On the agenda: Wilmette meeting — Data Center (Jul 6)

1. 07-06-26 Administration Committee Agenda
Documents:
07-06-26 ADMINISTRATION COMMITTEE AGENDA.PDF
2. ADMINISTRATION COMMITTEE 07-06-2026 PACKET
Documents:
ADMINISTRATION COMMITTEE 07-06-2026 PACKET.PDF

1200 Wilmette Avenue
Wilmette, IL 60091

NOTICE OF PUBLIC MEETING
of the
ADMINISTRATION COMMITTEE OF THE BOARD OF TRUSTEES
Monday, July 6, 2026 at 11:00am
Second Floor Committee Meeting Room, Village Hall
1200 Wilmette Avenue, Wilmette, Illinois

AGENDA
1. Call to Order and Roll Call
2. Approval of Minutes from the May 12, 2026 Administration Committee Meeting
3. Public Comment 1
4. Old Business
a. Historic Preservation Plan Update
5. New Business
a. Housing Plan Update
6. Adjournment

Trustee Mark Steen, Chair

Members of the public that attend the above noticed meeting may address this public body during Public
Comment. Members of the public that will not be attending the above noticed meeting may submit a comment in
advance of the meeting by emailing their comment to [email protected]. All emailed comments
received two hours propr to the start of a meeting will be provided, unredacted to the public body. Emails received
at any time within two hours of the beginning of the meeting until its adjournment will be included in the draft
minutes of the meeting.
1

1200 Wilmette Avenue
Wilmette, IL 60091

NOTICE OF PUBLIC MEETING
of the
ADMINISTRATION COMMITTEE OF THE BOARD OF TRUSTEES
Monday, July 6, 2026 at 11:00am
Second Floor Committee Meeting Room, Village Hall
1200 Wilmette Avenue, Wilmette, Illinois

AGENDA
1. Call to Order and Roll Call
2. Approval of Minutes from the May 12, 2026 Administration Committee Meeting
3. Public Comment 1
4. Old Business
a. Historic Preservation Plan Update
5. New Business
a. Housing Plan Update
6. Adjournment

Trustee Mark Steen, Chair

Members of the public that attend the above noticed meeting may address this public body during Public
Comment. Members of the public that will not be attending the above noticed meeting may submit a comment in
advance of the meeting by emailing their comment to [email protected]. All emailed comments
received two hours propr to the start of a meeting will be provided, unredacted to the public body. Emails received
at any time within two hours of the beginning of the meeting until its adjournment will be included in the draft
minutes of the meeting.
1

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05/12/2026

1200 Wilmette Avenue
WILMETTE, ILLINOIS 60091-0040

MEETING MINUTES
ADMINISTRATION COMMITTEE OF THE VILLAGE BOARD
MAY 12, 2026
6:00 PM
Committee Meeting Room, Village Hall, Wilmette, Illinois
Members Present:

Trustee Mark Steen, Chair
Trustee Michael Lieber
Trustee Justin Sheperd

Staff Present:

Emily Egan, Community Development Director
Adam Beaver, Planner III
Sara Phyfer, Assistant to the Village Manager

Guests Present (virtually): Matt Cole, The Lakota Group
Doug Kaarre, The Lakota Group
1. CALL TO ORDER.
Chair Mark Steen called the meeting to order at 6:00 p.m. Trustees Lieber,
Sheperd and Steen were present.
2. APPROVAL OF MINUTES FROM THE
ADMINISTRATION COMMITTEE MEETING.

OCTOBER

28,

2025

Chair Steen directed the Committee’s attention to the minutes of the
Administration Committee meeting of October 28, 2025.
Trustee Lieber moved that the Committee approve the minutes as presented.
The motion was seconded by Trustee Sheperd. All voted aye. The motion
carried.
3. DISCUSSION AND UPDATE: HISTORIC PRESERVATION PLAN.
Adam Beaver, staff liaison to the Historic Preservation Commission, said the
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first draft of the plan has been completed by the Village’s project consultant,
The Lakota Group.
Matt Cole and Doug Kaarre from The Lakota Group discussed the draft plan.
Mr. Cole said earlier in the year they conducted community outreach efforts to
gather resident and stakeholder feedback which helped shape the components
of the plan. He said the plan focuses on ways to encourage people to preserve
properties and may include financial incentives and regulatory changes to
entice people to renovate instead of tearing down structures for new
construction. He said the plan has several themes with goals and actions as
well as implementation suggestions. The four themes are:
1. Protecting Wilmette’s Historic Resources
This will include identifying and expanding Wilmette’s landmarks and historic
districts and documenting and protecting them through local and national
registers. It will also include preserving streetscape, signage and landscaping
elements that give Wilmette its unique character.
2. Increasing Preservation Education and Awareness
This will include educating property owners, residents and professionals of the
preservation processes, benefits and resources. It will also broaden historic
preservation throughout the community.
3. Preserving/Celebrating Wilmette’s Neighborhoods
This will include promoting reinvesting in existing housing to support long term
neighborhood stability and maintainability. The goal is to keep the historic
homes in the Village and create a variety of opportunities for people to come
and live. It will also promote sustainability in the preservation of historic
properties which will limit environmental impact to the community.
4. Strengthening Wilmette’s Historic Preservation Program
This will include ensuring the Historic Preservation Plan is in line with best
practices and to strengthen the structure of Wilmette’s historic preservation
policies and codes.
Chair Steen asked about the process of getting the final plan draft to the Board.
Community Development Director Emily Egan said today’s meeting was for
feedback, input and discussion about the general direction of the plan. She said
going forward, we are looking at how we will loop in public comment and
possibly discuss with other commissions.
Once all that feedback is
incorporated into a future draft, the Administration Committee will convene
again to vote to recommend the plan to the Village Board for a final vote.
Committee members discussed the timing of the Historic Preservation Plan with
the Village’s Housing Plan. Ms. Egan said there will be a lot of overlap between
the two and the Historic Preservation and Housing Commissions have met to
discuss this. However, they are two separate plans with different timelines.
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Trustee Lieber said the draft plan is impressive and well written. He said part
of the goals listed in the plan calls for the sensitive conversion of large singlefamily homes into multi-unit residences. He asked if this meant keeping the
structure in whole but subdividing it into multiple units and if it would be
permissible to add onto the structure.
Mr. Cole said yes, the goal is to keep those larger homes intact and increase
units. He said the addition of more square footage would be something to think
about with respect to zoning regulations and the desire to keep the character of
the home.
Trustee Lieber asked about how the State’s proposed BUILD Act will affect the
plan’s recommendations and goals.
Mr. Cole said it is difficult to say, but there is potential for there to be some
impacts. However, there are still conversations happening about how it will all
come together.
Ms. Egan said this is a big topic of conversation between the housing and
historic preservation plans, and until there is a final bill passed, there are
unknowns. She said Village Manager Mike Braiman is monitoring the bill’s
progress and keeping them informed. She added that these plans have been
set up to give staff control over some things, but we will not know the full impact
of the BUILD Act until it is finalized.
Trustee Lieber said in terms of preservation, the houses we hope to save are
potentially expensive enough that they would not be attractive to a builder who
is looking to buy a property, demolish it and build 6-8 units.
Trustee Sheperd said the specific goal Trustee Lieber was talking about has a
strong heading but rather evasive language in that it suggests looking into the
matter rather than providing substantive actions.
Ms. Egan said bulk zoning relief could potentially lend flexibility to implement
the goal in the proper way. She said it is a granular and specific change that
provides options that are site specific and appropriate for different
neighborhoods. However, Ms. Egan said she is open to hearing how Trustees
feel about it.
Trustee Lieber said it could just be a matter of changing the language to infer
action.
Trustee Sheperd said his point was more about providing specific actionable
items that can be implemented to accomplish the goals of preservation.
Trustees discussed changes in the language to allow flexibility and convey a
message that the Plan is a road map of sorts to be explored and that ultimately
not all initiatives may come to fruition.
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Trustee Sheperd asked if there is a prioritization of the components of the Plan.
Ms. Egan said there is an implementation matrix that has not yet been shared
that may provide clarity on priorities, but ultimately, it is up to the Village Board
to decide the priorities.
Trustee Lieber said one of the suggestions is to raise the demolition permit fee
to discourage developers from tearing down properties, but he is concerned that
the fee would have to be ridiculously high to be effective and deter the practice
of teardowns.
Mr. Cole said he understood Trustee Lieber’s point; however, he views the
increased demolition fee as a potential deterrent for the smaller properties in
West Wilmette. He added that if the increased fee is not enough to prevent a
tear down, the additional revenue could be dedicated to other preservation or
housing initiatives.
Mr. Kaarre said that is one tool in the arsenal that could be used in conjunction
with some of the others.
Trustee Lieber asked about neighborhood conservation district programs
(NCODs) and whether or not the residents would have a say in what happens
to the properties in their area.
Mr. Kaarre said NCODs are not landmark districts; they are about preserving
neighborhood character by reviewing what new construction will look like and
whether it will fit in with existing housing.
Trustee Lieber asked if more teeth could be added to set up specific guidelines.
Mr. Cole said yes, the guidelines could dictate mass, height, scale and lot
coverage.
Trustee Sheperd asked if it means making more zoning regulations.
Ms. Egan said it is a lot of zoning but will also add design and materials into the
guidelines to align with the neighborhood character.
Trustee Sheperd said this concept may be difficult to get right with all the
different neighborhoods in the community.
Chair Steen asked if Trustee Sheperd was concerned about manipulating the
market.
Trustee Sheperd that is part of it. He is concerned about being detrimental to
home values and making bad decisions that can negatively impact
neighborhoods in the long term. He said the combination of historic
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preservation and natural change that happens in communities over time gives
him pause.
Chair Steen said the goals in the Plan are great but there is tension between
them. He gave the example of not allowing larger homes to be built in certain
areas and the Village losing out on property tax revenue. He said this needs to
be spelled out in the Plan.
Trustee Sheperd said the listed incentives are a positive but will require work to
determine the budgetary aspects.
Ms. Egan said this feedback has been very productive.
Chair Steen suggested the Plan be revised and for Committee members to
provide suggestions via email. He said there would be another Committee
meeting before presenting the Plan to the full Village Board and another meeting
in between could also be added, if necessary.
There was no further discussion on this matter.
4. NEW BUSINESS.
There was no new business.
5. PUBLIC COMMENT.1
Walter Keats said he feels the Plan should address what happens when people
do not maintain their historic property.
There was no further public comment.
6. ADJOURNMENT.
At 6:52 p.m., Trustee Lieber moved to adjourn the meeting. The motion was
seconded by Trustee Sheperd. No further discussion occurred on the motion.
All voted aye. The Motion carried. The meeting was thereafter adjourned.
Respectfully Submitted,

