HomeMy WebLinkAbout05.19.14 Packet
CITY COUNCIL REGULAR MEETING
CITY OF EVANSTON, ILLINOIS
LORRAINE H. MORTON CIVIC CENTER
COUNCIL CHAMBERS
Monday, May 19, 2014
7:00 p.m.
ORDER OF BUSINESS
(I) City Council Roll Call – Begin with Alderman Wilson
(II) Mayor Public Announcements and Proclamations
National Public Works Week, May 18-24 and Snow Appreciation
(III) City Manager Public Announcements
Governing Magazine 2014 Award: Honorable Mention in The 100 Best Fleets
in North America
Tree City USA Award
I Evanston Trees II Fundraising
(IV) Communications: City Clerk
(V) Citizen Comment
Members of the public are welcome to speak at City Council meetings. As part of the Council
agenda, a period for citizen comments shall be offered at the commencement of each regular
Council meeting. Those wishing to speak should sign their name, address and the agenda item
or topic to be addressed on a designated participation sheet. If there are five or fewer speakers,
fifteen minutes shall be provided for Citizen Comment. If there are more than five speakers, a
period of forty-five minutes shall be provided for all comment, and no individual shall speak longer
than three minutes. The Mayor will allocate time among the speakers to ensure that Citizen
Comment does not exceed forty-five minutes. The business of the City Council shall commence
forty-five minutes after the beginning of Citizen Comment. Aldermen do not respond during
Citizen Comment. Citizen Comment is intended to foster dialogue in a respectful and civil
manner. Citizen comments are requested to be made with these guidelines in mind.
(VI) Special Orders of Business
(VII) Call of the Wards
(Aldermen shall be called upon by the Mayor to announce or provide information
about any Ward or City matter which an Alderman desires to bring before the
Council.) {Council Rule 2.1(10)}
(VIII) Executive Session
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City Council Agenda May 19, 2014 Page 2 of 3
(IX) Adjournment
SPECIAL ORDERS OF BUSINESS
(SP1) “Cradle to Career” Initiatives
Staff recommends that the City Council consider joining the Cradle to Career
initiative.
For Action
(SP2) Evanston Climate Action Plan (ECAP) Update and Evanston Livability Plan
The Environment Board, Utilities Commission and staff recommend adoption of
the Evanston Livability Plan and Greenhouse Gas Reduction Goal of 20% by
2016. Staff will give an update on the 2008 Evanston Climate Action Plan
(ECAP) and recommendations for new goal and initiatives through 2016.
For Action
(SP3) Disposable Plastic Shopping Bag Issues
It is recommended that City Council consider information regarding efforts to
reduce the environmental impacts of plastic shopping bags in Evanston and
provide direction on next steps.
For Discussion
(SP4) Capital Improvement Plan (CIP) Facilities Improvements for 2014 to 2017
Staff will give a presentation regarding the 2014 CIP project list, schedule and
proposed facilities improvement plans for 2015 to 2017.
For Discussion
(SP5) First Quarter Financial Report for FY2014
Staff recommends City Council accept and place the First Quarter Financial
Report for FY 2014 on file.
For Action: Accept and Place on File
(SP6) Approval of Lovelace Park – US Soccer Foundation Grant, Letter of Interest
Staff recommends City Council authorize the submission of a Letter of Interest
(LOI) to the US Soccer Foundation requesting a grant for renovations to the
Lovelace Park soccer field.
For Action
10/24/2013 6:42 PM 2 of 113
City Council Agenda May 19, 2014 Page 3 of 3
APPOINTMENTS
(APP1) For Appointment to:
Board of Animal Control Jill Cabot
Board of Animal Control Meredith Rives
Board of Animal Control Diane Valletta
M/W/EBE Dev. Committee Paul Mark Wallace
For Action
MEETINGS SCHEDULED THROUGH MAY 2014
Upcoming Aldermanic Committee Meetings
Tues, May 20 7:30 pm Housing & Community Development Act Ctte
Wed, May 21 6:30 pm M/W/EBE Advisory Committee
Thurs, May 22 5:30 pm Emergency Telephone
Tues, May 27 6 pm A&PW, P&D, City Council
Wed, May 28 6 pm Transportation/Parking Committee
Wed, May 28 7:30 pm Economic Development Committee
Order and agenda items are subject to change.
Information is available about Evanston City Council meetings at: www.cityofevanston.org/citycouncil.
Questions can be directed to the City Manager’s Office at 847-866-2936. The City is committed to
ensuring accessibility for all citizens. If an accommodation is needed to participate in this meeting, please
contact the City Manager’s Office 48 hours in advance so that arrangements can be made for the
accommodation if possible.
