that they were making the decision on their own. 4 Estimate based on conversations with contractors in the Portland area in 2010. This chart shows the 2011 pricing for a typical Solarize Portland project. 3 kW PV System Cost Notes Total System Cost Before Incentives $18,000 $6.00/watt5 Energy Trust of Oregon Cash Incentive ($5,250) $1.75/watt Out of Pocket $12,750 Federal Tax Credit - 30% ($3,825) Calculated after Energy Trust incentive J Oregon Residential Tax Credit ($6,000) $2.10/DC watt; taken over 4 years Final Cost After 4 Years $2,925 Essential Elements of the Solarize Model In Portland, each successive Solarize campaign looked slightly different, reflecting the different priorities and goals of each neighborhood, but there were some common elements that led to success: competitive contractor selection, community-led outreach with a trusted community partner, and a limited-time offering. Competitive Contractor Selection Selecting the contractor(s) through a competitive process led by community volunteers is essential on several fronts. First, it affords homeowners the simplicity of a pre-selected contractor while building confidence that the contractor was selected from a range of options. Second, it provides a transparent process that builds customer and contractor trust. Although the criteria for selection may vary from campaign to campaign, they should reflect the particular values of the community, whether they are creating local jobs or driving prices down. By having a competitive process with clear criteria, the project organizers can justify their choice while sending a clear market message about customer and community values. Community-Led Outreach and Education Another element of a successful campaign is community "Thanks to the community outreach, we led outreach supported by a trusted local organization. In saved 30% on marketing!" Portland, neighbors distributed fliers, built and updated Rob LaVigne, Solar City the program website, and spoke at workshops, delivering a direct appeal from one friend to another to join the campaign. The volunteers were supported by a Neighborhood Coalition, which had a long history of helping people and a high level of community trust. Harnessing community power in this way has many benefits: The community becomes invested in the success of the project, the scope and scale of the outreach is amplified, and neighbors are more responsive to the appeals. Community-led outreach also allows the contractor to save on marketing costs because the company does not need to spend as much time generating leads. With neighborhood volunteers generating hot leads, the contractor can focus on site assessments and i nsta llatio ns. Limited-Time Offer Nothing motivates people like a deadline. A Solarize campaign is a limited-time offer, creating a sense of urgency among residents who don't want to miss a good deal. The limited-time offer also keeps the 5 Avg. U.S. residential price: $6.24 from U.S. Solar Market Insight Reports, Q32011 Full Report, SEIA/GTM Research, p. 28. program true to its market transformation goals: to jump-start the solar market and then step aside. Some contractors may object to the perceived "monopoly" awarded to those selected for the project. The limited-time offer may help mitigate this contractor concern. In fact, a successful Solarize campaign can also increase business for non-Solarize installers. Installation numbers from Energy Trust demonstrate that Portland actually experienced an increase in non-Solarize installations during the Solarize campaigns. Community Feedback Spurs Innovation and Improvement The first neighborhood collective purchasing effort in "Our mission is community- building. The Solarize Southeast Portland was an unprecedented success, project allowed people to get their hands on something resulting in 130 new residential PV systems in six and work together to make great things happen." Tim months. Although the community response was O'Neal, Sustainability Coordinator, SE Uplift overwhelmingly positive, there were some lessons learned. A formal program evaluation commissioned by Energy Trust showed that project organizers were unprepared for the volume of customer interest. The neighborhood coalition office struggled to process customer information manually. In addition, organizers held enrollee information until the end of the enrollment period, and then gave the leads to the contractor in one batch. While this allowed the contractor to know the final price (which depended on the volume of sign-ups) before contacting the customers, it meant that the contractor received all 300 sign-ups at once. Customer follow-up time suffered, and the contractor faced boom and bust cycles. The number one suggestion for future programs, expressed by 42% of respondents, was that contractor follow-up could be faster. Project organizers took several steps to improve contractor response times, including: • Developing an electronic process to automate data collection and reporting. This allowed the project organizers and the contractors to quickly see the status of every enrollee, track follow-up time, and improve customer service. • Processing leads on a rolling basis. Rather than wait for the final enrollment numbers, organizers began site assessments, sales, and installations for subsequent projects before the end of enrollment. Not only did this build enthusiasm for the project by showing immediate results, but it also helped the contractor spread the work over a longer period, providing stability. SOLARIZE 1.0 The Basic Program A basic neighborhood collective purchase program is designed to lead the customer through a simple process, from awareness to installation, over the course of six months. The process includes: • Awareness: The grassroots campaign is advertised in fliers, emails, neighborhood newsletters, biogs, local events, and by word of mouth. Earned media from TV, radio, and newspapers can also boost awareness. • Education: Workshops and Q&A sessions are offered throughout the community to allow all interested neighbors a chance to ask questions in a supportive environment and to detail the steps for participation. • Enrollment: Residents are enrolled in the program through an online registration page. A short questionnaire at this time can help enrollees self-screen for solar suitability. • Site Assessment: The installation contractor provides site assessments and bids to all enrollees. • Decision: The customer decides whether to accept the contractor's bid at the Solarize program price. If using descending price tiers, the contractor may ask the customer to accept the current price tier, with the guarantee of a discount on their final invoice if volume targets are met. The intent is to offer few variables, so the customer's decision can be a simple "yes" or "no." • Installation: The contractor installs the system and helps the customer through the paperwork for the cash incentives and any state and federal tax credits. The Partners A successful Solarize campaign requires the coordinated efforts of many community players. Sample campaign partners may include: • Trusted Nonprofit: A community-based organization with an established history can provide credibility and institutional support. For example, in Portland, staff members from the Neighborhood Coalition offices devoted a portion of their time to manage the campaigns. They played a crucial role in managing volunteers and reaching out to involve other supporting partners. • Technical Advisor: Every campaign needs a technical advisor to help evaluate the potential solar contractors and ensure quality control. In Portland, in addition to providing the template for program design, Energy Trust created a Request for Proposals (RFP) and presented the technical tax credit and financing workshops. On the back end, Energy Trust verified that each installation met its solar requirements before issuing cash incentives. • Project Organizer: An organization with institutional access can serve as the project organizer, helping to coordinate the outreach and education, contractor follow-up, and overall project timeline. In Portland, the City played this role. In addition, the City provided technical support on the RFP and created a streamlined on line process for solar permitting, with a one-day turnaround on prescriptive path systems, while the City's Bureau of Development Services inspected all systems. • Solar Industry Organization: A local chapter of the American Solar Energy Society (ASES), the Solar Energy Industries Association (SEIA), or a nonprofit solar industry organization can be a valuable partner. In Portland, the ASES chapter, Solar Oregon, created a database for capturing enrollees and monitored customer progress. In addition, they provided staff and volunteer Solar Ambassadors to present and offer testimonials at workshops. Other campaigns have coordinated with a local SEIA chapter to ensure that contractors know of the opportunity and have a place to discuss issues of market fairness. CASE STUDIES Every successful Solarize effort is tailored to the unique features of the local market and reflects its particular community values. Indeed, allowing for this expression of values is what makes the Solarize model so attractive and empowering for participants. The following case studies offer an overview of local variations and lessons learned. These include prominent examples of everything from grassroots community-led campaigns to innovative commercially-led campaigns. Solarize Portland: Building a Local Solar Economy Campaigns: Six campaigns, in Southeast (2), Northeast, Southwest, North, Northwest Installations: 560 homes Total Installed Capacity: 1.7 MW The Solarize Portland campaigns of 2009 through 2011 revolutionized the market for solar, driving down market prices by more than 30% across the board and generating over 50 permanent green jobs for site assessors, engineers, project managers, journeyman electricians and roofers. In 2011, the market was revolutionized once more with the entry of the solar lease and prepaid PPA options, which have subsequently been used in well over half of new PV installations. As the City looks beyond 2011, the local Solarize campaigns are winding down, but independent solar installations are increasing and the City continues to support replication efforts across the State of Oregon. The Portland campaigns supported enduring and sustainable market growth in several ways: 1. Encouraging local contractors to respond to the RFP through a partnership or awarding the contract to two companies to split the jobs. 2. Limiting the duration of campaigns, so that the market would not be tapped out, but rather, primed for further activity. 