Karen Norwood
Deputy Village Clerk

5

Meeting Date:

July 6, 2026

To:

Administration Committee of the Village Board

From:

Emily Egan, Director of Community Development
Sara Phyfer, Assistant to the Village Manager
Adam Beaver, Planner III- AICP

Subject:

Historic Preservation Plan Discussion Update

Background
The Administration Committee discussed the draft Historic Preservation Plan at their May
12, 2026 meeting. The Committee discussed the process for adopting the plan and
implementing action items, such as community input and the broader impact of certain
items on property values. Below, staff has provided a response to questions and points
raised during the meeting.
Discussion
Implementation Process
The draft Historic Preservation Plan contains detailed background information and
strategies to sustain and strengthen historic preservation efforts. Section 4 of the Plan
outlines “action items,” which are a menu of options the Village can consider to realize
the stated goals. Each action item requires further evaluation and community input,
particularly those that: propose to change a fee; would necessitate a Village Code
amendment (such as Zoning Code amendments or changes to the landmarking process);
or would generally have a broad impact. In adopting the Plan, the Village is committing to
further explore these paths to historic preservation. Adoption of the Plan is not intended
to signal that each action item will be executed, which will be carefully communicated as
the Village moves into this stage. Rather, the prioritization of the action items and
development of an implementation matrix will be guided by the Village Board. The
implementation of these action items will be directed by the Village Board and balanced
with the Board’s priorities and community needs and resources.
Local Historic District Support
The topic of reducing the approval threshold for local historic districts from 75 to 51
percent was discussed at length by the HPC and is an action item they greatly support,
in addition to many of the other incentives included in the draft Plan. Attendees at the
October Open House similarly expressed support for reducing the required level to 51%,
in addition to other incentives.

Economic Impacts
The Committee raised concerns of potential competing interests, available resources, and
discussed incorporating a tradeoff analysis into the Plan to help the Village Board
understand broader financial implications of implementing certain action items, including
potential effects on property values, property taxes, and the housing market generally.
Given the complexity of such an analysis, Staff recommends addressing these
considerations after Plan adoption and during the Village Board’s prioritization of action
items and incorporating into the implementation matrix.
Next Steps
The Village received the second draft of the Plan for internal review on June 5. The
updated draft reduces the overall length of the document for accessibility and
incorporates feedback received on the first draft. The updated draft is now available on
the project website www.WilmettePreservationPlan.com. The Village held a second Open
House on June 24 at 6:00p.m. in the Training Room at Village Hall to share the updated
draft with the community and facilitate conversations with staff and the Village’s
consultant the Lakota Group.
The Historic Preservation Commission is planning to meet in July or early August to
review the updated draft and consider recommendation for approval. Their
recommendation will be forwarded to the Administration Committee who will consider
recommendation to the Village Board of Trustees.
Attachment
1. Wilmette Historic Preservation Plan – Draft Two

Meeting Date:

July 6, 2026

To:

Administration Committee of the Village Board

From:

Emily Egan, Director of Community Development
Jodi Luka, Deputy Director of Community Development

Subject:

Housing Plan Discussion

Background
On June 25, 2024, the Village Board adopted the Comprehensive Plan, Ready Set,
Wilmette. The Comprehensive Plan recommended further development of the strategies
and opportunities in Chapter 8, Housing. On June 10, 2025, the Village Board adopted
the Affordable Housing Plan which was a state mandate.
At the September 9, 2025 Village Board meeting, staff provided a presentation on the
Housing Plan’s purpose, timeline, and draft goals. The meeting included comments about
the need to secure additional resources for the development of the Housing Plan to
support the Housing Commission and staff.
The Administration Committee met on October 28, 2025 and heard staff’s
recommendation to secure a contract for professional services for the continued
development of the Housing Plan from the Metropolitan Mayors Caucus. The
Administration Committee unanimously recommended to the Village Board the approval
of a contract with the Metropolitan Mayors Caucus for a Housing Plan.
On November 12, 2025, the Village Board approved a contract with the Metropolitan
Mayors Caucus, for professional services support developing a Housing Plan as
recommended in the Comprehensive Plan. This Plan intends to address housing
challenges facing the community more wholistically and comprehensively than the
Village’s affordable housing plan. This Housing Plan is to identify and prioritize strategies
addressing Wilmette’s current and future housing needs and address topics like housing
preservation, aging in place, and more. Through data analysis, the Housing Plan takes a
deeper dive into a broad range of housing topics such as housing choice, accessibility,
workforce housing, the preservation of current affordable housing, and strategies to
accomplish these topics. The planning process continues to prioritize meaningful
community engagement to ensure the final plan reflects local priorities and perspectives.

Discussion
Since project kickoff, significant progress has been made in gathering community input
and data. The community input and data analysis identify both strengths of Wilmette’s
existing housing stock and the challenges residents experience in finding and maintaining
housing that meets their needs.
Throughout the planning process, the Housing Commission has served as an active
partner and subject matter expert in developing the Housing Plan. At each point, the
Commission has reviewed the information gathered through the engagement channels.
Commissioners have provided extensive feedback on emerging themes, identified
community priorities, and even challenged assumptions that have emerged along the
way. This ongoing input helps refine the direction of the plan as it is curated and ensures
the draft strategies presented specific to Wilmette’s needs and priorities.
The information gathered through these engagement efforts, combined with demographic
trends, housing market analysis, and existing conditions, are the tools used to craft the
draft housing strategies as presented. The draft strategies reflect common themes
identified throughout the engagement process and are intended to respond to the
community’s priorities while supporting the long-term goals in Ready, Set, Wilmette. All
information presented thus far is available on the Village website at
www.wilmette.gov/housingplan and will continue to be updated throughout the Housing
Plan process.
Community Engagement
Community engagement has been the foundation of the Housing Plan process. The
Commission, staff, and consultant team have worked to understand the perspectives of
residents, businesses, community organizations, housing professionals, and other
stakeholders before developing potential strategies. This approach ensures that the
recommendations are informed by local experiences, data, and community priorities.
Previous community engagement activities include:
• Stakeholder engagement sessions with representatives from a broad crosssection of the community including residents (owners and renters), businesses,
real estate professionals, developers, institutional partners, and community
organizations;
• Direct mailing of postcards to all residents in Wilmette;
• Ongoing document development and communication through the project
webpage: www.wilmette.gov/housingplan;
• Joint special meeting with the Historic Preservation Commission;
• Multiple social media posts;
• Conversation with the Commission events on February 3, 2026 and April 30, 2026
• Articles in the Communicator and E-News;
• Communication with the local school district email listservs;
• Informational flyers posted in local businesses and multi-family housing common
areas.
The Village also launched a community-wide housing survey gathering additional
feedback from residents, workers in the community, and visitors regarding current
housing conditions/circumstances, future housing needs and priorities for the community.
As of June 30th, the survey had 819 responses and is set to close on July 3rd. At that time,
the Village will re-open an “Opportunity to Comment” box on the website should anyone

want to provide additional information. This was removed throughout the survey to
encourage participants to take the survey.
To ensure the community had an opportunity to engage with the consultants and Housing
Commission, the Commission hosted two Conversations with the Commission events;
the third event is set for July 13th at the Wilmette Public Library at 6:00 p.m. These
community meetings are in addition to the Commission’s quasi-monthly meetings and
have allowed residents to learn data on key housing issues in Wilmette, hear from local
and regional housing stakeholders, hear how others are addressing housing needs in
other communities, and express their concerns and support for data gathered thus far.
Participation continues to grow at each event showing a high level of interest in the
Housing Plan.
Next Steps
The Commission, staff and consultants will continue to refine the draft strategies with
community input and feedback from the Administration Committee.
The input gathered will start to form drafts of the Housing Plan. These drafts will
continue to be refined through additional engagement efforts before being presented to
the Housing Commission, Administration Committee, and ultimately the Village Board
for consideration.
The project is currently on track to be presented to the Housing Commission in the fall
of 2026 for a recommendation to the Administration Committee. The Administration
Committee will be presented with a final draft for consideration and recommendation to
the Village Board for adoption.
Presented before you are highlights on data collected thus far as well as draft strategies
for your review and discussion at the Administrative Committee meeting. No vote is
needed at this meeting; staff seeks feedback on the materials and process completed
thus far.
Attachment
1. Slides for review
2. Draft Strategies

Administrative
Committee
July 6

Housing Plan: Actions to Date
Housing
Commission

Housing
Commission

Housing
Commission

Jan 15

March 12

May 21

June 18

Review of housing
data and trends

Update on community
input, first discussion and
ranking of strategies

Review of community
input, discussion of
strategies

Review of written
draft strategies

Housing
Commission

February 3

April

Discussion of housing
needs and goals

Gathering input on
potential strategies

Presentations and community input
on potential strategies

Conversation
with the
Commission #1

Focus Group
Meetings

Conversation
with the
Commission #2

April 30

Community Survey
April – early July

5 Key Housing Challenges

1. Wilmette’s growing senior population needs more
downsizing options in order to remain in the community

Wilmette is home to about
1,000 more residents age
65+ than in 2000 (1)

Most residents age 65 or
older live in their long-time
homes

20% of Wilmette residents
are age 65+ (2)

Nearly 70% - or about 2,650
households – live in singlefamily homes or townhomes (2)

21% of all survey
respondents said their
home will not meet their
future needs (3)
8% of all respondents cited
physical accessibility, 7%
homeownership costs, 7%
maintenance, and 7% needing
to downsize (3)

Households in Wilmette are
smaller than in the past:
25% are 1-person
households, and 36% are 2person households (2)
In comparison, townhomes and
multifamily homes make up 23%
of homes in Wilmette (2)

