Ryrie Pellaton
Wilmette Village Board
candidate video
responses to voter guide questions
Introduction:
I’ve been a Wilmette resident since 2006 with extensive construction & facilities management expertise. I am Kara’s husband and father of Rhys (20), & Tommy (17) and chef to & walker of our dog, Bella. I am a cyclist, former runner, soccer player and college rugby player.
I have spent the last 15 years volunteering in some capacity for the Village, the Park Board and the PTA. My youngest is a Type 1 diabetic and I have not worked full time since he was diagnosed 11 years ago. So I have devoted time to improving our schools, parks and Village.
I attended the Johns Hopkins University, with a BA Political Science and French Literature.
My last job was 10 years spent as the Director of Operations at the Francis W. Parker School in Chicago. Prior to that I spent 16 years as a general contractor in single family residential construction in the Washington, DC area.
Since 2019 I have been a Commissioner on the Wilmette Zoning Board of Appeals.
Prior that, I was a Commissioner, Wilmette Park Board, 2015-2019
Two school years ago, I served as the President of the New Trier Booster Club with a 50 member board.
I have had many PTA roles culminating in the chairmanship of the Village-wide PTO, Civics & Safety Committee.
I was a Village Sesquicentennial subcommittee member.
I donate blood regularly.
I assisted at the COVID vaccination clinics held at NTHS.
I’m a merit badge counselor with Troop 5 Wilmette Scouts.
For the next four years, I hope to be able to devote my time, knowledge and experience as a Village Trustee.
Questions:
1) It is difficult to say what is the most pressing issue facing the Village as it is matter of personal perception. For me the top three issues are: (A) Building a new police station, (B) Development, (C) Financing Village government.
Updating our almost 50 year old police station is the most immediate of the capital projects the Village is contemplating. In order to maintain the quality of WPD officers and their ability to serve the community appropriately, we need to build a new police station. Its already been expanded and remodeled once in 1986. The questions are when and what size building rather than if we should do so.
We have all seen and heard about negative law enforcement experiences in communities around country. Rarely if ever do we have that type of experience here. The way to ensure that the WPD is able ensure our collective personal and property safety is to maintain the standards of our police force. We should do what is necessary in order to retain well qualified officers who are knowledgeable about and invested in our community and our values. We want officers who have experience working in Wilmette and as a result know the area and the residents. Unfortunately, there has been unusual turnover of 20% in the force in the last two years. Working conditions contribute to that turnover.
A new building would allow adequate and secure evidence storage, updated prison cells (without bars) and asbestos mitigation and removal.
Most questions I’ve heard about the proposal are about the parking facilities. Response time is a function of the officers ability to have a fully functioning car available at a moments notice. During snowy and icy conditions, this is currently a problem. Further, if the WPD is going to contemplate a switch to electric vehicles then they will definitely need tempered enclosed parking.
To further align police station plans with the environmental goals of comprehensive plan, heating and cooling via geothermal, as the library already does, would be most environmentally sound and at a low running cost. Solar and/or wind electricity generation with battery storage could be added to further offset utility costs.
(B) Appropriate development which maintains the vibrancy and viability of our community through well patronized businesses while keeping our neighborhoods quiet residential retreats should be our goal. Maintaining roads and storm water facilities require significant capital investments. People move here for single family homes with yards, stable neighborhoods, excellent schools and access to parks and Lake Michigan. We need to consider and prioritize that when analyzing future development.
(D) Financing issues are an always a concern. The Village has tries to minimize the residents’ tax burden through conscientious stewardship of our resources while working toward best use of our resources.
The Village’s property tax levy of 2.3% this year, well below the Chicago area core inflation rate of 4.4%, is a welcome step for residents. Additionally, there will be no increase to water, sewer, stormwater or taxes, rates and fees. We would be wise to anticipate a reduction in Federal and concurrently state funding over the next few years and continually review our spending choices and funding options.