3. Providing technical assistance to ensure that the selected contractors provided maximum benefit to the local community through local hiring, sourcing, and job training. In addition, the citizen volunteers who were empowered to select solar installers on behalf of their neighbors chose to "share the wealth": the Portland campaigns ultimately tapped three different solar contractors and numerous local subcontractors. Lessons and Considerations: • Contractor Memorandum of Understanding {MOU} promotes local hiring: Northeast Coalition of Neighborhoods signed an MOU requiring the installation contractor to coordinate with three community-based pre-apprenticeship programs that train people to enter the construction trades. The contractor ultimately hired eight of the 18 hires from these programs in the Northeast neighborhood. • Using small contractors: Small contractors need support to develop customer service mechanisms such as a customer tracking database. In addition, contractors are independent businesses and do not generally partner with one another. Rather than ask for collaboration, the RFP committee might decide to award half the jobs to one contractor and half to another, as they did in Salem, Oregon. ~ I • Using local manufacturers: Project organizers in Southwest Portland wanted to "buy local." 6 The contractor suggested using panels and inverters made in Oregon. While customers were offered an option to purchase out-of-state components (because the locally manufactured products were more expensive), almost all chose the locally manufactured products, magnifying the economic impact of the program in Oregon. • Rising solar awareness fuels broad growth: Although some contractors were concerned that they would suffer loss of market share when they were not selected as "Solarize" installers, the data from Portland show that non-Solarize installations also increased significantly during the Solarize campaigns. Not only did Solarize build awareness of solar energy as an option, but it also stoked demand and provided a publicly respected benchmark price, accelerating customer decision making across the board. For more information: Lee Rahr, City of Portland, [email protected] Solarize Washington: Simplifying Complex Pricing Campaigns: 2 complete (Queen Anne, Magnolia), 2 in progress (Northeast Seattle, Stanwood/Camano) Installations: 56 Total Installed Capacity: 237 kW Seattle-based nonprofit Northwest Sustainable Energy for Economic Development (Northwest SEED) launched a Solarize program for Washington residents in early 2011. Northwest SEED works with membership-based community groups to organize Solarize campaigns neighborhood-by neighborhood. The organization has completed two successful campaigns and began two more in 2012. Due to the structure of the Washington State Renewable Energy Production Incentive, solar systems manufactured in-state achieve a much quicker payback than solar systems manufactured out of state, despite their higher upfront cost. Selected installers offer both options to Solarize participants, adding complexity to the choice, but numbers indicate that contractors are framing the choice to match their preference at the point of sale. In addition, after the success of the first campaign, contractors are confident enough to offer a low flat price from the first sale, dispensing with participation-based pricing tiers. As demand for Solarize campaigns has grown, Northwest SEED has begun to issue a Call for Partners to competitively select neighborhoods as hosts for upcoming Solarize campaigns. In addition, several local utilities have seen the success of Solarize Washington campaigns and are now offering support to expand the program. Lessons and Considerations: • Nonprofit-led campaigns: As a nonprofit organization, Northwest SEED faced funding challenges in moving Solarize Washington forward. Initially the organization relied heavily on foundation grants to support the program. As grant funding wanes, Northwest SEED is partnering with local utilities to provide ongoing support to Solarize campaigns. Learning from other Solarize efforts around the nation, Northwest SEED may incorporate a lead-generation fee to help create a more predictable, stable funding source for future campaigns. 6 Although Portland defined "local" as "Made in Oregon," other campaigns may define "local" as "made in the region" or "made in the USA." Regardless of the definition, the desire to "buy local" can influence customer choices and boost the "local" economy. • Contractor-led projects: Following the lead of Solarize Washington, several similar "Solarize" efforts have sprung up around the state. In large part, these efforts are led by local installers and thus do not utilize the grassroots organizing central to a traditional Solarize program. Some of these campaigns have been held in towns not already hosting a Solarize campaign, while others advertise "rock bottom prices" to compete with ongoing efforts in Solarize communities. Although these campaigns deviate from the established Solarize model, they do demonstrate the market expanding effect that Solarize programs can have on the local solar industry. For more information: Alexandra Sawyer, Northwest SEED, [email protected], (206) 457-5403 Solarize Massachusetts: Spurring Competitive Installations Campaigns: 4 (Harvard, Winchester, Hatfield, Scituate) Installations: 162 Total Installed Capacity: 829 kW Massachusetts Clean Energy Center (MassCEC) launched the Solarize Massachusetts (Solarize Mass) program in 2011 in an effort to expand the state's solar PV market beyond traditional early adopters. Working with the Massachusetts Department of Energy Resources, MassCEC identified four "Green Communities" to pilot the Solarize Mass program. To help spur grassroots marketing and activism around the program, MassCEC provided each community with an outreach toolkit- complete with a banner, yard signs, bumper stickers, templates, and other marketing materials - and framed the program as a competition to achieve widespread solar adoption. Though not the largest community in terms of population, the town of Harvard ultimately succeeded in installing the most systems and Solarizing an impressive 4% of total residences. Participants were able to choose between a direct ownership and a leasing ownership model, both with four tiers of pricing based on the number of people who contract to install solar. Although uptake of owned vs. leased solar installations varied by town, offering both options ultimately made the solar market more accessible for all. Lessons and Considerations: • Each community is different: MassCEC had a unique opportunity to learn from pilot projects that took place simultaneously in four distinct communities. Although each town selected for participation had been pre-designated as a "Green Community," each was unique in size and demographics. MassCEC provided the towns with the same outreach toolkit and found that the efficacy of the outreach tools varied significantly from town to town. While the Solarize model can be streamlined and standardized to a certain extent, it is ultimately a dynamic program that must be customized to fit the character of the community it is serving. • Steep pricing tiers are motivational: Solarize Massachusetts featured a tiered pricing structure for each of its four pilot campaigns. Communities selected different installers, so pricing tiers differed between communities. In Harvard, the installer offered aggressive pricing tiers with sizable savings from tier to tier. This translated into momentum for community members to get their neighbors to participate-more participation meant substantial price savings for all. MassCEC learned that communities want early wins and demonstrable opportunities to save and showed aggressive price reductions based on group pricing are one way to accomplish this. For more information: Elizabeth Kennedy, MassCEC, [email protected], (617) 315-9321 Vermont Solar Communities (Solar PV): Creating a For-Profit Spinoff Campaigns: 10 (Waterbury 2, Williston 2, Charlotte 2, Hinesburg 2, Shelburne 2) Installations: 60 solar PV Total Installed Capacity: 300 kW Vermont Public Interest Research Group (VPIRG) created VPIRG Energy to orchestrate solar group purchasing. Beginning in 2010, VPIRG Energy launched its Solar Communities program in three rounds-the first round offering only solar PV and subsequent rounds offering either solar PV or solar hot water. As an established membership-based organization, VPIRG had a pool of members from which to draw participants, so the Solar Communities effort required less organizing by local community groups than a traditional Solarize campaign might. Local community members with solar installations were particularly effective in organizing house parties to publicize the Solar Communities program and increase awareness about solar. VPIRG Energy recouped its operational and program costs through a $0.25 per watt lead-generation fee paid from the installer to VPIRG Energy at the time of system installation. The co-directors of VPIRG Energy concluded their campaigns and launched a new residential solar enterprise in 2012. SunCommon is a for-profit company that offers homeowners a solar lease for no money down. Lessons and Considerations: • Sticking with one installer: Although VPIRG Energy performed a competitive selection process for the first iteration of Solar Communities, it opted to use the same installer again for subsequent iterations of the program instead of issuing an RFP. This alienated some smaller local contractors, who felt that they were blocked from participating in the expanding solar markets in the four pilot communities. Concerned installers asserted themselves as solar designers, not simply "wrench turners," and wanted the opportunity to be included to the fullest extent possible. • Using a lead-generation fee: To cover costs associated with program administration, lead generation, and marketing, VPIRG Energy collected a $0.25 per watt fee (approximately 5% of the installed price) from the contractor upon close of sale. After refining the sales process to ensure cash flow, the fee was high enough to help VPIRG recoup costs while low enough to preserve the program price advantage. 