1: U.S. Census Bureau Decennial Census, 2000 and 2020
2: U.S. Census Bureau American Community Survey, 2020-2024 5-Year Estimate

3:Village of Wilmette Housing Plan Community Survey, 815 responses as of June 30

2. Many of Wilmette’s renter households experience
challenges affording their homes

28% of local renters – over
300 households – pay more
than half of their income
on housing (1)
Another 26% of local renters
pay between 30-50% of their
income on housing (1)

Rental vacancy rates in
Wilmette have remained
below 5% since 2018 (2)

27% of renters said their
home does not meet their
current needs, and 44%
said their home will not
meet their future needs (3)

A stable rental vacancy rate is
generally 5-8%

Nearly all who indicated this
issue cited high rental costs

Renters reported steep
rent increases in older
rental buildings (4)
The median rent in Wilmette’s
pre-1940s rental stock rose
from $1,185 in 2014 to $1,961
in 2024, a 6.5% annual increase
(2)

1: U.S. Census Bureau American Community Survey, 5-Year Estimate, 2020-2024

3:Village of Wilmette Housing Plan Community Survey, 815 responses as of June 30

2: U.S. Census Bureau American Community Survey, 5-Year Estimates

4: Wilmette Housing Plan focus group input

3. Fast-rising home values, while tremendously beneficial, have
also led to affordability challenges for some homeowners

The vacancy rate in
Wilmette’s homeowner
market was 0.4% in 2023
and 0.3% in 2024 (1)

15% of Wilmette
homeowners – about 1,300
households - pay more
than half their income on
housing (3)

Wilmette has a shrinking
supply of downsizing and
starter home options

The median home sale price in
Wilmette rose from $658,500
in 2020 to $1,111,250 in 2025,
a 14% annual increase (2)

Senior homeowners in
Wilmette are more likely to be
cost burdened than other age
groups (3)

Wilmette averaged 23
residential demolitions per
year from 2008 to 2025 (4)

1: U.S. Census Bureau American Community Survey, 5-Year Estimates

3: U.S. Census Bureau American Community Survey, 5-Year Estimate, 2020-2024

2: RedFin Data Center

4: Village of Wilmette

4. Adult residents with special needs face a severe
shortage of housing options

Wilmette schools and services
attract and serve families of
children with special needs

Stakeholders report a severe and growing
shortage of housing for adults with
intellectual and developmental disabilities

Wilmette Public Schools District 39
offers a full continuum of Special
Education services, and Our Place of
New Trier provides daytime support
and weekend activities

Across Illinois: (1)
• 10,896 adults live in Community Integrated Living Arrangements. This
figure has declined every year since 2015
• 17,203 adults are on the waiting list for housing and services
• An estimated 50,000 adults with intellectual and developmental
disabilities live with caregivers age 60+
1: The Institute on Public Policy for People with Disabilities, an Illinois Organization, 2025 Figures

5. A portion of the local workforce commutes longer distances
due to housing costs in nearby communities

Middle-income workers make up a
meaningful portion of the
Wilmette job base
Wilmette’s five largest job sectors: (1)
Education: 23% of local jobs
Food Service and Accommodation: 12%
Health Care and Social Assistance: 12%
Retail Trade: 12%
Arts, Entertainment, and Recreation: 9%

An income of $60,000+ is needed to
afford the median rent in Wilmette
or a 5-mile radius (2)
(Evanston, Skokie, Morton Grove,
Glenview, Winnetka, Glencoe)

Stakeholders report challenges
recruiting and retaining certain
workers, particularly those in retail
and food service positions (4)

$60,000 is above median salaries for a wide
range of jobs including waiters, daycare
administrators, retail supervisors, nurse
assistants, and emergency medical techs (3)

Businesses have noted cost of living and
employee recruitment as factors affecting
their decisions to expand or relocate to
Wilmette (4)

1: U.S. Census Bureau, Longitudinal Employer-Household Dynamics, 2023

3: Illinois Department of Employment Security, Median Salaries in Cook County, 2024

2: U.S. Census Bureau American Community Survey, 5-Year Estimate, 2020-2024

4: Wilmette Housing Plan focus group input

Update on Community Survey Input

Update on Community Survey Input on Potential Strategies
Please indicate how much of a priority you believe each of the following housing strategies should be:
Preserving the Existing Stock of Affordable Housing in Wilmette

36%

2%

37%

3%

21%

41%

Updating Accessory Dwelling Unit (ADU) Regulations

32%

Requiring Affordable Homes in New Housing Developments

31%

20%

46%

3%

Funding New Affordable or Supportive Housing Development

31%

20%

47%

2%

Increasing the Demolition Fee and Utilizing Funds for Housing Initiatives

30%

24%

43%

4%

Allowing Housing Without Requiring Ground-Floor Retail in Some Areas

27%

Allowing More Density and Housing in the Village Center and Business Districts

24%

Allowing Townhomes, Duplexes, and Triplexes in Single-Family Residential
Areas

22%
0%

High
815 survey responses as of June 30

Medium

10%
Low

28%

Not Applicable

5%

51%

21%
30%

5%

45%

26%

20%

3%

34%

37%

40%

50%

60%

70%

80%

90%

100%

Update on Community Survey Input on Potential Strategies
Do you think any of the above strategies could improve your housing situation or that of
someone in your household? If yes, please select which strategy or strategies.

Percent of All
Responses

Updating Accessory Dwelling Unit (ADU) Regulations

172

Preserving the Existing Stock of Affordable Housing in Wilmette

161

Allowing More Density and Housing in the Village Center and Business
Districts
Allowing Townhomes, Duplexes, and Triplexes in Single-Family
Residential Areas
Allowing Housing Without Requiring Ground-Floor Retail in Some
Areas

20%

131

16%

127

16%

122

Funding New Affordable or Supportive Housing Development

105

Increasing the Demolition Fee and Utilizing Funds for Housing
Initiatives

105

Requiring Affordable Homes in New Housing Developments

15%
13%
13%

100
0

815 survey responses as of June 30

21%

20

40

60

80

100

12%
120

140

160

180

200

Feedback on Draft Potential Strategies

Draft Potential Strategies
Strategies

Sub-Strategies

1. Help Preserve Wilmette’s
Existing Stock of Affordable
Housing Options

1.1 Leverage External Resources to
Help Finance Essential Repairs
and Preservation of Affordability in
Older Rental Buildings

2. Allow More Housing in
Wilmette’s Business Districts
and Village Center

2.1 Adjust Allowable Height in
Business Districts as
Recommended in Wilmette’s
Comprehensive Plan

3. Craft a Wilmette-Specific
Approach to Middle Housing
and Accessory Dwelling Units

3.1 Modernize
Wilmette’s Accessory
Dwelling Unit
Regulations

3.2 Assess What Outcomes
Wilmette Could Expect From
Allowing Development of Middle
Housing Types in Certain Areas

4. Encourage More TransitOriented and Pedestrian-Friendly
Development for Seniors, Adults
with Special Needs, Local Workers
and Young Families

4.1 Help Facilitate
New Affordable and
Senior Housing

4.2 Help Facilitate Community
Integrated Living Arrangements
(CILAs) and other Supportive
Housing

5. Utilize the Housing
Commission to Guide the
Implementation of the
Housing Plan

5.1 Assist Village Staff in Tracking
the Implementation and
Outcomes of the Housing Plan, as
Approved by the Village Board

1.2 Leverage External Resources to Assist
Seniors and Other Homeowners With Home
Repair and Accessibility Modifications and
Consider Establishing a New Program
2.2 Review Zoning Standards
That May Be Barriers to
Multifamily and Mixed-Use
Development

1.3 Increase the Village’s Demolition
Fee to Create a Revenue Generator
for a Housing Trust Fund that
Supports Community Goals

2.3 Consider Multifamily Buildings
Without Ground Floor Commercial
Space in Business Districts and at
the Edges of Village Center
3.3 Determine Which Middle
Housing Types Are Most Needed
and Where They Would Be
Appropriate in Wilmette

4.3 Continue the Village’s
Approach to Inclusionary
Housing and Adapt it for
Areas Outside Village Center

5.2 Monitor External Housing
Resources While Maintaining and
Cultivating Relationships with
Potential Partners

5.3 Guide the
Establishment and
Oversight of a
Housing Trust Fund

1.4 Expand
Wilmette’s
Community
Land Trust

2.4 Evaluate Whether to Allow
More Multifamily and MixedUse Development Along Skokie
Boulevard

3.4 Review Zoning Regulations
to Ensure Middle Housing
Blends in with Existing
Neighborhoods

Housing Plan: Next Steps
Conversation
with the
Commission #3

Housing
Commission

Housing
Commission

July 13

September

November

Community input
on draft strategies,
objectives

Provide feedback on
complete draft of the
Housing Plan

Approval of the
Housing Plan

Presentations to Plan
Commission and Human
Relations Commission

Village Board Review
and Approval

Strategy 1: Help Preserve Wilmette’s Existing Stock of Affordable
Housing Options
Often referred to as “naturally occurring
affordable housing,” or “NOAH,” Wilmette has
a limited supply of housing in existing and
unsubsidized rental and homeowner markets
that is affordable to households with modest
incomes. Low vacancy rates and strong demand
have raised rents beyond the reach of many
Wilmette renters, particularly in older
apartment buildings that account for a
significant share of the Village’s affordable
housing stock. In the homeowner market,
Wilmette’s older and smaller homes are
increasingly unaffordable to all but affluent
households, and are sometimes demolished
and replaced with larger, more expensive
homes.
The preservation of these housing options
advances key priorities of Wilmette’s
Comprehensive Plan in an environmentally
friendly and cost-effective manner.
Alignment with Wilmette’s Comprehensive
Plan’s Housing Goals and Objectives:
•

•

•

“Undertake efforts to preserve the existing
affordable housing stock that enables
existing residents to remain in their homes
through tools such as a land trust,
rehabilitation grants or loans for incomeeligible residents.” (Goal 4, Objective 1)
“Continue to support the needs of older
residents to stay in the community either
in their current homes or other housing in
the Village.” (Goal 4, Objective 4)
“Study the impact of single-family home
demolitions on the supply of attainable
housing and ways in which to encourage
the retention of such housing.” (Goal 4,
Objective 7)

Housing Needs Addressed:
Wilmette’s older, affordable rental
apartments provide important housing
options for seniors on fixed-incomes, local
workers in the food service and retail
industries or other service-sector roles, and
young adults first entering the workforce.
Older, more attainable homeownership
options address needs of first-time
homebuyers and downsizing options for
empty nesters and seniors.