Re-development of Edens Plaza, the arrival of Wayfair and a renovated Plaza del Lago should help to reduce residents tax burden. Continued efforts towards reducing vacancy rates in areas such as Ridge Rd corridor and 4th and Linden will help as well. Working to change the status of properties that have been vacant for years such as the old Bakers’ Square and Treasure Island would be welcome. The new Community Development Director should prioritize working with residents and owners to determine acceptable options to turn those properties around.
2) Capital Projects Village should undertake.
In addition to building a new police station, replacing our oldest water intake in Lake Michigan must be a priority. A new intake would improve resilience and reliability of the Village’s water supply.
Wilmette treats and pumps water for our Village and since 1938 to Glenview as well. There has been increasing demand over time as the populations of Wilmette and Glenview expand. There are two raw water intakes that serve the plant: One built in 1933 intake and one in 1971. The Village needs to replace the 1933 intake.
Why does it need to be replaced? Wilmette population has been fairly stable varying between 27 and 28 thousand residents but Glenview has increased by 5-8k since year 2000. The amount of treated water produced by the plant has increased from 6 million gallons per day in 1933 to the current 44 million gallons per day since 2002.
How should be best fund this intake replacement? Issue what’s known as “dedicated” or “revenue bonds” . Repayment of the bonds would come primarily from revenue derived from the facility.
As a side note, we may determine a need to do further investment in order to protect and maintain our drinking water. Determining how to reduce or remove PFAs “forever chemicals” is a growing concern.
Increasing investment in road maintenance and replacement and replacing aging water mains are also high cost capital projects that are priority items. The Village is currently awaiting bids on both of these.
3) Sustainability Coordinator
Hiring a Shared Sustainability Coordinator, Ms. Mellen, is the single most significant step the Village has ever taken towards environmental stewardship.
There are several areas/objectives where she has made progress. Some of the advances which are, in part, the result of her efforts, are adding to the existing Edens Corridor pollinator gardens, resurrecting Electricity Aggregation program and promoting Community Solar. These have positive significant short and long term environmental implications.
The most important function of the coordinator is the continuing education of trustees, staff, residents and input into purchasing, planning and design choices. For the first time sustainability is a priority when making decisions.
Until this position was created and filled, staff and trustees were making choices informed solely by their experience and, understandably limited, understanding of the environmental consequences. Ms. Mellen has the expertise to be a resource, the experience and breadth of knowledge to present options that may otherwise be neglected or go unconsidered.
She cannot do it alone. It is up to us to listen to her recommendations and make sustainable choices.
4) Availability of Affordable Housing in Wimette.
Gruen & Gruen, the consultants the Village hired produced a Housing Needs Assessment and Strategic Policy Recommendations report for presentation to the Wilmette Housing Commission. They determined that there are 501 existing affordable units in the Village with a need for an additional 532 (or approx 5% of the total homes in the Village). Its a goal that will take time to achieve. The main problems are with perceptions and cost.
Dedicated affordable multi-family housing units in Wilmette are rare and sometimes not well received. Cleland Place, for example, a 16 unit building constructed in 2021 during the planning stages was controversial with the neighbors. It has been a success thus far.
A generally preferred alternative approach in a fully developed area such as Wilmette, is to purchase single family homes, renovate them and rent or sell to qualifying low income families or individuals. Community Partners for Affordable Housing (CPAH) has been partnering with the Village to do this with $1.6M funds received from the Optima Verdana developers.
The CPAH program uses “for sale” housing, rather than rental units or units. Once in the program, beneficiaries receive education, counseling, and support to make their experience with home ownership successful. This helps to distributes the units rather than grouping them all in one area. It also ensures that the people utilizing the program have an interest in maintaining their home and the area. CPAH sells the building but retains the property. The owner may re-sell the building to another qualified participant at a later date.
CPAH has literally made the most of the funds received from the first Optima project in lieu of having affordable units in the building. They leverage the funds received rather than spending them directly. This has resulted in their being able to obtain and add 15 affordable housing units, one more than originally anticipated.
Using that as a guide, Optima’s Lumina $3.8M contribution, expected later this year, would add about 35 more affordable units via CPAH. That still leaves a shortage of affordable housing.