7 Vermont Solar Communities (Solar Hot Water) Campaigns: 2 (Montpelier, Addison County) Installations: 175 to date Following the first round of its Solar Communities program, VPIRG Energy expanded beyond PV to pilot two solar hot water campaigns. These programs followed many aspects of the Solarize model and used a local company for manufacture and installation of solar hot water systems. Solar Communities that offered solar hot water were ultimately more successful than those that offered solar PV in terms of final participation numbers. This could be attributed to several factors, including lower upfront cost, the opportunity to purchase locally manufactured systems, and an impending incentive drawback that spurred action. For more information: Colleen Thomas, [email protected], (802) 223-8421 7 Presumably, as costs for solar PV continue to fall, customer acquisition costs and lead generation fees will fall. One Block Off the Grid Campaigns: 20 communities in 11 states Installations: 1,500 Total Installed Capacity: 8 MW One Block Off the Grid (lBOG) is a San Francisco-based for-profit company that aims to figuratively take city blocks "off the grid" through solar installations en masse. lBOG establishes programs in target cities with promising solar markets and aims to address three major barriers to widespread solar energy implementation: 1) high cost, 2) confusing process, and 3) lack of trust between potential customers and installers. lBOG's city-based programs feature ongoing solar campaigns that run for three months at a time. The group recently launched several new Web tools with the intention of making solar simple and accessible. lBOG's US Solar Markets Map (www.lbog.org/nation) showcases solar PV demand by county and assigns state solar policy "grades," while its solar estimating tool (www.lbog.org/solar-estimate) allows customers to use mapping technology to see what a solar system might mean for their home. Lessons and Considerations: • Using a per-watt fee: To finance their business model, lBOG charges a $0.25 per watt installed fee to the chosen contractor. This adds approximately $1,250 to the price of a 5 kilowatt system, about 5% of the overall system cost. The customer never "sees" this fee, because it is built into the flat-rate price offered by the contractor. • Remote solar site assessment: lBOG recently developed a program to design solar systems remotely though Web-based mapping technology. Using this technology, the organization is able to offer similar services as one might receive in a traditional site evaluation, but cut down on time by performing the evaluation over the phone. Using this technology, lBOG allows customers to sign contracts remotely, thus creating efficiencies in the solar installation timeline. For More Information: lBOG, www.lbog.org/ Reduce then Produce: Home Performance Before Solar Campaigns: 1 (San Diego) Installations: 7 (in addition to 11 home-performance upgrades) The San Diego-based California Center for Sustainable Energy (CCSE) administers the California Solar Initiative rebates in the San Diego area and works with home performance contractors under the Energy Upgrade California program. In summer 2011, CCSE launched "Reduce then Produce," a pilot program to integrate the two efforts. Homeowners were required to get a Home Energy Rating System (HERS) rating of 100 or lower, or get a home assessment and conduct an upgrade before going solar. Rebates were available for both the HERS rating and the energy upgrades. GroupEnergy (see GroupEnergy: Workplace Campaigns for Employers and Employees) guided the RFP for solar PV, selecting two installers. CCSE invited a pool of 30 qualified home-performance contractors to join the program, and 13 ultimately signed on. Although participation in the pilot was light, program managers are eager to refine the program design and try again. Lessons and Considerations: • Home Performance Contractors Want Solar Business: It is relatively common, at least in strong solar markets like San Diego, to find home-performance contractors who offer holistic solutions including solar PV. Because the campaign used pre-selected solar contractors, the home performance contractors did not embrace the program as strongly as they might have. Using a single contractor for both the home performance and the solar installation might increase contractor enthusiasm and sales. • Homeowners Want Recognition of Their Home-Performance Efforts: By requiring homeowners to prove home performance (through a rating or upgrade implementation) before going solar, the program engendered resistance in homeowners who felt that they had already improved home performance. Program managers suggest that a more appealing approach is "Reduce AND Produce," encouraging homeowners to do both, but allowing homeowners to self-certify that they have improved home performance. Especially in the relatively mild climate of San Diego, home performance improvements may not return enough savings to risk losing the solar opportunity. For more information: Siobhan Foley, California Center for Sustainable Energy, [email protected] G ouµEnergy: W orkplace Campaigns for Employers and Em ployees Campaigns: Multiple corporate and government clients Installations: NA Total Installed Capacity: NA Founded in July 2011, GroupEnergy delivers collaborative procurement programs to make residential and commercial clean energy solutions simple, social, and cost effective. GroupEnergy designs and administers procurement programs to pool the buying power of an organization's workforce, securing lower purchase pricing and attractive terms for residential solar and energy efficiency improvements. This new employee engagement tool streamlines the process of researching and choosing the right vendors to help participants lower their utility bills and generate renewable energy. Employers see increased employee engagement in their corporate social responsibility and sustainability initiatives, while helping their community achieve its greenhouse gas reduction goals. Each GroupEnergy campaign includes a competitive RFP process to evaluate and select vendors. As of early 2012, multiple campaigns had completed vendor evaluation and launched enrollment. GroupEnergy can work either directly with a large employer, or deliver partnership programs through an umbrella nonprofit or government organization. Current GroupEnergy clients include Adobe's Green Team, Bank of America, the Bay Area Climate Collaborative SunShares program, Genentech, and ICLEI - Local Governments for Sustainability USA. Under ICLEI, GroupEnergy is administering "Energy Benefits," a new clean energy procurement program offered to member communities as a tool for achieving climate action goals. Energy Benefits offers residential solar and energy efficiency solutions, as well as commercial facility solar aggregation on behalf of employer organizations. With its nationwide reach, GroupEnergy is reducing soft costs, securing favorable pricing and leveraging the workplace to bring solar to new markets. For More Information: Jessie Denver, GroupEnergy, [email protected] 15 GENERAL LESSONS AND CONSIDERATIONS The following lessons and considerations are based on the feedback from all of the Solarize campaigns in this guidebook. Tap the Grassroots Solarize campaigns are successful because they tap the grassroots to design and market the program. In a positive feedback loop, the process of creating and deploying the program builds community pride that encourages higher levels of participation in the community. Involve the Community in Decision Making The RFP process is an opportunity for the "Solarize Southwest was perhaps the single most community to create an empowering statement of satisfying project I've worked on at SW values. With guidance from technical experts, Neighborhoods. The shared experience of residents volunteers craft the contractor selection criteria and attending workshops together and installing solar energy equipment at the same time helped to create exercise choice in the selection ofthe installer(s). a strong sense of community amongst those who Use Community-Based Marketing participated, and helped us fulfill our mission to the Solarize is a classic example of community-based community: to empower citizen action to improve and social marketing: Information reaches people maintain the livability of southwest neighborhoods. 