Additional Benefits:
Historic preservation: Renovating older
homes is often more cost-effective and
environmentally sustainable than
teardowns, while helping retain the scale
and character of Wilmette’s neighborhoods.
Supporting the local economy: Preserving
naturally occurring affordable housing helps
local businesses attract and retain
employees, particularly in retail and food
service industries that contribute to
Wilmette’s quality of life.

Tailoring this Strategy for Wilmette:
Moving quickly: Preserving existing
affordable housing – identified as a top
strategy in community survey and focus
group input - is most impactful and costeffective when action is taken early.
Providing continuous attention: Preserving
Wilmette’s naturally occurring affordable
housing will require the Village to monitor
and take advantage of external resources,
supplementing with Village funds where
necessary

1

Strategy 1.1: Leverage External Resources to Help Finance Essential Repairs and
Preservation of Affordability in Older Rental Buildings
Whether or not it has its own funds to contribute to these efforts, the Village can leverage
existing resources to assist multifamily property owners with renovations, property
management, and the preservation of affordability.
For example, the Community Investment Corporation (CIC) is a nonprofit community
development financial institution which helps preserve and upgrade existing affordable rental
housing throughout Chicagoland. CIC offers a variety of financing tools to help owners of
multifamily rental properties upgrade their property, including below-market financing options
for multifamily (5+ units) rental property owners who choose to rehabilitate or refinance their
building and maintain a portion of the apartments for income-qualified renters. Elevate Energy
similarly has an array of tools, including its Multifamily Energy Savings Program, that creates
energy efficiency and cost savings for property owners to pass along to renters.
Input from focus groups and the community survey reveal that many Wilmette residents are
concerned about the current condition of rental apartment buildings along Ridge Road and in
the 4th and Linden neighborhood – areas with high concentrations of affordable rental options.
Wilmette could support the physical maintenance and preservation of affordability in these
rental properties by educating property owners about these programs, potentially even
convening local owners and managers to meet with these area experts.
With additional local resources, the Village could further incentivize and supplement this
important work. As discussed below, through a new demolition fee and/or a significant
developer contribution recently negotiated as part of a recently approved multifamily
development, the Village can create a Housing Trust Fund and use some of this contribution to
preserve affordability in older rental properties.
Case Studies - Preserving the Affordability of Older Rental Housing: The Community
Investment Corporation’s funding has helped preserve affordability in older rental
properties in Evanston and Des Plaines. In Oak Park, CIC financing was paired with grant
funding from the Village’s Housing Trust Fund. Municipal Housing Trust Funds can be
provided for this purpose in the form of either grants or loans. Minneapolis, for
example, provides funding for the preservation of affordable rental housing in the form
of zero-interest deferred loans, allowing funding to benefit more properties over time.

2

Strategy 1.2: Leverage External Resources to Assist Seniors and Other
Homeowners With Home Repair and Accessibility Modifications and Consider
Establishing a New Program
One of Wilmette’s most pressing housing challenges is a growing number of senior residents
remaining in their single-family homes as they age, resulting not only in fewer homeownership
opportunities for young families but also a higher likelihood that those homes become less
maintained as their owners age. At the same time, a growing number of Wilmette homeowners
are spending an outsized amount of their income on the cost of homeownership, which could
lead to deferred maintenance of homes throughout the community.
In the short-term, the Village can assist both cash-strapped homeowners and senior residents
aging in place by connecting them with existing home repair and accessibility modification
programs.
Program

Administering
Organization

Home Repair and
Accessibility
Program (HRAP)

North West Housing
Partnership

Older Adults Home
Modification
Program (OAHMP)

North West Housing
Partnership

Senior handyman
Program

North West Housing
Partnership

Eligible Uses
•
•
•
•

•

Full home rehabilitation
Accessibility
modifications
Roof-only replacement
Home modifications that
increase safety and
improve the functional
abilities of seniors in
their homes.
Small home repair and
accessibility
improvements

Income Threshold
80% of the Area
Median Income (AMI)

Seniors (62+)
80% AMI
Seniors (60+) of any
income

2026 Area Median Income Limits
Household Size

40%

60%

80%

100%

120%

1

$34,040

$51,060

$68,050

$85,100

$102,120

2

$38,880

$58,320

$77,800

$97,200

$116,640

3

$43,760

$65,640

$87,500

$109,400

$131,280

4

$48,600

$72,900

$97,200

$121,500

$145,800

Source: U.S. Department of Housing and Urban Development, Area Median Income Limits for the
Chicago Metropolitan Region.

3

Another option is for the Village to partner with a nonprofit administrator such as the North
West Housing Partnership or Community Partners for Affordable Housing and, if it creates a
Housing Trust Fund (HTF) as described below, use a portion of the Housing Trust Fund to create
and fund their own home repair and accessibility modification program, as has been done in
Skokie, Mount Prospect, Arlington Heights, Des Plaines, and several other Chicagoland
municipalities.
Having a program tailored to Wilmette might be preferable as it could offer a more flexible
range of income requirements, as both the Home Repair and Accessibility Program and Older
Adult Home Modification Program, shown above, are eligible only to households with incomes
at or below 80% of the Area Median Income. As there are approximately 813 homeowner
households in Wilmette with incomes above $100,000 that are considered “housing costburdened” (paying at least 30% of their income on the cost of homeownership), there are a
significant number of Wilmette households who could benefit from home repair and
accessibility resources but would likely not be considered income eligible. If Wilmette had its
own program, it could offer the same services to households with higher income thresholds,
perhaps up to 120% of the Area Median Income. The Village could also decide how to structure
the financing of the program, including dollar amounts, eligible repairs and modifications, and
the structure of repayment.
If Wilmette decided to move forward with its own program, the best approach to repayment
would be a zero percent deferred loan program, as in Arlington Heights, which offers 0%
interest loans up to $25,000 with repayment deferred until the owner is no longer the primary
resident of the home (typically when the owner sells), at which point the loan needs to be paid
back to the Village. This model, as opposed to a forgivable loan, may be best suited for
Wilmette as it could circulate funds back to a Housing Trust Fund, allowing those funds to be
redeployed to the community’s benefit.

Strategy 1.3: Increase the Village’s Demolition Fee to Create a Revenue
Generator for a Housing Trust Fund that Supports Community Goals
One of the most direct and effective ways that Wilmette leaders can facilitate the preservation
of the Village’s existing affordable housing is by creating a Housing Trust Fund and generating
revenue for the fund with an increased demolition fee. Neighboring municipalities such as
Evanston, Northbrook, Highland Park and Lake Forest, when faced with similar housing
attainability challenges, created Housing Trust Funds to use towards housing initiatives and
used demolition fees as one of the primary revenue-generators for their funds.
Wilmette currently charges a $4,500 flat fee for residential demolitions, with the funds
allocated to the general municipal budget. If the Village created a Housing Trust Fund and
raised the demolition fee to $20,000 – an amount in-line with Evanston and close to that of
Northbrook and Highland Park – then, based on Wilmette’s average of 23 residential
demolitions per year, approximately $460,000 could be raised annually for the fund.
4

In addition to the demolition fee, funds raised from developer contributions as part of
negotiated community benefit agreements or an Inclusionary Housing Ordinance could also
contribute to the Housing Trust Fund. The Housing Trust Fund could then be used with
discretion towards housing initiatives that advance the housing goals of the comprehensive
plan through this Housing Plan, as adopted, including preservation efforts. A new Housing Trust
Fund could be guided and deployed by the Housing Commission. Potential high-impact uses of
the Housing Trust Fund are expanded upon in strategies 1.1, 1.2 and 1.4.
Case Study – Formalizing a Housing Trust Fund: The Village of Oak Park recently
updated guidelines and procedures for its Housing Trust Fund. Applications are accepted
any time and, if compliant with guidelines, are reviewed by the Village’s Housing
Programs Advisory Committee. Proposals are evaluated using three criteria:
o

o
o

“Applications that provide for leveraging of funds for projects, i.e., that yield a
larger amount of housing provided or a larger dollar value for the level of
funding being sought;
Applications that provide the longest term of permanent affordability; and
Applications that provide housing to serve the needs of households with the
lowest incomes.”

The Village’s Housing Trust Fund has provided gap funding for new 36-unit affordable
development and a 6-unit supportive housing development, emergency rental
assistance to prevent evictions, and accessibility improvements for two properties that
provide affordable rental options.