10/24/2013 6:42 PM 3 of 113
For City Council meeting of May 19, 2014 Item SP1
Business by Motion: Cradle to Career Initiative
For Action
To: Honorable Mayor and Members of the City Council
From: Joe McRae, Director Parks Recreation & Community Services
Subject: Cradle to Career Initiative Presentation
Date: May 14, 2014
Recommended Action:
Staff recommends that the City Council consider joining the Cradle to Career initiative.
Summary:
Representatives from the Cradle to Career planning committee, including Seth Green
(Y.O.U.), Mary Beth Schroeder (Evanston Community Foundation) and Mark Dennis
(McGaw YMCA), will provide a brief power point presentation which will include an
overview of the initiative, its mission, principles, proposed organizational structure and
key partners to date.
Attachment
Cradle to Career Brochure
Appendix: Collective Impact Initiative
Memorandum
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EVANSTON
CRADLE
TO CAREER
2014 LAUNCH
By the age of 23, all Evanston
young adults will be leading
productive lives, building on
the resources, education,
and support that they and their
families have had to help them
grow into resilient, educated,
healthy, self-sufficient, and
socially responsible adults.
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The Evanston Cradle to Career initiative is an effort to
mobilize our community assets to make a lasting difference
in the lives of our community’s children and youth.
Our vision is that by the age of 23, all Evanston young adults will be leading
productive lives, building on the resources, education, and support that they
and their families have had to help them grow into resilient, educated, healthy,
self-sufficient, and socially responsible adults.
Our work on Evanston Cradle to Career began in October 2012 when the
leaders of many community-based organizations discovered that their goals
were closely aligned with those of other groups. The organizations also
realized that, when strung together, their work covered birth to the post-
secondary years and spanned a wide variety of issues that impact outcomes.
They invited still more community organizations to join them in what became
a series of conversations with Professor Michele Shumate of Northwestern
University to learn more about “collective impact” as a means of working
together to accomplish these related goals.
Following those meetings, a smaller group of nominated and encouraged
leaders emerged. They agreed to take the broad definitions created within
the large group and develop from them a definition of the community’s
vision and a system of shared accountability for moving forward together
to achieve it. For six months, the group met every other week to outline a
shared vision, set of working principles, measures for data-driven decision-
making, and organizational structures. The result is Evanston Cradle to Career.
This framework for community-wide engagement has grown over the past
18 months, through the dedication of community leaders, school leaders,
Northwestern University and Oakton Community College, and City of Evanston
representatives.
Executive Summary
Evanston Cradle to Career 2
What is collective impact?
Collective impact is an effort to move the needle on a specific but complex
community problem. Collective impact initiatives are “long-term commitments
by a group of important actors from different sectors to a common agenda
for solving a specific social problem whose actions are supported by a shared
measurement system, mutually reinforcing activities, ongoing communication,
and are staffed by an independent backbone organization.”
Key collective impact points found in Evanston Cradle to Career model:
■Shared common vision of change and problem
■Shared measurement system of outcomes not outputs
■Mutually reinforced coordination, not necessarily collaboration
■Continuous high-level communication by top leaders in organizations
■Backbone support organization including, at minimum, a full-time
coordinator and a data-analyst
■Realignment of funding to long-term commitment to shared goals and
measurable outcomes
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Equity: We recognize issues of racism and disparity in our community and will
work collectively to establish an inclusive community based upon equitable
access and opportunity for all children, youth, and young adults in Evanston.
Shared Responsibility: We acknowledge that we are all responsible for the
success of our young people and are committed to maximizing the potential of
each child, youth, and young adult from early childhood to age 23.
Collective Impact: We commit to work in an intentionally coordinated manner,
guided by a mutually agreed-upon shared performance measurement system,
to achieve our shared vision for all Evanston youth.
Community Engagement and Development: We commit to partner with the
people most affected by this community initiative, as equal stakeholders, to
help lead the development and implementation of these joint efforts.
Positive Support Structures: We commit to ensure that Evanston children,
youth, and young adults, as well as their families, have the positive support
structures they need to be successful. These supports include, but are
not limited to, social services, emergency assistance, housing assistance,
workforce development, mentoring, and financial literacy.
Resources: We commit to leverage and direct our collective existing and future
resources toward the accomplishment of the Evanston Cradle to Career vision.