11 through face-to-face encounters with friends and Leonard Gard, Project Coordinator, Southwest neighbors, house parties, and other social Neighborhoods, Inc. interactions. Although the campaign uses the Web as well as traditional media, the thrust of the marketing appeal is personal. In contrast to a plea from the government or the utility, the appeal comes directly from a friend or neighbor. Collaborate with a Trusted Local Organization and Assign a Project Manager A successful campaign collaborates with a trusted local organization that has a history of helping people. In Portland, the Neighborhood Coalition offices served this role. In Washington, it was Northwest SEED, and in Vermont, it was VPIRG that was the trusted organization. Local organizations provide "third-party validation," which instills trust in the program. Regardless of the organization, each campaign had a dedicated project manager to orchestrate the effort. Plan for Success The first Solarize Portland effort set a goal of 25 installations. When 350 residents signed up, the manual process of entering enrollee information into a spreadsheet quickly became untenable, and the contractor realized that it needed a customer service plan to keep in touch with customers over the several months that they would have to wait to get through the installation queue. Project organizers should plan for success and put efficient systems in place for capturing enrollment information, sharing information with contractors, and following up with customers. Consider selecting more than one contractor, so that no single contractor is overwhelmed with jobs. Support Contractor Systems Smaller contractors in particular may need support to build their customer relationship management systems to handle a program of regular follow-ups to keep warm leads "warm" until they can reach p I the customer. Project organizers can help contractors by ensuring that they have thought through their customer service plan, requiring specific plans in the RFP response. Make Contractors Responsible for Site Assessments The early Solarize campaigns offered an optional free site assessment in which Energy Trust helped residents determine their homes' suitability for solar and consider energy efficiency options. Although attractive in principle, in practice, offering these third-party reviews created a bottleneck, slowing the installation process as contractors had to wait for the reviewers to complete their assessment before meeting with the homeowner. The first program evaluation showed that homeowners who requested the optional site assessment actually installed solar at a lower rate than those who did not (possibly because they were requested by homeowners who suspected that their home was unsuitable.) In any case, the contractor must ultimately visit the home to advise on the system size and sign the contract, so the site assessments can be part of the contractor's plan. Pricing Considerations To what extent is the success of Solarize due to low prices? Campaign results suggest that prices and incentives vary widely from market to market, and project organizers should consider several points when designing the price of the offer. Absolute Price Is Less Important Than the Perception of a Good Deal In general, most people don't know what a solar installation is supposed to cost, so they have no price yardstick to evaluate the program offering. More important than getting a good deal is the assurance that they are not getting a bad deal. As long as a consistent price is set for everyone, and it is demonstrably less expensive than the "going rate" for individual solar installations, people perceive the cost as "a good deal." In fact, many RFP committees selected final bids that were not the lowest price, but the best value, providing a reasonable price for high-quality service. Fixed Price vs. Descending Price: Pros and Cons The Solarize campaigns in Portland and Massachusetts effectively used a descending price scale to encourage higher participation. While a descending price can motivate early enrollees to recruit others, it also adds complexity: it delays the time when the final price is determined, so the contractor cannot quote a final price to early enrollees. Contractors might quote the highest price and collect payment in several installments, with a contract clause that the final installment will be adjusted to reflect the final price. However, organizers might consider fixed-flat pricing from the start and use other means to encourage recruiting. For example, contractors might pledge to donate a system to a local organization if the installations reach a certain goal. Others may offer a rebate at the end of the program to all participants based on the total solar capacity installed. Another argument for fixed pricing is that the contractor's ability to offer a lower price does not depend as much on the savings on volume purchases of equipment as it does on the savings in time and effort in marketing. Larger contractors often have access to volume equipment pricing even without the group purchase, so their savings are more likely to be realized in the community-run sales and marketing. They can commit to their lowest price knowing that the grassroots community-based social marketing effort will bring them hot leads with a high conversion rate. 17 Financing By offering some form of program financing, Solarize campaigns are able to tap a larger market for PV. Options vary from state to state, but some combination of the following should be considered. Municipal Loans The City of Pendleton, Oregon, offered zero-interest loans of $9,000 to Solarize participants. Funds were borrowed from an existing wastewater treatment facility rate stabilization fund, with loan repayment structured over four years: 50% paid back the first year and the remainder paid back over three years. The loans were secured by a lien against the property through a Local Improvement District. The City used property tax revenue to make up the lost interest on the rate stabilization fund, so that when the loans are fully repaid, the fund will be exactly where it would have been without the program. These funds bridged the gap between the customers' payments to the contractor and their receipt of state and federal tax incentives. Ultimately, 63% of residential participants took advantage of the loan. Sixty-four homeowners and several small businesses used $775,000 in loans. One year later, none of the loans are in default, and the City has recovered 50% of what it loaned out and is on track for 100% recovery ofthe loan fund. The loans have given such a boost to solar in the area that Solarize Pendleton's selected installer, Livelight Energy, has opened a permanent office in the rural area. For more information: City of Pendleton, http://solarizependleton. co m/main/replication/ Bank or Credit Union Loans As the residential solar market continues to expand, lenders are beginning to realize the value of tapping this market. For example, Portland-based Umpqua Bank offers "Greenstreet" lending, a menu including a home equity line of credit, home equity loan, or unsecured loan to homeowners who are improving energy efficiency or going solar. The rates are competitive, and the loans have the added advantage of no fees and a lender that understands the value of connecting with green neighborhood initiatives. Credit Unions may also offer special loans for members or employees who are going solar, as the San Jose Credit Union did for its employees in 2010. Solar Leases or PPAs In certain markets (depending on eligibility Third-party prepaid and lease solar PV options have for state and utility incentives and the ability provided more choice for homeowners, with lower to legally offer third-party financing costs. Nine out of 10 homeowners choose these solutions), companies may offer customers programs over standard purchase options. the option to lease panels rather than make a direct purchase. In Portland, when state tax rules changed to allow homeowners to take the state tax credit regardless of ownership, two large solar companies, Sun Run and SolarCity, introduced financing alternatives to direct ownership. SunRun partners offer a "Prepaid PPA" in which the customer pays $6,000 up front for a 3.24-kW system and recoups the payment over the next four years as a state tax credit. Customers receive 20 years of electricity from the panels on their roof, with maintenance and warranties covered by their installer. Solar City offers a 15-year solar lease, with no upfront payment, for as little as $20 a month. Utility Loans Until recently, there have been few utilities offering loans for going solar, and no overlap between solar loans and Solarize campaigns. Now, in Washington, Snohomish County Public Utility District No. 1 offers its Solar Express loan and rebate program in conjunction with a Solarize campaign. Under Washington law, Snohomish can claim double credit toward meeting the requirements of the state Renewable Portfolio Standard because the kilowatts installed are distributed renewable generation. Program Funding Considerations Deploying a Solarize campaign costs money. Despite harnessing volunteer labor for everything from planning to marketing to contractor selection, a successful campaign will need the oversight of a project manager and will incur costs for marketing materials, database administration, and communications. The Portland campaigns relied on the staff at the neighborhood coalitions, as well as paid staff from Energy Trust and City of Portland, who were supported in part by a federal grant. Communities without paid neighborhood staff or grants should consider other options for funding. Collect a Per-Watt Fee Project organizers could consider building a small per-watt fee into the contractor's scope of work, which is then passed on to the customer. The contractor can still offer a competitive price, because it is saving money on marketing, while the program establishes a source of funding for everything from staff time to outreach materials. Organizers might still need seed funding to launch the project until the installations and fees begin to flow. Create a Buyer's Co-Op Salem Creative Network adopted