I’ve been a Wilmette resident since 2006 with extensive construction & facilities management expertise. I am Kara’s husband and father of Rhys (20), & Tommy (17) and chef to & walker of our dog, Bella. I am a cyclist, former runner, soccer player and college rugby player.
I have spent the last 15 years volunteering in some capacity for the Village, the Park Board and the PTA. My youngest is a Type 1 diabetic and I have not worked full time since he was diagnosed 11 years ago. So I have devoted time to improving our schools, parks and Village.
I attended the Johns Hopkins University, with a BA Political Science and French Literature.
My last job was 10 years spent as the Director of Operations at the Francis W. Parker School in Chicago. Prior to that I spent 16 years as a general contractor in single family residential construction in the Washington, DC area.
Since 2019 I have been a Commissioner on the Wilmette Zoning Board of Appeals.
Prior that, I was a Commissioner, Wilmette Park Board, 2015-2019
Two school years ago, I served as the President of the New Trier Booster Club with a 50 member board.
I have had many PTA roles culminating in the chairmanship of the Village-wide PTO, Civics & Safety Committee.
I was a Village Sesquicentennial subcommittee member.
I donate blood regularly.
I assisted at the COVID vaccination clinics held at NTHS.
I’m a merit badge counselor with Troop 5 Wilmette Scouts.
For the next four years, I hope to be able to devote my time, knowledge and experience as a Village Trustee.
Questions:
1) It is difficult to say what is the most pressing issue facing the Village as it is matter of personal perception. For me the top three issues are: (A) Building a new police station, (B) Development, (C) Financing Village government.
Updating our almost 50 year old police station is the most immediate of the capital projects the Village is contemplating. In order to maintain the quality of WPD officers and their ability to serve the community appropriately, we need to build a new police station. Its already been expanded and remodeled once in 1986. The questions are when and what size building rather than if we should do so.
We have all seen and heard about negative law enforcement experiences in communities around country. Rarely if ever do we have that type of experience here. The way to ensure that the WPD is able ensure our collective personal and property safety is to maintain the standards of our police force. We should do what is necessary in order to retain well qualified officers who are knowledgeable about and invested in our community and our values. We want officers who have experience working in Wilmette and as a result know the area and the residents. Unfortunately, there has been unusual turnover of 20% in the force in the last two years. Working conditions contribute to that turnover.
A new building would allow adequate and secure evidence storage, updated prison cells (without bars) and asbestos mitigation and removal.
Most questions I’ve heard about the proposal are about the parking facilities. Response time is a function of the officers ability to have a fully functioning car available at a moments notice. During snowy and icy conditions, this is currently a problem. Further, if the WPD is going to contemplate a switch to electric vehicles then they will definitely need tempered enclosed parking.
To further align police station plans with the environmental goals of comprehensive plan, heating and cooling via geothermal, as the library already does, would be most environmentally sound and at a low running cost. Solar and/or wind electricity generation with battery storage could be added to further offset utility costs.
(B) Appropriate development which maintains the vibrancy and viability of our community through well patronized businesses while keeping our neighborhoods quiet residential retreats should be our goal. Maintaining roads and storm water facilities require significant capital investments. People move here for single family homes with yards, stable neighborhoods, excellent schools and access to parks and Lake Michigan. We need to consider and prioritize that when analyzing future development.
(D) Financing issues are an always a concern. The Village has tries to minimize the residents’ tax burden through conscientious stewardship of our resources while working toward best use of our resources.
The Village’s property tax levy of 2.3% this year, well below the Chicago area core inflation rate of 4.4%, is a welcome step for residents. Additionally, there will be no increase to water, sewer, stormwater or taxes, rates and fees. We would be wise to anticipate a reduction in Federal and concurrently state funding over the next few years and continually review our spending choices and funding options.