Holistic Learning & Growth: We recognize that learning and education occur
in various settings throughout the community and we will be intentional in
fostering an atmosphere that encourages and provides life-long learning/
educational opportunities to all.
Guiding Principles
Resources Positive Support
Structures
Community
Engagement &
Development
Shared
Responsibility
Holistic
Learning
& Growth
Collective
Impact
Equity
OUR GUIDING
PRINCIPLES
Evanston Cradle to Career 4
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Measurement Matters
We are developing a mutually agreed upon shared
performance measurement system to ensure that the hard
work we are doing together is making a difference in the
lives of our children and youth.
By advancing these metrics, we are committing to supporting data collection
and to making this information transparent both among the Evanston Cradle to
Career network and to the entire community.
Most importantly, we are committed to making decisions guided by whether
efforts are making a difference. We need to be able to answer, accurately and
honestly, “All of our community’s children are doing well.” If all our children
are not doing well, then we need to intensify our attention, resources and work
to help them grow into resilient, educated, healthy, self-sufficient, and socially
responsible adults.
Rather than look one time at a snapshot of Evanston as it is today, we commit
to looking at a sequence of such snapshots over time. Experiences in other
communities and academic research show that there is a broad array of “social
indicators,” or circumstances, that bear on a child’s likelihood of progressing
in a healthy and productive way through life. Using a series of snapshots, we
will be looking at education, health, community, and career and employability
to identify and address barriers and obstacles to our children’s success. This
ongoing scrutiny of how well our community is succeeding with all our children
is made possible by a data-driven collective impact approach. All of these
indicators will be disaggregated by socioeconomic status, race, ethnicity and
gender wherever possible.
Are We Making a Difference?
Our community groups, both school districts, post-secondary educational
institutions, the business community, and City of Evanston will work together
to develop the metrics to track our progress. We will begin, in phase one,
with currently collected data that measure how children and young people
are doing-- how the community is doing. Then, as we move forward, we will
determine if there are other questions we need to address but do not have
the information to answer. By advancing these metrics, we are committed to
making decisions guided by whether efforts are moving the needle. Knowing
the numbers is important to our accountability to all stakeholders, especially to
the families who reach out to the community of organizations for support and
guidance, and also to the donors who support the work of our organizations.
Evanston Cradle to Career 6
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Operational Structure
The Evanston Cradle to Career initiative is organized into
a strategic framework consisting of a steering committee,
solution design teams, and community coalitions focused
on a common vision.
Steering Committee
The complex nature of large-scale social impact requires a long-term
commitment and a multi-level operational structure to coordinate the
participation across the community at large. The work of the teams and
coalitions and of the initiative as a whole is guided by a steering committee
which includes representatives from key organizations as well as individuals
touched by the issues. The steering committee must ensure a centralized
infrastructure, a dedicated staff, and a structured process to maintain and
advance a common agenda, shared measurement, continuous communication,
and mutually reinforcing activities among all participants.
Solution Design Teams
Solution design teams are intended to cross traditional boundaries, mixing
participants from across the community. These teams will include both
organizational representatives and community members focused on key areas
of the Evanston Cradle to Career vision. Each solution design team will develop
a theory of action, making visible the chain of events that is necessary to “move
the needle” on shared measures. This includes harnessing existing strategies
as well as developing new evidence-based practices to address needs that are
discovered through examining the data collected and disaggregated across
organizations.
How it Will Work
The solution design teams will meet regularly to share results, learn from each
other, and refine their collective work based on their learning. Each solution
design team is responsible for communicating its activities more broadly
with other organizations so that the circle of alignment can grow within the
community.
The solution design teams will focus on:
■Literacy
■Community stability including housing and poverty
■Mental and physical health and safety
■Career and postsecondary readiness
■Parent engagement
Community Coalitions
The community coalitions are based on populations or issues specific to a
population. These community coalitions will review the data related to the topic
areas that they represent. They will review strategies and provide feedback to
the solution design teams. They will encourage best practice dissemination
and will coordinate services across agencies that are pertinent to their topic
area. The community coalitions will meet at least four times annually.
Examples of existing coalitions are:
■Early Childhood Education: Childcare Network of Evanston networks,
Evanston Community Foundation Every Child Network
■LAN: Youth serving and education network
■WorkNet partners
■Health: Pioneering Healthy Communities
Evanston Cradle to Career 8
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A steering committee is responsible for hiring all
personnel, providing oversight for their work, determining
management structure including development of backbone
infrastructure, fund development for the initiative, and all
program related decisions.