a co-op model to fund its Solarize efforts, charging program participants a fee of $0.10 per watt (e.g., $250 for a 2.5-kW system) to join the co-op. The fee was intended to cover program management, database administration, and outreach. The co-op fees supported the campaign organizing staff for about a month. It may be more palatable to customers to have the co-op fee rolled into the contractor fee, so that they only write one check. Leverage Contractor Marketing Dollars and Expertise As noted, the community-led marketing campaign saves contractors money. In return, the selected contractors may have marketing materials and expertise that they can share with the campaign. For example, in Pendleton, Oregon, the contractor provided yard signs and marketing fliers, rented a booth at the farmer's market, and covered other incidental marketing costs. In Seattle, installers have provided financial assistance with everything from door hangers to bus and radio advertisements. Secure Local Utility Program Funds Electric utilities may be interested in supporting the labor costs and/or the rebates for a Solarize campaign as a way of delivering a popular customer service. The campaigns provide outreach and education about energy and build a constituency that interacts more closely with the utility. In addition, utilities may be able to claim Renewable Energy Credits (RECs) from programs that they sponsor. For example, in Washington, utilities that incentivize solar PV can double count that production toward meeting their Renewable Portfolio Standard. PLANNING A SOLARIZE CAMPAIGN The following section describes the steps to carry out a successful Solarize campaign. Step la: Develop Partnerships and lnitiat2 Planning (Months 1 - 3) A successful campaign begins with strong planning and partnerships. The institutional project organizer should enlist key allies and support starting with a primary project manager (one very dedicated individual who will oversee all the moving parts). Usually, the initial campaign organizing involves these players: • Primary project manager (institutional project lead) • Community organizer or volunteer coordinator (may be a neighborhood volunteer) • Technical support lead (a solar specialist, such as utility or city staff) These project players collaborate to build the project work plan and timeline, identifying all the tasks, responsible parties, and community partners. Potential community allies include: • American Solar Energy Society chapter • Local nonprofit • City government • Local utility • Neighborhood coalitions or associations • Local manufacturer of solar equipment • Churches • Rotary or other service clubs • Credit union or local bank Sample Project Timeline Month 1-3 Month4-6 Month7-9 ~orm Steerinq lnue Request '°' Committee Propos;al Program Set Up • Community Out1each Workshops & Wcblnars _J Outreach & Education Homeowner Site Assessments . Installations • Installations . Sample Roles in a Solarize Campaign The following chart shows sample roles and responsibilities in a• typical Solarize campaign. The Project organizer is an essential role and could be a neighborhood coalition, a municipality, a local ASES chapter, or any organization with the capacity to devote a half-time person to leading the charge. Project Manager Volunteers Contractor Utility/Municipality Planning Manage program; Provide ideas Provide tech support; provide resources provide resources Volunteer Recruit & organize Advise committee~ 1 Recruitment committees Request for Issue RFP ; advise Draft RFP; Respond to RFP Advise on RFP ~ Proposal (RFP) on RFP and select contractor contractor selection Outreach Manage outreach Build website; Teach nuts and Provide workshop campaign; create distribute fliers, bolts and Q&A curriculum; and print fliers; lead outreach session teach workshops workshops materials; schedule workshops; identify venues Enrollment Compile database of Recruit neighbors Conduct enrollees; engage preliminary customers assessment and schedule site L assessments 21 Project Manager Volunteers Contractor Utility/Municipality Site Track contractor Conduct site Assessments turnaround time assessments and signed with contracts homeowners; prepare bids Installations Track contractor Execute Streamline solar turnaround time contracts; install permitting process; and customer systems; inspect installations; experience complete interconnect systems paperwork Celebration! Issue press release; Plan and/or host Plan and/or host Evalu~ promote, evaluate party party and replicate Step lb: Build Database and Customer Interface (Months 1 - 3) A customer service database is essential for contractors and project organizers to track customer follow-up, schedule installations, and capture project results. The project organizer should provide the database structure and protocols to the contractor. Some contractors may have their own customer relationship management (CRM) software, but they should also update the database supplied by the program. This way, the contractor's process is transparent to the project organizer, and if there are delays in implementation, the project organizer can see these and plan accordingly. Solar Oregon has developed a database for use with Solarize projects and is available on contract to build, manage, and administer a customized database for a reasonable fee. Other Solarize projects have used CRM software such as Salesforce to manage customer enrollment. The project organizer, as the agent of public trust, must be sensitive to the privacy of participants, and take care not to disclose information beyond the program or misuse information submitted by participants. Step 2: Volunteer Recruitment (Months 1 - 2) One of the first tasks of the primary project manager is to host a meeting to recruit core volunteers. The core volunteers can be organized into two committees: • Outreach committee: Manage the communication and outreach to all neighbors. Members should be media sawy and should get articles in the newspaper, build a website, and recruit neighbors. • RFP committee: Write the RFP, review contractor submittals, interview, and select a contractor. Members should include at least one solar professional or tradesperson and preferably non-voting technical support from the institutional sponsor (e.g., city or neighborhood coalition). The neighborhood recruitment meeting should be advertised in neighborhood papers, discussed personally with neighborhood association chairs/community groups, and talked about widely. These volunteers will be the core group to initiate the Solarize effort. Step 3: Request for Proposal Process "The RFP process was extremely important for our committee. We learned more about the contractors than we ever could as individual (Months 2 - 3) customers, and we communicated our values to the contractors." Writing the RFP and creating the RFP scoring Todd Farris, Volunteer Program Manager, Solarize Southwest rubric is a chance for community members 22 to express their values. The volunteer committee, acting as the agent of public trust, is creating a defensible, open process to select the contractor. Usually, at least one solar professional or person with solar expertise supports the committee. It is important to have a clear method of scoring the proposals and to communicate this to the bidders. It is best to use a low number of points (three to five) for each desired category, so that score variations are significant. The RFP should be issued widely. Contractors should have several weeks to respond, and all questions and answers should be posted to a public website, where all bidders see the same information. After proposals are received, the committee members begin evaluation. Even where the project receives many excellent proposals, it is best to interview only the top two or three contractors as a courtesy to the volunteers and contractors. After contractor selection is announced, the committee may receive inquiries from contractors who were not selected. If they have followed the RFP evaluation criteria, the response is simple: "The committee scored the applicants and chose the one or two that scored the highest on the rubric." Committee members should keep conversations positive and not try to justify why the committee chose one contractor over another. Step 4: Outreach and Education (Months 4 - 6) Once the contractor is selected, outreach becomes a focus. The outreach committee creates or adapts materials - fliers, buttons, stickers, yard signs, and a website to help spread the word. Elements of the outreach campaign can include: Website A program website serves as a central location for updates on the campaign, a calendar of events, and a place to enroll. It is essential for volunteers to direct people to the website for timely information. Having a dedicated volunteer to update the website regularly helps build and maintain program momentum. Print Materials A colorful campaign logo and photo on a flier help lend legitimacy and spread the word. Fliers, posters, door hangers, and other print materials should be distributed widely. Biogs and Emails Electronic media provide an affordable and convenient way to increase the outreach of the campaign. The outreach committee should submit information to neighborhood biogs, write letters in their neighborhood newsletters, and send emails to friends, neighbors, and family members encouraging them to join the campaign. Workshops All interested homeowners are strongly encouraged to attend at least one workshop. A contractor representative should attend each workshop to answer questions. This will provide technical support to workshop presenters, while building a relationship of trust between the contractor and the homeowners. The group setting is important, to build trust and neighborhood cohesion while encouraging attendees to enroll in the program. Basic Workshop This is an introductory, one-hour