Strategy 1.4: Expand Wilmette’s Community Land Trust
A top concern of Wilmette residents is the loss of Wilmette’s smaller, more attainably priced
homeownership options. Historically serving as entry-level homes for first-time homebuyers
and downsizing options for empty nesters and seniors, these smaller properties have risen in
value beyond the reach of households with modest incomes and are frequently demolished and
replaced with large and very expensive homes. The Village has already implemented one of the
most impactful ways to preserve these homes, and their ongoing affordability, by working with
Community Partners for Affordable Housing on a Community Land Trust model.
A Community Land Trust provides affordable homeownership options in high-demand markets
by utilizing federal, state, and local resources to develop new housing or acquire and rehab
existing housing; then selling those homes to income-qualified buyers while maintaining
ownership of the land underneath the home. By maintaining ownership of the land, a
Community Land Trust is able to sell homes at a price that does not include the land-value,
making it affordable to households that otherwise could not afford homeownership in the
community. While paying a modest land-lease (typically between $25 to $50 per month), the
buyer pays down a mortgage and builds equity on the value of the physical home but not on
the land underneath the home, allowing them to leave with some equity when they decide to
5

sell. With restrictions that the owner must sell to another income-qualified buyer, the home is
also ensured to remain affordable in perpetuity.
Wilmette’s existing Community Land Trust, established with a $1.6 million developer
contribution from the Optima Verdana development, has already made a significant impact
with the acquisition of 15 homes in the community. If the Village established a Housing Trust
Fund and generated revenue for it through an increased demolition fee, the Housing Trust Fund
could be used to add more (existing and new) homes to the Community Land Trust, preserving
and expanding affordable homeownership opportunities while also saving some of the older,
smaller housing stock from demolition.
The table below demonstrates the potential of Community Land Trust expansion if the Village
were to implement a $20,000 demolition fee, continue to see 23 residential demolitions
annually (the average since 2008), and develop Community Land Trust homes at a comparable
level of subsidy to its initial effort – providing just over $100,000 per home.
Number of
Demolitions

Fee Per Demolition

Amount Raised for
Housing Trust Fund

Community Land Trust
Homes Created

23

$20,000

$460,000

4

Strategy 1: Potential Next Steps
To leverage existing housing preservation resources:
•

•

•
•

Meet with the Community Investment Corporation and Elevate Energy to discuss available
resources for preserving the quality and affordability of older rental buildings and
understand how local funding could bolster this approach.
Start discussions with the North West Housing Partnership and Community Partners for
Affordable Housing to learn how their resources can assist Wilmette homeowners with
home repair and accessibility modifications.
Create a communications plan for these resources, including the Village Newsletter.
Convene local rental property owners with representatives from the Community
Investment Corporation to encourage the use of their programs.

To expand Wilmette’s investment in housing preservation:
•
•

•

Evaluate a modification to the demolition fee to support a Housing Trust Fund.
Consider local priorities for use of a Housing Trust Fund and how it could be used to
expand Wilmette’s Community Land Trust, preserve the quality and affordability of older
rental buildings, and assist homeowners with home repair and accessibility modifications.
Adopt an ordinance to establish guidelines, eligible uses, and procedures for the Housing
Commission’s guidance of a Housing Trust Fund.
6

Strategy 2: Allow More Housing in Wilmette’s Business Districts and
Village Center
Adopted in 2024, Wilmette’s Comprehensive Plan
includes a careful evaluation of several of
Wilmette’s business districts such as Ridge Road,
Linden Square, and Green Bay Road south of
Village Center. Chapter 8 of the Comprehensive
Plan outlines how redevelopment opportunities
can address housing goals while also enhancing
the economic vitality of these areas.
Wilmette’s Village Center stands apart from other
business districts due to its strong retail and
restaurant base and large-scale developments in
recent years. The Comprehensive Plan
recommends maintaining architectural character,
height, and requirements for first-floor
commercial use in the historic center of Village
Center, while considering greater height along
Green Bay Road when public benefits are provided
such as contributions for affordable housing.
Compared to other housing strategies, allowing
for more multifamily and mixed-use
redevelopment in these areas can deliver a larger
number of homes, making it one of the most
impactful steps the Village could take.
Alignment with Wilmette’s Comprehensive Plan’s
Housing Goals and Objectives:
•
•

•

“Encourage development of multifamily and
mixed-use developments along major
commercial corridors.” (Goal 3, Objective 1)
“Plan for the appropriate scale and location for
multifamily, mixed-use development in Village
Center to enhance the vitality of the area and
support retail and restaurants.” (Goal 3,
Objective 2)
“Encourage development of housing unit sizes,
such as studios and one-bedroom units, that
are attainable.” (Goal 5, Objective 1)

Housing Needs Addressed:
Multifamily and mixed-use housing can
provide downsizing options for seniors and
empty nesters who want to remain in
Wilmette while reducing housing
maintenance and costs.
These housing types can also help
accommodate young professionals and
local workers seeking housing near jobs,
services, and transit.

Additional Benefits:
Supporting local businesses: More
residents in business districts can increase
the economic vitality of these areas.
Transit-oriented development: Housing
near transit achieves goals of the Village’s
Comprehensive Plan and Sustainability
Plan.
Relieving pressure in the rental market:
Additional multifamily housing can increase
rental supply, reducing competition and
pressure on Wilmette’s older rental
properties.

Tailoring this Strategy for Wilmette:
Balancing feasibility and context: A key
consideration is allowing enough height to
support financially viable development
while maintaining the qualities that
residents value about Wilmette’s business
districts.
Supporting walkability: Residents
expressed a desire for business districts to
remain walkable, pedestrian friendly, and
safe for people of all ages to navigate. The
Village can monitor needs for pedestrianfriendly infrastructure, as described in its
Comprehensive Plan, at key intersections
of its business districts and in Village
Center

7

Strategy 2.1: Adjust Allowable Height in Business Districts as Recommended in
Wilmette’s Comprehensive Plan
Wilmette's Comprehensive Plan provides recommendations to allow additional height and
more homes in three of Wilmette’s business districts to expand housing options, strengthen
commercial activity, and support transit use. Collectively, these recommendations represent a
targeted approach, tailored to each area, that would accommodate additional housing while
minimizing impacts on established residential neighborhoods.
Ridge Road: To support revitalization efforts along Ridge Road, the Comprehensive Plan
recommends allowing building heights of up to four stories along the corridor and rezoning
certain residential areas between major intersections to allow for new multifamily housing
development. These recommendations were made considering declining retail activity along
Ridge Road, lower foot traffic than other commercial areas in the Village, and the presence of
several long-vacant commercial properties.
Stakeholder input during the Housing Plan generally reaffirmed these recommendations, noting
that additional housing could help generate the customer base needed to support existing and
future businesses. Because Ridge Road is located within walking and biking distance of Village
Center, redevelopment could also support transportation and sustainability goals.
Linden Square: To encourage the addition of shopping and dining opportunities in the Linden
Square business district, the Comprehensive Plan recommends increasing permitted building
heights for mixed-use development up to five stories, helping make projects with ground-floor
commercial space more financially viable.
Linden Square is well positioned for additional housing due to its proximity to transit and its
gradual transition from a mixed-use district to townhomes and single-family neighborhoods.
Some residents expressed concern about the pace of redevelopment in this historic area,
suggesting that the Village could allow additional height while monitoring redevelopment
activity over time.
Green Bay Road South of Village Center: Wilmette’s Comprehensive Plan recommends
allowing building heights of up to four stories along Green Bay Road south of Village Center.
The Plan notes that limited pedestrian activity presents a challenge for attracting new
businesses in the area, additional housing would bring in new residents and increased foot
traffic. The Plan recommends that, if heights up to four stories are allowed on these lots, the
Village can require that the backside of buildings adjacent to single-family homes step down in
height to provide an appropriate transition.
Because redevelopment opportunities can be more challenging in this corridor due to lots being
relatively shallow, providing greater certainty regarding allowable building height may help
improve the feasibility of future projects.

8

Strategy 2.2: Review Zoning Standards That May Be Barriers to Multifamily and
Mixed-Use Development
If Wilmette chooses to pursue the Comprehensive Plan's recommendations for additional
height and housing opportunities in Ridge Road, Linden Square, and Green Bay Road south of
Village Center, several existing zoning regulations may continue to limit redevelopment
potential.
Floor Area Ratio: Wilmette applies Floor Area Ratio (FAR) standards in the zoning districts that
apply to Linden Square, Green Bay Road south of Village Center, and portions of Ridge Road
near its intersections with Lake Avenue and Wilmette Avenue.
FAR regulates the total amount of floor space that can be constructed on a site relative to the
size of the lot. For example, a FAR of 1.0 allows a building to contain floor area equal to the size
of the lot. In practice, this means a building covering half of a property could only be
constructed to two stories before reaching the maximum permitted floor area.
Wilmette applies a maximum FAR of 1.0 to Linden Square, Green Bay Road south of Village
Center, and portions of Ridge Road near its intersections with Lake Avenue and Wilmette
Avenue. Increasing permitted building heights without also revisiting FAR standards would limit
the practical impact of those changes.
Some communities have moved away from FAR requirements altogether. Northbrook, for
example, removed FAR standards and instead regulates building scale through tools such as
height limits, setbacks, lot coverage, and design requirements.
Density Limits in the R-3 District: The Comprehensive Plan recommends evaluating the
rezoning of areas along Ridge Road to the R-3 Multifamily Residence District to allow additional
housing opportunities. However, the district's density limits may constrain the types of housing
that can be developed.
The R-3 district currently permits multifamily housing at up to 18 units per acre by right and up
to 30 units per acre through the special use process. While these limits control the number of
homes that can be built, they do not directly regulate a building's physical size, which is already
addressed through height, setback, lot coverage, and other dimensional standards.
Because density is measured by the number of units rather than the size of the building, this
regulation can discourage the construction of smaller homes. A three-story multifamily building
containing larger units may comply with the density limit, while a similarly sized building
containing smaller, more attainable homes may not. This is particularly relevant given that
smaller housing options were identified as a priority in Wilmette’s Comprehensive Plan.
If the Village is comfortable with the physical scale allowed by the R-3 district's dimensional
standards, it could consider whether density limits remain necessary as an additional regulatory
constraint.

9

Parking Requirements: Wilmette currently requires 2 off-street parking spaces for every new
multifamily dwelling unit, and 1.5 off-street parking spaces for multifamily dwelling units in a
mixed-use building with commercial use on the ground floor.
In recent years, a growing number of suburban communities have updated parking
requirements to be more tailored to the needs that come with the size of units. Northbrook, for
example, requires one parking space per bedroom, with a maximum requirement of two spaces
per unit. Under this approach, studio and one-bedroom apartments may require only one
parking space.
Developers remain free to provide additional parking when they believe it is warranted.
However, requiring more parking than is needed can increase development costs, consume
land that could otherwise be used for housing or open space, and reduce the financial
feasibility of multifamily and mixed-use projects. These additional costs are ultimately reflected
in housing prices and rents paid by residents.
Keep in Mind: The State of Illinois’ People Over Park Act, which took effect in June 2026,
prohibits local governments from enforcing automobile parking requirements for new
developments located within a half mile of a public transit hub or an eighth mile of a
frequent transit corridor. Wilmette’s off-street parking requirements would apply to
other areas in the community.