Re-development of Edens Plaza, the arrival of Wayfair and a renovated Plaza del Lago should help to reduce residents tax burden. Continued efforts towards reducing vacancy rates in areas such as Ridge Rd corridor and 4th and Linden will help as well. Working to change the status of properties that have been vacant for years such as the old Bakers’ Square and Treasure Island would be welcome. The new Community Development Director should prioritize working with residents and owners to determine acceptable options to turn those properties around.
2) Capital Projects Village should undertake.
In addition to building a new police station, replacing our oldest water intake in Lake Michigan must be a priority. A new intake would improve resilience and reliability of the Village’s water supply.
Wilmette treats and pumps water for our Village and since 1938 to Glenview as well. There has been increasing demand over time as the populations of Wilmette and Glenview expand. There are two raw water intakes that serve the plant: One built in 1933 intake and one in 1971. The Village needs to replace the 1933 intake.
Why does it need to be replaced? Wilmette population has been fairly stable varying between 27 and 28 thousand residents but Glenview has increased by 5-8k since year 2000. The amount of treated water produced by the plant has increased from 6 million gallons per day in 1933 to the current 44 million gallons per day since 2002.
How should be best fund this intake replacement? Issue what’s known as “dedicated” or “revenue bonds” . Repayment of the bonds would come primarily from revenue derived from the facility.
As a side note, we may determine a need to do further investment in order to protect and maintain our drinking water. Determining how to reduce or remove PFAs “forever chemicals” is a growing concern.
Increasing investment in road maintenance and replacement and replacing aging water mains are also high cost capital projects that are priority items. The Village is currently awaiting bids on both of these.
3) Sustainability Coordinator
Hiring a Shared Sustainability Coordinator, Ms. Mellen, is the single most significant step the Village has ever taken towards environmental stewardship.
There are several areas/objectives where she has made progress. Some of the advances which are, in part, the result of her efforts, are adding to the existing Edens Corridor pollinator gardens, resurrecting Electricity Aggregation program and promoting Community Solar. These have positive significant short and long term environmental implications.
The most important function of the coordinator is the continuing education of trustees, staff, residents and input into purchasing, planning and design choices. For the first time sustainability is a priority when making decisions.
Until this position was created and filled, staff and trustees were making choices informed solely by their experience and, understandably limited, understanding of the environmental consequences. Ms. Mellen has the expertise to be a resource, the experience and breadth of knowledge to present options that may otherwise be neglected or go unconsidered.
She cannot do it alone. It is up to us to listen to her recommendations and make sustainable choices.
4) Availability of Affordable Housing in Wimette.
Gruen & Gruen, the consultants the Village hired produced a Housing Needs Assessment and Strategic Policy Recommendations report for presentation to the Wilmette Housing Commission. They determined that there are 501 existing affordable units in the Village with a need for an additional 532 (or approx 5% of the total homes in the Village). Its a goal that will take time to achieve. The main problems are with perceptions and cost.
Dedicated affordable multi-family housing units in Wilmette are rare and sometimes not well received. Cleland Place, for example, a 16 unit building constructed in 2021 during the planning stages was controversial with the neighbors. It has been a success thus far.
A generally preferred alternative approach in a fully developed area such as Wilmette, is to purchase single family homes, renovate them and rent or sell to qualifying low income families or individuals. Community Partners for Affordable Housing (CPAH) has been partnering with the Village to do this with $1.6M funds received from the Optima Verdana developers.
The CPAH program uses “for sale” housing, rather than rental units or units. Once in the program, beneficiaries receive education, counseling, and support to make their experience with home ownership successful. This helps to distributes the units rather than grouping them all in one area. It also ensures that the people utilizing the program have an interest in maintaining their home and the area. CPAH sells the building but retains the property. The owner may re-sell the building to another qualified participant at a later date.
CPAH has literally made the most of the funds received from the first Optima project in lieu of having affordable units in the building. They leverage the funds received rather than spending them directly. This has resulted in their being able to obtain and add 15 affordable housing units, one more than originally anticipated.
Using that as a guide, Optima’s Lumina $3.8M contribution, expected later this year, would add about 35 more affordable units via CPAH. That still leaves a shortage of affordable housing.