workshop, held at multiple locations throughout the community. The basic workshop explains how the project works, the benefits of collective purchasing, solar PV technology, financing and incentives, and how to participate. Technical Q&A Sessions If participants want additional, in-depth information, organizers may consider holding technical Q&A sessions. These informal, open-format sessions allow potential participants to get their questions answered in a friendly and educational environment. Sessions could focus on a topic presented by subject matter experts: • Cash incentives, tax credits and financing (Presenter: financing partner/utility) • Net metering (Presenter: utility) • Technical nuts and bolts (Presenter: contractor) Solar Ambassadors A successful campaign will enlist the support of solar champions who already have solar on their homes. For example, Solar Oregon organizes a program of Solar Ambassadors, local residents who have gone solar. These supporters are strong advocates and positive examples for homeowners considering a solar purchase. Ambassadors can attend or present at workshops, providing an important validation to others looking to install solar. Step 5: Customer Enrollment (Months 4 - 6) The enrollment period, usually three months, should run concurrently with outreach and education. Kick off with a press release and a high-profile community event, perhaps at a farmer's market or other public venue. Ideally, enrollment occurs on line, and participants enter their data directly into a database. Programs may make a provision for participants to register by phone if they have no Internet access, and a project organizer could enter this customer data into the Web interface. The on line enrollment process should generate an auto-reply email, alerting the customer of the date on which their information will be given to the installation contractor, and telling them to expect a call within two weeks (or the agreed upon turnaround time). At this point, the leads are hot and the sooner the contractor can act, the more likely the leads will convert to installations. Throughout the enrollment period, the outreach committee volunteers drive people to the website through various avenues that suit their own comfort level: hosting coffees, going door to door, sending emails, posting fliers on public message boards, or submitting articles to the local press. As the enrollment period draws to a close, the media may take interest, if they haven't already. It is best to invite media early on, so that they can help get the word out, rather than generate a lot of interest after the enrollment has closed. Step 6: Site Assessme nts (Months 4 - 8) As soon as people begin enrolling, the project organizer can begin passing participant information to the contractor. Although several Solarize campaigns waited until the end of enrollment to pass the leads to the contractor, passing leads as participants enroll will help even out the contractor workload and improve the follow-up time. The contractor may use mapping software to screen out any obviously ineligible participants (e.g., those with heavy shading) and then schedule an appointment to meet with the customer for a more detailed evaluation and system sizing. If all goes well, the customer and contractor sign a contract for installation. Step 7: Installations (Months 5 - 9) The contractor is responsible for installations, but the project manager should monitor the customer database to ensure that installations are occurring within an appropriate time frame. At this phase, the contractor should be updating the customer database as customers are contacted and systems installed. All customers should continue to get periodic messages from the program, offering updates on the status of the program. In Portland, the project manager coordinated weekly or twice-monthly team meetings to discuss installation statistics, and address and issues or concerns that arose. Meetings built a strong team atmosphere and gave the City, neighborhood leads, and the contractor opportunities for increased project cooperation and correction, when needed. Some Portland participants expressed frustration with long waiting periods between enrollment and installation. This is typical in a volume purchasing program, but can be alleviated in part by choosing more than one contractor and/or releasing names to the contractor as soon as homeowners enroll. Step 8: Celebra.:e and Reflect (Month 9) After the installations were complete, the homeowners It is important to acknowledge the hard work of came together for a walking tour of neighborhood homes everyone who supported the program and and a celebratory picnic. Another Portland neighborhood celebrate the community effort. The contractor held its celebration at the local brewpub. and/or manufacturer may be willing to sponsor a public celebration. The media will want to attend, and the positive energy generated by the celebration can help fuel the next project in the next neighborhood. Equally important is reflection and evaluation. Project organizers can continue to build public trust by listening to feedback in order to improve future programs. Sample Budget Although every program will vary by location and population size, this sample budget provides a starting point for project planners. Project Labor Hours Volunteers Contractor Utility Total Organizer Project Management 2SO 2SO RFP Committee 40 80 Outreach Committee 70 so Workshop Design and Delivery 100 so 20 10 Site Assessments * Installations * Celebration and Evaluation 30 30 20 Total Hours 490 460 40 10 .,.___Materials Expenses Collateral (fliers, yard signs, $1,000 $1,000 etc.) Advertising $1SO 3 Database Development $2,000 __ j [ ~ I Project Labor Hours Volunteers Contractor Utility Total Organizer Workshop Venue Rental $400 Speaker Fees $300 Booth Rental for Events $100 --- Web Hosting/Domain Name $200 Celebration Event $200 $300 Total Materials $4,350 $0 $1,300 $0 $5,650 *Contractor hours for site assessments and installations will vary by number of participants and are not shown here because they are not unique to a Solarize campaign. The budget above reflects a possible scenario for a project lead, volunteers, and program partners. Of course, labor costs will vary widely, depending on how much of the labor is volunteer based. Some communities have successfully leveraged AmeriCorps or other service-learning volunteers to serve key program roles, while others have used volunteers primarily in outreach and the RFP process. In some municipalities, the existing staff in the office of neighborhoods or the office of energy or sustainability can take on the project lead hours as part of a special campaign. As with labor, the materials budget will vary widely, depending on the media market and the amount of outreach materials that can be donated. The budget does not suggest a source for program funding. Each program planner will have to consider options discussed elsewhere in this guide, including grants, volunteer contributions, or a fee assessed on each installation. 26 ADDITIONAL RESOURCES AND REFERENCES Collective purchasing programs from across the United States • GroupEnergy launched multiple collective purchasing programs for the workplace in early 2012. www.mygroupenergy.com • "Lighten Our Load" was developed for Columbia Sportswear by Energy Trust of Oregon in 2008. www.energytrust.org • MadiSUN Group Solar Program serves residential and commercial customers in Madison, Wisconsin. http://www.cityofmadison.com/sustainability/city/madisun/ • Make Mine Solar is a collective hot water purchasing program, based in Minneapolis, Minnesota. www.mn renewables.org/MakeMineSolar • One Block Off the Grid is active in 20 cities nationwide, supporting volume purchasing for residential customers. www.lbog.org/ • Reduce then Produce was an integrated home performance and solar program based in San Diego, from the California Center for Sustainable Energy. • San Jose Employee Solar Group Buy was offered to City employees and retirees in 2010. The program became the model for the SunShares Program of the Bay Area Climate Collaborative. http://baclimate.org/impact/sunshares.html • Solar Beaverton offers PV, hot water, and even EV charging stations in a group purchase format. http://www.beavertonoregon.gov/i ndex.as px? NI D=412 • Solarize Eugene: The Resource Innovation Group won a utility grant for Solarize Eugene 2012, addressing PV and hot water.http://solarenergydesign.com/solar-electric-systems/solarize-eugene/ • Solarize Pendleton: The City of Pendleton, Oregon, offered zero-interest loans to finance solar installations and created program replication materials http://solarizependleton.com/main/replication/ • Solarize Portland: With over six campaigns and 560 installations, Portland leads the way and helps other cities run Solarize campaigns. http://www.portlandonli ne.com/bps/index.cfm?c=51902 • Solarize Salem: The Salem Creative Network organized a co-op to help fund its PV and hot water campaigns. http://solarizesa lem .org/ • Solarize Santa Barbara: More than 49 neighbors went solar through a program from Community Environmental Council. http://www.cecsb.org/solarize-santa-barbara • Solarize Washington: A series of residential PV campaigns from Northwest SEED began in 2011. www.solarizewa.org • Solarize Massachusetts: Massachusetts Clean Energy Center (MassCEC) in partnership with Green Communities Division of the Massachusetts Dept of Energy Resources ran campaigns in four cities. http://www.masscec.com/index.cfm/cdid/12093/pid/11159 • VPIRG Energy ran successful "Solar Communities" programs for PV and hot water across Vermont. The co-directors of VPIRG Energy have subsequently launched SunCommon. http://suncommon.com/ Publications Solar Powering Your Community: A Guide for Local Governments. U.S. Department of Energy, 2011. The second edition of this guide includes case