Strategy 2.3: Consider Multifamily Buildings Without Ground Floor Commercial
Space in Business Districts and at the Edges of Village Center
A report used by the Village to inform its 2025 Affordable Housing Plan recommended that
Wilmette evaluate reducing or removing first-floor commercial space requirements in locations
where market conditions do not support retail demand. While ground-floor commercial space
can contribute to a vibrant mixed-use district, requiring commercial space in areas with weaker
commercial markets or existing vacancies may make housing developments infeasible.
This consideration may be particularly relevant in several business districts:
•
•

•

Ridge Road, which has experienced long-term commercial vacancies and lower levels of
foot traffic than other commercial areas in the Village.
Green Bay Road south of Village Center, where the Comprehensive Plan recommends
allowing multifamily housing but not requiring first-floor commercial space due to the
complexity of developing on smaller lots.
Linden Square, if allowing additional building height proves insufficient to support
financially viable mixed-use redevelopment.

Wilmette may also wish to carefully evaluate the role of first-floor commercial requirements
within different parts of its Village Center. While preserving active commercial uses remains an
important goal in the historic core of the district, there may be locations along the outer
portions of the corridor where allowing multifamily housing without commercial space could
support redevelopment opportunities. Potential areas for consideration include portions of
10

Green Bay Road north of Washington Avenue and south of Linden Avenue, where existing
development patterns and levels of pedestrian foot traffic differ from the central Village Center
core.
By aligning first-floor commercial requirements with market conditions in its business districts,
Wilmette may be able to encourage additional housing opportunities while adding population
to support the long-term economic vitality of these areas.

Strategy 2.4: Evaluate Whether to Allow More Multifamily and Mixed-Use
Development Along Skokie Boulevard
Many of the conditions that led Wilmette's Comprehensive Plan to identify redevelopment
opportunities along Ridge Road are also present along portions of Skokie Boulevard. The
corridor contains a mix of commercial uses, including restaurants, offices, spas, banks, autooriented businesses, and larger commercial buildings at Edens Plaza.
Skokie Boulevard is also served by Pace bus service, providing connections to destinations such
as Old Orchard and employment centers throughout the area. Additional multifamily and
mixed-use development along Skokie Boulevard could create new housing opportunities near
jobs, services, and transit.
Notably, the same zoning district that applies to key intersections along Ridge Road is also
applied to portions of Skokie Boulevard near Wilmette Avenue and Old Glenview Road. As a
result, if the Village implements the Comprehensive Plan's recommendation to allow building
heights of up to four stories along Ridge Road, a similar approach could be considered at these
locations.
Likewise, if Wilmette determines that new multifamily housing is appropriate in selected areas
between major intersections along Ridge Road, it may find a parallel case for evaluating
multifamily housing opportunities in commercial areas along Skokie Boulevard.
Given the corridor's commercial character and location along a major roadway, additional
housing may be accommodated while minimizing impacts on established residential
neighborhoods. Similar to the Comprehensive Plan's recommendations for Green Bay Road
south of Village Center, Wilmette could consider allowing increased building heights while
requiring the rear portions of buildings to be lower when adjacent to single-family homes,
creating a more gradual transition to surrounding neighborhoods.

Strategy 2: Potential Next Steps
•
•

•

Utilize a zoning update process to evaluate increasing allowable height in business districts
as recommended in Wilmette’s Comprehensive Plan.
During a zoning update process, examine potential barriers such as floor area ratio
standards, density regulations, minimum parking standards, and requirements for groundfloor commercial space in areas with weaker commercial markets.
Consider allowing more mixed-use and multifamily development along Skokie Boulevard.
11

Strategy 3: Craft a Wilmette-Specific Approach to Middle Housing and
Accessory Dwelling Units
Middle housing refers to housing types that fall
between single-family homes and larger
apartment buildings in terms of scale and
density. Examples include duplexes,
townhomes, and small three- or four-unit
buildings.
An accessory dwelling unit (ADU) is a small,
independent home on the same lot as a singlefamily home. ADUs can be within a single-family
home, attached as an extension, or in a
separate structure.
Wilmette contains several townhomes located
along Ridge Road, Skokie Boulevard, and on a
few blocks near Linden Square and Village
Center. Expanding Wilmette’s stock of middle
housing and allowing for the construction of
ADUs can expand housing choices for people at
different life stages and income levels while
maintaining the scale and character of singlefamily neighborhoods.
While these housing types could meet a variety
of growing needs, an incremental and tailored
approach would be necessary to ensure
compatibility with Wilmette’s unique
neighborhood contexts and community goals.
Alignment with Wilmette’s Comprehensive
Plan’s Housing Goals and Objectives:
•

•

“Encourage development of housing types
that are more affordable to build than
single-family detached homes.” (Goal 5,
Objective 2)
“Review changes to Village’s current
accessory dwelling unit (ADU) regulations
to provide greater flexibility and enhance
feasibility” (Goal 2, Objective 3)

Housing Needs Addressed:
Middle housing is attractive for seniors and
first-time homebuyers since these homes are
smaller and more attainably priced than
single-family homes.
ADUs can accommodate seniors, adult
children starting their careers, or adults with
disabilities of any age who want to live near
family while maintaining independence. ADUs
may also benefit local workers looking for
moderately priced housing.

Additional Benefits:
Supporting local businesses: Additional
residents near local restaurants, shops, and
services would benefit these businesses.
Access to transportation: When located near
train or bus routes, this housing helps
residents utilize more transportation options.

Tailoring this Strategy for Wilmette:
Compatibility with neighborhoods: Through
community survey input, residents expressed
a desire to maintain the scale and appearance
of the neighborhoods that attracted them to
Wilmette. Consideration of middle housing or
ADUs should emphasize compatibility with
Wilmette's neighborhoods. Key factors may
include building height, setbacks, lot
coverage, frontage design, parking location,
and overall site layout.
Taking an incremental approach: As reflected
in community survey responses, middle
housing and ADUs are less familiar concepts
than other housing strategies, resulting in
greater uncertainty about their potential
impacts. A gradual approach could help the
Village evaluate potential outcomes, reduce
uncertainty, and monitor results before
considering broader implementation.

12

Strategy 3.1: Modernize Wilmette’s Accessory Dwelling Unit Regulations
Wilmette allowed Accessory Dwelling Units (ADUs) in 2001 through its Accessory Living Units
ordinance. Currently, Village regulations limit ADUs to units within the primary home, such as a
basement or attic, and allow occupancy only by a person age 55 or older or a person with a
disability. Over the last 25 years, only one ADU has been constructed in Wilmette.
Research by organizations such as the AARP has provided greater clarity on how municipalities
can better enable ADUs while avoiding unintended consequences:
•

•
•

•
•

Modifying occupancy requirements. The cost of constructing an ADU is significant.
Removing restrictions on who lives in an ADU would provide homeowners with greater
flexibility and make ADUs a more practical long-term investment that can be recouped
when the single-family home and ADU are sold at a later point in time.
Allowing additional ADU types. Currently, ADUs are permitted only within a singlefamily home. Suburban communities have seen greater success with detached ADUs,
such as coach houses located above detached garages.
Standardizing ADU size regulations. Wilmette currently limits ADUs to 25% of the size
of the principal structure. This can create challenges for smaller homes while allowing
relatively large ADUs on properties with large houses. A maximum square footage
standard would provide more predictable outcomes. Communities such as Geneva, Oak
Park, and Evanston use a maximum ADU size of 1,000 square feet.
Establishing a maximum height. This is particularly important for detached ADUs such
as coach houses. For example, Oak Park limits coach house ADUs to 20 feet in height or
the height of the principal dwelling, whichever is less.
Maintaining regulations that prevent negative impacts. Wilmette can carry forward its
requirements that either the principal home or the ADU be owner-occupied and that
properties adding an ADU not exceed maximum lot coverage regulations. The Village
could also consider prohibiting ADUs from being used as short-term rentals, as was
incorporated in Geneva's 2024 ADU ordinance.

Updating ADU regulations was the second most favored strategy in survey input, and one-fifth
of respondents indicated this strategy could benefit their housing situation or someone in their
household. It is important to keep in mind that ADU development is typically incremental. Since
allowing new ADUs in 2020, Evanston has seen just 14 constructed.

Coach house ADUs, which are located above a rear garage. Photos courtesy of AARP.

13

Strategy 3.2: Assess What Outcomes Wilmette Could Expect From Allowing
Development of Middle Housing Types in Certain Areas
Middle housing can take many forms, and
the types that would be feasible to build in
Wilmette will depend on factors such as
existing land values, lot sizes, construction
costs, and neighborhood context. Before
considering changes to local regulations, the
Village could explore what types of middle
housing may be realistic to develop in
different parts of the community.
In practice, this could consist of focused
discussions with local developers and the
preparation of a "pro forma" analysis – a
calculation used by developers to determine
whether anticipated sales prices outweigh
construction and development costs – for
different middle housing types in different
parts of Wilmette. Exploring multiple
scenarios would help illustrate which middle
housing types would be financially viable to
build, in what parts of Wilmette, under what
conditions they may be built, the price
points they may serve, and the pace at which
they might be developed if allowed.
By grounding discussions in local market
realities, this analysis can provide municipal
leaders and community members with a
clearer understanding of the outcomes
Wilmette could reasonably expect from
different middle housing approaches.

From top to bottom: duplex, triplex,
fourplex. Photos courtesy of Opticos
Design.

14

15

Strategy 3.3: Determine Which Middle Housing Types Are Most Needed and
Where They Would Be Appropriate in Wilmette
Different middle housing types meet different housing needs. Multi-story townhomes may
appeal to younger families or active empty nesters, while first-floor units in a duplex or fourplex
better meet the needs of older adults seeking physically accessible housing. While they may
take many forms, one commonality among middle housing buildings is that the homes they
create are often two- to three-bedroom homes, which are more attainably priced than larger
single-family homes.
The question of where middle housing should be permitted is as important as what types of
housing should be allowed. Demand for middle housing is strongest in locations near amenities
and transportation. Residents are generally more willing to trade a larger home and private
yard for a smaller home when it comes with convenient access to a park, a favorite coffee shop
or restaurant, or a public transportation route.
Several areas in Wilmette contain many of these characteristics. Blocks around Village Center
and Linden Square offer short walks to train stations, while Lake Avenue, Wilmette Avenue,
Skokie Boulevard, and Sheridan Road are served by bus routes. Many blocks surrounding Ridge
Road are also a short walk to transit, and added housing in these areas could support the
economic vitality of this corridor.
While these areas may be prime for middle housing, resident input about this strategy suggests
that the community would be better served by a measured, incremental approach rather than
sweeping changes. Wilmette could pilot middle housing in specific areas and could utilize a
development feasibility assessment, described previously, to inform this decision.