studies and lessons learned from Solar America Cities. www.solaramericacommunities.energy.gov/resources/guide for loca l governments Solarize Portland: Community Empowerment through Collective Purchasing. Lizzie Rubado, Energy Trust of Oregon, August 2010. This paper provides more details on the success of Solarize Portland. www.energytrust.org/About/policy-and-reports/Reports.aspx Evaluation of Energy Trust of Oregon's Solar Programs: Solarize Southeast Portland and Solar Energy Review. The Cadmus Group, November 2010. The evaluation contains detailed customer feedback and participation profiles for the first Solarize project. www.solarizewa.org/files/cadmus-report-eto-solar programs Smart Solar Marketing Strategies. L. Rosoff and M. Sinclair, Clean Energy Group 2009. The report offers valuable lessons in marketing solar. www.statesadvancingsolar.org/resource-center/smart solar-marketing-strategies Peer Effects in the Diffusion of Solar Photovoltaic Panels. Bryan Bollinger, NYU Stern School of Business and Kenneth Gillingham, Yale School of Forestry & Environmental Studies, December 2011. This paper analyzes the spread of solar PV in communities. http://people.stern.nyu .edu/bbolling/index files/BollingerGillingham PeerEffectsSolar.pdf NOTICE This report was prepared as an account of work sponsored by an agency of the United States government. Neither the United States government nor any agency thereof, nor any of their employees, makes any warranty, express or implied, or assumes any legal liability or responsibility for the accuracy, completeness, or usefulness of any information, apparatus, product, or process disclosed, or represents that its use would not infringe privately owned rights. Reference herein to any specific commercial product, process, or service by trade name, trademark, manufacturer, or otherwise does not necessarily constitute or imply its endorsement, recommendation, or favoring by the United States government or any agency thereof. The views and opinions of authors expressed herein do not necessarily state or reflect those of the United States government or any agency thereof. Available electronically at http://www.osti.gov/bridge Available for a processing fee to Available for sale to the public, in paper, from: U.S. Department of Energy U.S. Department of Commerce and its contractors, in paper, from: National Technical Information Service U.S. Department of Energy 5285 Port Royal Road Office of Scientific and Technical Information Springfield, VA 22161 P.O. Box 62 phone: 800.553.6847 Oak Ridge, TN 37831-0062 fax: 703.605.6900 phone: 865.576.8401 email: orders@ ntis.fedworl d.gov fax: 865.576.5728 online ordering: http://www.ntis.gov/help/ordermet ho ds.aspx email: mailto:[email protected]. gov #• '•.:Printed on paper containing at least 50% wastepaper, including 10% post consumer waste. Prepared for the National Renewable Energy Laboratory (NREL), a national laboratory of the U.S. Department of Energy, Office of Energy Efficiency and Renewable Energy; NREL is operated by the Alliance for Sustainable Energy, LLC. DOE/G0-102012-3578 • May 2012 For more information, visit: energy.gov/sunshot Prepared for the National Renewable Energy Laboratory (NREL), a national laboratory of the U.S. Department of Energy, Office of Energy Efficiency and Renewable Energy; NREL is operated by the Alliance for Sustainable Energy, LLC. DOE/G0-102012-3578 • May 2012 Printed with a renewable-source ink on paper containing at least 50% wastepaper, including 10% post consumer waste. Solar Group Buy Programs Implemented by StraightUp Solar Solar Urbana-Champaign: www.growsolar.org/solar-urbana-champaign/ "82 Champaign-Urbana homes and businesses decide to "go solar"" -WAND17, July 18, 2016 www.wandtv.com/story/32470272/82-champaign-urbana-homes-and-businesses-decide-to-go solar "Solar Power In Illinois: STEM Mentorship Program" - [audio] The 21 51 Show, May 16, 2017 httos://wil I. illinois.edu/21 stshow/orog ram/next-on-the-21 st-solar-oower-in-illi nois-a-stem mentorship-prog ram "Solar energy gro up reaches 2nd goal" - lllinoisHomepage.net, April 7, 2016 www.illinoishomepage.net/news/local-news/solar-energy-group-reaches-2nd-goal "C-U poised to shine bright in solar energy" - Smile Politely, February 5, 2016 www.smileoolitely.com/tech/c u poised to shine bright in solar enerqv/ "Solar Urbana-Champaign Installation" [video]- UPTV6, February 4, 2016 www.youtube.com/watch?v=XKF5SDx8itA "Group solar pu rchases helping Midwest cities cut carbon emissions" - Midwest Energy News, January 6, 2016 - http://midwestenergvnews.com/2016/01 /06/g roup-solar-pu rchases-helpi nq-midwest-cities cut-carbon-emissions/ Solar Bloomington-Normal: http://www.growsolar.org /sola r-bloominqton-normal/ "Solar group-buy hits discount milestone: 2 weeks left" - The Pantagraph, September 20, 2016 www.oantagraoh.com/business/local/solar-grouo-buv-hits-discount-milestone-weeks left/article f05b5b 75-791d-5d7a-9b47-348cd9a45331 .html "Solar Bloomington-Normal Surpasses 1 OOkW Goal . Lowers Solar Costs" - Ecology Action Center, September 19, 2016 - http://ecologyactioncenter.org/bloq/2016/09/19/solar-bloomington-normal su rpasses-1 OOkw-goal-lowers-solar-costs/ "Solar Bloomington-Normal Installs First Solar Panels" - The Pantagraph, July 19, 2016 www.pantagraph .com/business/local/solar-bloominqton-normal-i nstalls-first panels/articl e 9a36aaaf-feda-5a4 7-98a4-3e88b291 e6b9.htm l "Solar Bloomington-Normal makes first solar installation" -WJBC, July 12, 2016 www.wjbc.com/2016/07/12/so lar-bloomi ngton-normal-makes-first-solar-i nstallation/ "GLT' s Sound Ideas: 6/3/1 6" [audio] - WGL T, June 3, 2016 http ://wg It. org/post/g Its-sou n d-ideas-6 316#stream/O "Solar boom: Program aims to boost local renewable energy" - The Pantagraph, May 20, 2016 www.pantagraph.co m/business/local/solar-boom-program-aims-to-boost-local-renewable enerqy/article 9caff060-a9bd-5a3d-923c-006d43213989. html "Solar Power to be made available to Bloomi ngton-Normal res idents" -WJCB, April 22, 2016 www.wjbc.com/2016/04/22/solar -power-to-be-mad e-ava i lab Ie-to-bl oomi ngton-norma I-residents/ Solarize Godfrey: "StraightUp Solar Spreads Sustainable Energy in Godfrey" [video] - Riverbender.com, September 2, 2016 - www.riverbender.com/video/details/strai qhtup-solar-spreads-sustainable energy-in-godfrey-video-2791 .cfm "Solar Prog ram's Milestone Triggers Discount" -Advantage News, August 15, 2016 http://advantagenews.com/news/solar-program%E2%80%99s-milestone-triggers-discount/ "Here Comes the Sun" -Advantage News, July 30, 2016 http://advantagenews.com/news/here-comes-the-sun/ "Solar Has a Bright Future in Godfrey" - The Telegraph, July 26, 2016 http ://theteleg rap h. com/n ews/8662 3/so Ia r- has-a-brig ht-futu re-i n-g odfrey "Solarize Godfrey: Solar company talks renewable energy to village residents" [multi-media] - Riverbender.com, May 26, 2016 - www.riverbender.com/articles/details/solarize-oodfrev-solar company-talks-renewable-energy-to-village-residents-13313.cfm Why Solari}~· Your City? A Fact Sheet by StraightUp Solar Community Solarize programs bring together groups of potential solar customers via widespread bi-weekly education and outreach campaigns lasting 3-6 months that combine solar education sessions, or "Power Hours", with discounted pricing models from solar energy installers that are pre-qualified by a central municipal entity. "Free education from a neutral third party is crucial to the group buy process because it gives interested home and business owners the information to properly make the best decision for their situation. The information we pack into an hour-long session could take weeks to research on one's own. " Peter Murphy, MREA Solar Program Manager By leveraging local non-profit marketing support and volume price discounts, solarize campaigns tvpically lower the cost of solar 10-20% below retail market rates while helping individuals and businesses overcome the previous logistic, financial, and knowledge barriers of installing solar. Today, 'Solar is Simple' and 1. 1 million solar powered homes to date prove it, increasing demand for local skilled workers & property values across America. Cities like Portland, Milwaukee, and New York City have been running solarize campaigns for years, making it "fast, easy & zero cost" for municipal authorities to promote solar and all of the positive economic, environmental, and energy security benefits solar energy brings to a community. Illinois has joined the revolution in Chicago, Urbana Champaign, Bloomington-Normal, and Godfrey. "The Solar Bulk Purchase was a great way to lower the information and price barriers to solar energy ownership." Scott Tess, City of Urbana Environmental Sustainability Manager Make Your S oI ar1ze ·''': a SUCCESS! Notes: The solarize term was conceived by a joint program between the City of Portland and the Department of Energy. For more information from the definitive ·· · publication, visit www.nrel.gov/docs/fy12osti/54738.pdf To learn what other cities are saying about Solarize Programs, Google these programs or any of the other cities mentioned and "solarize" or "group buy"...... ---- la ~~ Urbana-Champaign ~It: ~ ~ f11ar ~ d[ GrowAn initiativeof the MidwestRenewable Energy Association t 5 Straig~~P 0 Grow Solar for Jackson County Real Property Committee 15 March 2017, 5:00 p.m. Delivered by StraightUp Soiar Grow s~·lar M ln!ti.ltlvedthrM~RtnrwlbltEntl'11YA1soclaUon li . / -- ~ - --- StraightUp Solar Straigu1~P Our Vision: To Inspire a Solar Tribe to Create a Sustainable World • Founded in 2006 - 35+ Employees - 8 MW & 750+ project portfolio • Fully Licensed Electrical Contractor - NABCEP & DG-Certified Professional Staff • 3x + 1 Group Solar Veteran = 1.1 MW & 120+ Installs to Date • One of Only A Few Solar-Powered Solar Companies in the Region Certified (}t.McuS) @ , C<>rporallon· 1 STRONGER TOGETHER l:: ti !:., CJ "'ti "~ ,.c: ~..... a <;') .) §" ~ ~ lme'a@m mldwcst renewable energy association Madison County I Glen Carbon Why are we here? To create sustainable communities by making solar simple & affordable...... ~ - ~~~ '\"~ + ...