Strategy 3.4: Review Zoning Regulations to Ensure Middle Housing Blends in
with Existing Neighborhoods
Wilmette currently contains townhome developments in several areas of the community,
including on a handful of blocks near Village Center and Linden Square and in several areas
along Ridge Road and Skokie Boulevard. The Village’s zoning district that applies to these areas
– the R2 Attached Residence District – not only allows townhomes but also allows two to four
unit stacked flats, which are small multifamily buildings with two to four units.
If Wilmette chooses to pursue middle housing development, it should evaluate its existing
regulations to ensure that development is compatible with surrounding neighborhoods.
•
•

Height, setbacks, lot size, and lot coverage standards for middle housing should be the
same as what is applied to single-family homes. A maximum height of 2.5 stories is
important for maintaining house scale.
Lot width requirements may warrant additional review. Wilmette currently requires
townhomes and stacked flats to have a minimum lot width of 100 feet. This requires
that multiple lots be combined – making middle housing stand out rather than blend in,
16

while also making middle housing more difficult to develop. As an alternative, Wilmette
could utilize the same lot width standards as is applied to single-family homes.
Wilmette has two potential barriers in its R-2 zoning district worth careful evaluation:
•

•

Removing Floor Area Ratio (FAR) standards. Wilmette applies a 0.7 FAR to its R-2
zoning district. In practice, this means a 2.5-story building would have a maximum lot
coverage of 28% - lower than what is allowed for a single-family home – which makes
development impractical.
Regulating by housing type rather than density. Wilmette's R-2 regulations allow a
maximum density of 14.5 units per acre, which is relatively low for middle housing. In
practice, this density limit means that developers interested in building townhomes or
stacked flats could build fewer homes on a given site and, in turn, often need to make
each home larger in order for a project to be financially viable.

Northbrook, which recently created a zoning district for middle housing types, removed FAR
and density standards for these housing types, recognizing that standards for height, setbacks,
minimum lot size, maximum lot coverage, and lot width are more effective at ensuring housescale development.

Strategy 3: Potential Next Steps
•

•
•
•
•
•

Update zoning regulations to remove barriers to Accessory Dwelling Unit construction
while maintaining regulations that address potential negative impacts such as use for
short-term rentals.
Assess the development feasibility of various middle housing types in different parts of
Wilmette through discussions with developers and preparing “pro forma” analyses.
Consider which middle housing types are most needed to accommodate housing needs in
Wilmette.
Identify areas in Wilmette where new construction of middle housing types could be
piloted.
Review zoning regulations such as lot widths, height, setbacks, and lot coverage to ensure
that any middle housing types allowed are compatible in scale to single-family homes.
Consider removing barriers to middle housing development such as floor area ratio
standards and density limits.

17

Strategy 4: Encourage More Transit-Oriented and Pedestrian-Friendly
Development for Seniors, Adults with Special Needs, Local Workers
and Young Families
Previous housing strategies focus on improving
and increasing the supply of housing in
appropriate areas and creating a dedicated
revenue source to further ensure the
affordability and sustainability of homes for
current and future residents.
This strategy, on the other hand, recognizes the
range and consistency of efforts needed to
create more housing in Wilmette that
addresses both the shortage of housing options
and the affordability, design and service needs
of priority populations.
Whether through new development activity
and/or through new dollars leveraged from a
Housing Trust Fund, the strategies below can
address the needs of any households with
limited means, including seniors, special needs
populations, local workers, and young families.
Alignment with Wilmette’s Comprehensive
Plan’s Housing Goals and Objectives:
•

•

•

“Encourage development of accessible
housing for persons with disabilities.”
(Goal 2, Objective 4)
“Work with nonprofit organizations… to
provide a range of affordable housing
options including single-family,
townhomes, stacked flats, condominiums,
and rental units in multifamily buildings.”
(Goal 4, Objective 3)
“Seek affordable housing development
partners and support community
education to lead to a welcoming
development review process.” (Goal 4,
Objective 6)

Housing Needs Addressed:
Housing near transit and business districts can
create opportunities for affordable,
supportive, and accessible housing for seniors,
people with disabilities, local workers, and
young families.

Additional Benefits:
Adding vibrancy to Wilmette’s business
districts: Additional housing can increase foot
traffic and small-business viability, which
would be particularly beneficial to areas where
business growth has stalled, like the 4th and
Linden and Ridge and Lake commercial
districts.
Encouraging sustainable transportation
methods: Housing near transit, shops, and
services can support walking, biking, and
transit use, reducing vehicle trips and
emissions.

Tailoring this Strategy to Wilmette:
Using new and existing tools: Housing for
seniors, adults with special needs, and local
workers emerged as priorities during public
meetings and focus group discussions. The
Village could prioritize these needs when
considering tools such as inclusionary housing,
public land opportunities, and a Housing Trust
Fund.
Leveraging partnerships: Partnering with
organizations experienced in developing and
managing these housing types will also be
important for the long-term success of these
strategies. Residents noted that the Village has
many potential partners to lean upon.

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Strategy 4.1: Help Facilitate New Affordable and Senior Housing
While the zoning strategies contemplated in Village Center, Business Districts and for Missing
Middle housing types can enable market-rate housing development that serves seniors and
middle-income households, the depth of affordability challenges faced by local renters,
workers, and lower-income seniors suggests the need for even more proactive measures.
New affordable and senior housing developments require viable sites, sufficient resources and
sophisticated development, property management and service partners. Often, opportunities
start with only one or two of these fundamentals, so the Village can be helpful in providing the
missing pieces, whether by assisting with parcel assembly, offering gap financing through a
Housing Trust Fund, or attracting talented and trusted development partners. The Village has
the capacity and experience to be proactive on all these fronts. Practical steps may include:
•

•

•

Given the limited number of appropriate sites available to support the Village’s housing
goals, the Housing Commission can help surface and track opportunities and barriers
related to parcel development, ensuring the proactive stance necessary to be nimble in
a fast-moving and competitive housing market. Current partners and ordinances already
allow the Village to be responsive to ownership and other changes, as demonstrated in
its work with nonprofit housing providers to date, but the Village may want to
contemplate further Acquisition Authority or Expedited Disposition to strengthen its
position. For example, Morton Grove’s Affordable Housing Trust Fund Ordinance
permits the Village to acquire and assemble land for the preservation or creation of
needed housing.
Supporting the above approach, but an independent strategy, the Village can create a
Housing Trust Fund and authorize a range of uses, including acquisition and gap
financing. The Housing Commission can provide recommendations to the Village Board
on when and how to use its own resources to better leverage other public (federal,
state, county) and private sector financing.
If priority populations, zoning incentives, density bonuses and perhaps even some gap
financing were to be identified, the Village can increase its likelihood of attracting the
right kind of development and development partner by releasing a Request for
Qualifications (RFQ) or a Request for Proposals (RFP) to clarify its objectives and
interest in a public-private-partnership. While an RFP would allow the Village to pick
from several proposals, an RFQ could be done early in the process, to attract a
development partner to explore the range of options and participate in discussions
about existing barriers and needed incentives. An RFP would be a better strategy once
the above steps were completed with internal partners, to select a more specific
development proposal.

Once the capital and construction components of these developments are underway, the
Village can also work with the developer to affirmatively market the new housing opportunities
to local residents and workers, in collaboration with faith-based institutions, other civic
organizations and employers, in compliance with Fair Housing Laws.
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Strategy 4.2: Help Facilitate Community Integrated Living Arrangements
(CILAs) and other Supportive Housing
In several points throughout Wilmette’s housing planning process, key stakeholders and focus
group participants expressed concern for the number of aging residents currently caring for and
living with adult children with special needs. Fortunately, several area nonprofits have the
skillset and expertise to provide effective services and access to housing for these community
members in welcoming neighborhoods.
CILAs are specialized residential options for adults with intellectual or developmental
disabilities and typically serve eight or fewer unrelated adults in vibrant neighborhoods near
transit, parks, employment and other amenities. In Illinois, CILAs are designed to be
community-based settings, which can include single-family homes, townhouses, or apartment
buildings where eight or fewer unrelated adults with disabilities live with the supervision and
support of a dedicated agency.
To promote both independence and community, residents typically have private rooms and
receive tailored support services, including the thoughtful use of community space, through a
qualified agency and staff.
All the strategies in the Housing Plan can create opportunities for CILAs, but a Request for
Qualifications approach as described above, could help formalize the role of an experienced
partner. Primarily funded through Medicaid Waiver grants and Social Security, CILAs could be
considered as an eligible use of a Housing Trust Fund. Organizations providing CILAs could apply
to the Village’s Housing Trust Fund for gap financing to purchase a home or building in
Wilmette to be used as a CILA.
Beyond the frequent references to the need for CILAs, throughout Wilmette’s community input
process several people also identified the need for supportive housing more generally, to
provide housing and services for other special needs populations. While all of the strategies
proposed in this Housing Plan can lead to the kind of housing development that can become
supportive housing, as with CILAs, attracting proven developers, managers and service
providers is essential. To attract that talent, it would be wise to allow the use of some HTF
funds for gap financing and/or services for supportive housing as well.

Strategy 4.3: Continue the Village’s Approach to Inclusionary Housing and Adapt
it for Areas Outside Village Center
Wilmette has done well taking a negotiation approach through its planned development
process for Optima Verdana, Optima Lumina, and the Residences of Wilmette. This approach
remains viable for Village Center, where large developments typically necessitate the planned
development process. If Wilmette updates zoning in its business districts to allow multifamily
and mixed-use development by right, it should strongly consider establishing an Inclusionary
Housing Ordinance (IHO) for these areas. The Village could evaluate this tool in coordination
with general zoning updates.
20

Increasingly common in Illinois, IHOs are a tool that leverages private sector momentum and
profit to ensure that a percentage of new market rate development provides some new
housing at affordable rates. There is tremendous flexibility within each community to decide
the size of development that must comply with an IHO, the percentage of affordable housing to
provide, what density bonuses and/or other incentives are offered to participating developers,
how to offer in-lieu fees as an alternative to providing affordable housing on site, and whether
there will be any exceptions or tiering of incentives or fee options to ensure ample affordable
housing in particular sites.
Municipalities with IHOs seek to maximize and incentivize the potential for affordable homes
through incentives and a carefully set fee in lieu amount, while ensuring the ordinance does not
deter development. The Village can learn from staff at other municipalities with IHOs who have
led this process with the help of developer interviews, pro formas, and local and national
nonprofit organizations who excel in this area. Community Partners for Affordable Housing
(CPAH), already a key partner in Wilmette, helped craft and continues to administer IHOs in
several North Shore communities, and is also a valuable resource for future deliberations about
tailoring a Wilmette-specific approach.
Crafting an effective IHO is a balancing act where the success is in the details and can be
informed by market realities, which vary between business districts. The Village can learn from
other IHOs across the region that take into account the economics of building:
•

•
•

Building Size: Communities such as St. Charles and Evanston require a higher
percentage of affordable units in larger developments, a lower percentage in mid-sized
developments, and exempt smaller projects where an IHO could make development
financially infeasible.
Public Support: Some municipalities such as Arlington Heights require a higher
percentage of affordable homes if a development receives federal, state, or local
funding support.
Strength of Incentives: Highland Park offers the strongest zoning incentives among area
IHOs and as a result has one of the best track records of new developments including
affordable homes.

While developing an IHO requires upfront effort, a well-designed ordinance provides greater
predictability and is often more attractive to developers than case-by-case negotiations.

Strategy 4: Potential Next Steps
•

•
•

Determine whether to be more proactive with parcel development when it can result in
more affordable housing, or whether simply to utilize existing tools and to ask the Housing
Commission to help surface sites or barriers that warrant further Village input.
Formalize gap financing as an eligible use of a new Housing Trust Fund.
Determine if and when to utilize a Request for Qualifications or Request for Proposals for
affordable workforce or senior housing or Community Integrated Living Arrangement
development.
21

•

Engage CPAH for guidance in pursuing an Inclusionary Housing Ordinance.

Strategy 5: Utilize the Housing Commission to Guide the
Implementation of the Housing Plan
Comprised of volunteer community
members with expertise in a range of
professional fields related to housing, the
Housing Commission provides a valuable
repository of local knowledge which can
be continually tapped to assist the
Village’s housing efforts. The reestablishment of Wilmette’s Housing
Commission in 2019 has added
tremendous value to the Village’s
housing efforts over the past several
years and has represented a meaningful
step towards addressing the
community’s housing challenges.
Looking forward, to optimize the value of
the Housing Commission, and to build on
the momentum of the housing planning
process, the functions of the Commission
can be updated with the primary task of
guiding the implementation of the
Housing Plan as adopted.
Alignment with Wilmette’s
Comprehensive Plan’s Housing Goals
and Objectives:
•

“Develop a Housing Plan that
analyzes and develops strategies for
Wilmette’s housing needs.” (Goal 2,
Objective 5)

Housing Needs Addressed:
The Housing Commission’s engagement
throughout the implementation of the Plan will
be crucial in addressing all of the housing needs
identified in this Plan.

Additional Benefits:
Keeping the community involved: As community
representatives committed to a transparent
process, the Housing Commission’s guidance of
the Housing Plan’s implementation ensures a
level of community involvement in any future
decision-making from the Village Board.
Maintaining momentum: The Housing
Commission’s advisory role in its creation allows
the implementation of this Housing Plan to
maintain the momentum moving forward with its
continued leadership role.

Tailoring this Strategy to Wilmette:
Implementation support and flexibility: In focus
groups and community survey input, residents
recognized that Wilmette’s needs differ from past
decades and will continue to evolve over time.
The Housing Commission’s extensive knowledge
and range of professional backgrounds make it
well suited to assist the Village Board with
implementation of the Housing Plan, monitoring
progress and recommending adjustments over
time.
Partnerships and resources: The success of
several housing strategies will depend on
cultivating relationships with, learning from, and
leveraging resources offered by public, private,
and nonprofit housing partners. Hosting these
organizations at Housing Commission meetings
and seeking the Commission’s guidance on how
available programs, funding sources, and
technical assistance can be utilized will help the
Village Board make informed and impactful
d ii
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Strategy 5.1: Assist Village Staff in Tracking the Implementation and Outcomes
of the Housing Plan, as Approved by the Village Board
In general, the Commission could provide guidance and leadership on the implementation and
tracking of the Housing Plan. In practice, each commission meeting could set aside time to
review the status of strategies and next steps, including new or modified ordinances, as well as
new housing opportunities created as a result of Village efforts. The Commission could also host
an annual meeting with the Village Board to review annual progress and potential next steps,
and/or host an annual “Conversation with the Commission” meeting with the community. In
doing so, the Commission would have several opportunities throughout the year to provide
input and insights on areas needing further attention, highlight successes worth showcasing,
and keep the public abreast and involved in the Housing Plan implementation process.
In addition, the Village could establish a process for the Housing Commission to regularly
monitor progress towards the Housing Plan’s implementation. This could include tracking the
status of strategies and next steps taken, as well as changes in key indicators such as
affordability, housing preservation and production, and demographic shifts.
The Housing Commission’s continued guidance of the Housing Plan would play a vital role in
ensuring the Plan does not “sit on the shelf” and can be adaptable over time. For example, if
certain challenges become much larger over time, the Commission could suggest a strategy be
explored sooner rather than later. Or if new challenges emerge, the Commission could suggest
new strategies to explore.
Case Study – St. Charles’ Housing Commission: The City of St. Charles’ utilization of its
Housing Commission is one model in which Wilmette can learn from. Several important
functions of St. Charles’ Housing Commission could be replicated in Wilmette, including
assigning one City Councilmember as a liaison to the Housing Commission, reviewing an
annual progress report prepared by City staff, and hosting an annual joint meeting with
City Council to discuss the annual progress report and further potential strategies to
explore.

23

Strategy 5.2: Monitor External Housing Resources While Maintaining and
Cultivating Relationships with Potential Partners
As there are several strategies outlined in this Housing Plan which will require external partners
and resources, the Housing Commission can supplement and review Village staff information on
the status of available leveraging opportunities and area expertise. The Commission may
choose to utilize time at some Commission meetings to learn from area nonprofit, public, and
private sector experts on their programmatic and/or financial resources. This intentional focus
and awareness will inform how best to use the Village’s limited staff time and funding. Potential
resources and partners include:
Organization

Potential Support

Illinois Housing Development Authority (IHDA)

IHDA offers several technical and financial
resources that can support either the Village or
nonprofit partners of the Village.

North West Housing Partnership (NWHP)

NWHP is an administering entity of home repair
resources (see Strategy 1) which the Village could
promote to local residents or expand with its own
funding.

Community Partners for Affordable Housing
(CPAH)

CPAH administers Wilmette’s Community Land
Trust and can help with the implementation of an
Inclusionary Housing Ordinance.

Housing Opportunity Development Corporation
(HODC)

HODC is a developer of affordable and supportive
housing that can bring housing for priority
populations to Wilmette.

Center for Independent Futures (CIF)

CIF is currently exploring the development of
supportive housing in Wilmette for adults with
special needs.

New Trier Township

While it has not ventured into housing, New Trier
Township could be a potential source of funding
for the Village’s housing efforts.

Housing Our Own

Housing Our Own provides rental and property
tax assistance to income qualified Wilmette
residents.

Cook County

Cook County has access to federal funding that
could be tapped by Wilmette.

Our Place of New Trier

Our Place of New Trier may have the potential to
create CILAs in Wilmette in future years.

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Strategy 5.3: Guide the Establishment and Oversight of a Housing Trust Fund
As referenced in previous recommendations, the creation of a Housing Trust Fund provides a
critical and flexible tool for advancing the Village’s evolving priorities and needs. The Housing
Commission’s advisory role to the Village Board would be essential in both the initial
establishment of a Housing Trust Fund and its future implementation. In the establishment
phase, the Commission could help identify funding priorities, eligible uses and applicants, and
other guidelines. Once a Housing Trust Fund is created, the Commission could review funding
applications before they are advanced to the Village Board and make recommendations for the
Housing Trust Fund’s allocation.
Recognizing that other public and private sector funding will be essential to the success of most
housing strategies implemented in Wilmette, the Housing Commission could help Village staff
track where resources are available for leveraging and where the Village needs to fill in gaps,
whether for home repair, down payment or rental assistance, new affordable construction, etc.
An annual review of a Housing Trust Fund’s guidelines and outcomes is recommended for
continued review and refinement.
Case Study – Establishing a Housing Trust Fund: The National Low Income Housing
Coalition provides a best practice model for establishing and overseeing a Housing Trust
Fund which Wilmette can use as a guide during its Fund’s establishment phase and as a
structure for the Housing Commission’s role in its future oversight. The model suggests
that an advisory board be established particularly for the oversight and reporting of a
Housing Trust Fund, which, in Wilmette, is already established in the Housing
Commission. Beyond providing the Village Board with local expertise in determining a
Housing Trust Fund’s priorities – like eligible uses and eligible applicants, incomes
targeted, and length of affordability required, and how funds should be distributed –
what is considered the Housing Commission’s most critical role is in assisting with the
creation of an annual progress report that documents a Housing Trust Fund’s
expenditures, administrative costs and activities, and highlights the accomplishments of
the Housing Trust Fund’s awards. Such roles for the Housing Commission not only
provide the Village Board with valuable expertise, but also ensures a level of connection
and accountability to the community and its needs.

Strategy 5: Potential Next Steps
•
•
•

Establish a process for the Housing Commission to regularly monitor the Housing Plan’s
implementation and progress on potential next steps, as approved by the Village Board.
Identify funding priorities, eligibility criteria, and other guidelines for a Housing Trust Fund.
Maintain and monitor a list of entities whose resources and expertise the Village may want
to leverage.
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