~' ~CINOR£'0~ ~\ [I ~o~\YJ~S~Illi Think ureen. __· • ,,... /' ) L1ve ;.reen ..r ~i . I (~ J www.{ c .ed u/. gre en .-- What is a group buy? Madison County I Glen Cari Lower Prices through: 1. Competitive Contractor Selection 2. Community-Led Outreach 3. Limited-time Offering 4. Strong Customer Education 5. Economy of Scale Everyone wins. ...-... • ~ Madison County I Glen Carbon Who is the MREA? • Founded in 1990 with the first Energy Fair • Promote renewable energy through educational courses in solar PV, solar thermal and small wind '~J\l\. ~ Solarize MCGC ---- ...... ; ---- County I Glen Carbon Straig Q o1~P Group Buy • Outreach targeted to municipalities county-wide • Open to Madison Co. residents, businesses, & nonprofits • Program Pricing includes turnkey design, permitting, components, installation, guaranteed SRECs,AND 10-year workmanship & 85% minimum production guarantee! • Based on successes in other cities (Solar Urbana-Champaign, Solar Bloomington-Normal, Solarize Godfrey, Milwaukee Solar Group Buys, and Solarize Portland) • Residential Financing & American-made products available, as well as power-purchase opportunities for tax exempt entities How It Works The best installer for the best price: Installer selected by Community Advisory Committee based on strict MREA criteria including price per watt, professional certifications, history of quality work, etc. The more customers, the lower the price! Base Price: 10-15% below market rate Additional Total Program Volume Discounts: >50 kW >150 kW >250 kW -1% -2% -3% IJ' ) 0 I~ / -...... :.{___. Gro\"Nc -'~ Market Barriers -- An inil~~ivrof !h4!Midwt'\ : Rtnto·.~b~(l'lf'f9y A\\Qtr.ihon Addressed StraigDo1~P Barrier: High Upfront Costs Strategy: Marketing & Customer Acquisition V' Pooling the buying power of consumers enables contractors to reduce cost of finding new business. Barrier: Customer Confusion (Information Overload) Strategy: RFP/ vetting process eliminates inertia. V' Identifying which contractor is reputable, reliable, longevity, offering best value for cost, warranties? V' Educate participants upfront on costs I benefits of solar. V' Program provides technical advisor to respond to FAQs. Barrier: Process Complexity Strategy: Demand is Disaggregated Installers benefit from being able to better schedule evaluations, material orders, and installations. Bottom Line: Leverage a municipal sponsor's societal role and reputation to accelerate participant trust & confidence to move to a new paradigm. 4 Grow s~1ar 1 Ari lnlllatM r:/tht Mldwut Rtntwablt Enl'fgyAWIC.lallon /\ ,I Jackson County - "---... -- Straigut~P Grow Solar Strategy • Define Your "Why" • Set Objectives • Understand the Scope of Opportunity • Identify Sponsors, Champions, Stakeholders, & Challenges • Set Up a Proven Management Approach • Meets "Simple & Cost-Effective" Criteria • Any Combination of Organic or Outside Resources • Execute an Open & Community-Involved Program • Realize Economic, Environmental & Constituent Benefits Peter Murphy of MREA can be reached at [email protected]. "To Inspire a Solar Tribe to Create a Sustainable World" / ROUP URCHASING Home and business owners in Madison County have an opportunity to take advantage of record low solar pricing through a limited-time solar group purchase program. Solarize Madison County I Glen Carbon is a solar group buy program that can help residents invest in lower cost solar installations through the power of volume-purchasing. This FREE, one-hour seminar educates homeowners, small business owners. and farmers on the benefits of solar energy and is the first step to participate in the program. ALL AREA HOMEOWNERS, FARMERS AND Sign up and learn more at SMALL BUSINESS OWNERS ARE INVITED. SolarizeMCGC.com FREE EDUCATIONAL ''SOLAR POWER HOURS" 3/14/2017 Tuesday 6:00 PM 4/18/2017 Tuesday 6:00 PM 5/9/2017 Tuesday 6:00 PM Police Department Community Room New Douglas Community Center Hamel Community Building Senior Center. 10 149 N Main St, Glen Carbon, IL 62034 123 S Main St, New Douglas, IL 62074 Park Ave, Hamel, IL 62046 3/30/2017 Thursday 6:00 PM 4/25/2017 Tuesday 6:00 PM 5/16/2017 Tuesday 6:00 PM Louis Latzer Memorial Public Library Six Mile Regional Library Training and Louis Latzer Memorial Public Library 1001 9th St, Highland, IL 62249 Events Room. 2001 Delmar Ave, 1001 9th St, Highland, IL 62249 Granite City, IL 62040 4/11 /2017 Tuesday 6:00 PM 5/22/2017 Monday 6:00 PM Old Bakery Brewery 4/27 /2017 Thursday 6:00 PM Fort Russell Township Hall 5456 Buchta Road, 400 Landmarks Blvd Alton, IL 62002 Louis Latzer Memorial Public Library Bethalto, IL 62010 1001 9th St, Highland, IL 62249 4/17 /2017 Monday 6:00 PM 5/25/2017 Thursday 6:00 PM New Song Fellowship Church 5/2/2017 Tuesday 6:00 PM Old Bakery Brewery 201 St Louis St, Edwardsville, IL 62025 Tri-township Public Library 400 Landmarks Blvd Alton, IL 62002 209 S Main St, Troy, IL 62294 The Madison County Sustainabmty Program and the Village of Glen Carbon fully support the Solarize Madison County/Glen Carbon Program. ~1 LEWIS&CIARK The Program followed a standard competitive public RFP process CO MM UN ITY CO LL EG I! MADISON ...... \. COOl.CfflESCOlfMtrTEE I •r ::~ ~ coordinated by the Midwest Renewable Energy Association (MREA) to COUNTY ; : . ·- CARBO# .--\ \1) select a solar provider. The final decision whether to contract a solar Think Green;!\ Installation Is that of the home or commerclal property owner. The Live Green.(() l!Hit.tHl1 \ .... ".. ,./ ;flJ GlBI - ~- Straigut~P Village of Glen Carbon and Madison County have no legal responsibllity or hold any llability for the performance of any contract between Ml'W.k.edll/gncn...... "':.. Pt"N I GROW I SU'>Tl. ttl StralghtUp Solar and residents or businesses In Madison County. Solarize Attend a free information session near you. Madison County I Glen Carbon View the calendar at 11~-Ii•~ ~@~@[f0~@[J01J©@©o©®ITITU ·11~111Ill ;II ~11J1111r,1,· 411h. ~11111111~'" ·~~-~1.,1111111111111' ABOUT THE MREA AND THE MIDWEST GROW SOLAR PARTNERSHIP The Midwest Renewable Energy Association (MREA) promotes renewable ~~''llHllllllJ' energy, energy efficiency, and sustainable living through education and demonstration. The MREA is working to protect the environment by educating the public about appropriate use of natural resources to meet our energy needs. :1111111,, MREA leads the Midwest Grow Solar Partnership in its efforts to reduce PV systems permitting and inspection costs and advance model financing in the region. i~IHlll' ,1111111t Grow S:rlar ~ ~ __ Straig~oWP Grow MADISON m COOLcmES COMMITTEE COUNTY mldwest renewable energy association ~-.GLENCARBON m ~ ~\I? ~ '.rr !lffit.IM1 Selar www.mldwestrenew.org ~.;;-.. PLAll I c;now I SUSTAIU How Does a Solar Group Buy Work? Solar Incentives & Financing Community: Home and small business owners come together Combine current solar incentives to increase your savings during a select time period to learn about, purchase, and install • 30% federal tax credit solar by leveraging their collective buying power. • Sell your Solar Renewable Energy Credits (SRECs) for an annual return • Lower Cost with Solarlze Madison County/ Glen Carbon Group Buy Reduced Price: A group buy lowers costs through the power of • Finance with a Solar Loan volume purchasing. The more homeowners and commercial property owners participate, the lower the cost will be for everyone. Solarize Madison County/ Glen Carbon Financing • Pricing includes design, permitting, components, Solar Loan Options* installation, & 10 year workmanship warranty StraightUp Solar has two financing partners who specialize in Education: Solar group buys help neighbors decide where to start, solar energy, providing an affordable way to finance your solar what to budget, and who to hire. We provide educational sessions project. on the details of the technology and the program. We provide free community sessions to help you learn more about Eligible Participants: Madison County homeowners solar, its costs and benefits, and how the group-buy program works. Eligible Expenses: All equipment, labor, permits, and interconnection fees Installer Selected: An advisory team selected an installer through a competitive process to ensure quality work at a low cost to ~~,,~ ADMIRALS customers. The installer was selected based on certification, level of ~ BANK --Set a Steady CouVie • experience, and cost. DIVIDENDSOLAR • Dividend Solar Empowerloan • Admiral's Bank Solar Loan Enrollment: Interested participants will receive a free site assessment • Instant credit decision (soft • No home equity or appraisal from the selected installer. After receiving the free cost estimate, the check) required customer will decide whether or not to move forward with the solar • 12-20 year terms • Requires that there is no 2nd installation. Site assessment comes with no obligation. mortgage already on property • No prepayment penalty • No prepayment penalty What Can I Do? A Solar Power Hour will help you • No home equity required determine whether your site may be a good candidate for • Additional performance • Ability to combine with other home improvement projects solar. If you are ready to set up a solar site assessment, visit guarantees & monitoring straightupsolar.youcanbook.me to schedule a site assessment with ·*A HELOC from a local credit union or bank may offer your best interest rate StraightUp Solar. To prep for your site assessment, you can gather and terms. your past 12+ months of electricity usage information (in kWhs) to help the installer recommend the size of your array. StraightUp Solar was Learn More Sign up Today: founded in 2006, and & employs 35, including 4 full SolarizeMCGC.com and 8 entry-level NABCEP certified professionals. [email protected]