The steering committee will be composed of representatives of the solution
design teams and representatives of key institutions and organizations
committed to Evanston Cradle to Career. The steering committee is charged
with guiding the way that the solution design teams and community coalitions
set goals and create initiatives, supervising the overall data analysis and
collection, and providing guidance, training and development needs (i.e.
listening with deep empathy, community organizing). Further, the steering
committee is charged with identifying and building systems that will encourage
coordination among partner agencies.
Implementation of this initiative requires staffing dedicated to the project. An
executive director will be hired to manage and direct the Evanston Cradle to
Career effort. A data analyst will be employed to provide oversight in data
collection and to lead the statistical analysis of the metrics that we will be
tracking.
Fiscal sponsorship is to be provided by the Evanston Community Foundation,
acting as the fiscal sponsor for this initiative. A qualified 501(c)3 ensures that
gifts and grants are treated as tax deductible contributions, maintains records,
reports to the steering committee, and pays the bills.
Initial Evanston Cradle to Career Start-up Structure
How it Will Work (Cont.)
Solution Design Teams
Twice monthly meetings
■Literacy
■Community Stability and
Safety (including violence,
housing, poverty)
■Health and Well-being
■Career and Post-Secondary
Readiness
■Parent Connections
Community Coalitions
Include and build on existing
coalitions
Meet a minimum of four times
annually
■Early childhood education:
Evanston Community
Foundation Every Child
Network, Childcare
Network of Evanston
networks
■LAN: youth serving and
education network
■WorkNet partners
■Health: Pioneering Healthy
Communities
Steering Committee
■Focus on community involvement, leadership and mentorship
■Supervise executive staff and overall data analysis and collection
■Ensure racial and cultural competence
■Coordinate system
Evanston Cradle to Career 10
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Funding a successful Evanston Cradle to Career effort is based on a
collective financial commitment to its vision and principles. In keeping with
those principles, the majority of the funding for Evanston Cradle to Career
will come from local partners, and every participating organization will
contribute something. This plan both underlines the commitment of individual
organizations to the collective goals and avoids competition with individual
organizations’ fundraising. Evanston Cradle to Career is woven into the budgets
and the work of each organization. As the initiative becomes established and
new opportunities are identified, additional funds will primarily be solicited via
foundation grants. The initial Evanston Cradle to Career budget is estimated
to be $250,000 and will include staffing and benefits, data management
resources, meeting and administrative costs, and fiscal sponsorship fees.
Year One Contributions by Organizational Budget
ORGANIZATIONAL BUDGET PARTNER
CONTRIBUTION
Largest organizations $50,000
$10 million +$10,000
$5 - $10 million $7,500
$2 - $5 million $5,000
$1 - $2 million $3,500
$750,000 - $1 million $2,500
$500,000 - $750,000 $1,500
$500,000 - $250,000 $750
<$250,000 $500
Evanston Cradle to Career 12
Timeline for Implementation
March 28, 2014 Community-wide meeting
April – June Presentations at organizations – continue to seek Participation
Agreements – target for initial Agreements is June 30, 2014
Working group continues to refine and expand concepts,
materials, plans – develops budget – continues discussions
of initial and near-term organizational structures / backbone
concept – outlines initial framework for steering committee
selection process
June 30, 2014 Target date for initial Participation Agreements secured
Early July Meeting of organizations who have signed Participation
Agreements to affirm / revise steering committee selection
process – select steering committee
Late July Initial steering committee meeting – meets twice monthly
through 2014 – hold initial planning meeting – job descriptions
finalized – search process established
August Steering committee meets twice – continues work projects
(above) – develops a draft timeline through December 2015
– maintains an 18-month rolling timeline (updated every six
months at which time six additional months are added)
Posting of positions (Evanston Cradle to Career Executive
Director and Data Analyst)
September Steering committee meetings
Interviews / selection for positions with representatives from
the steering committee
October Steering committee meetings
Executive Director and Data Analyst begin employment
Large group meeting – development of Solution Design
Teams (meet twice monthly) and Community Coalitions (meet
quarterly)
How it Will Work (Cont.)
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Timeline for Implementation (Cont.)
Evanston Cradle to Career 14
November, 2014 Launch baseline data analysis
Steering committee and ED develop marketing and
communication plan – initiate research and planning for
sustainability funding from United Way and others
Initial meetings of Solution Design Teams – meet monthly
December, 2014 Steering committee updates 18-month rolling plan
Initial Community Coalition meetings – meet quarterly
Report to participating organizations and the community
Winter 2014-15 Large group meeting
Meetings of Community Coalitions
Spring 2015 Large group meeting
Meetings of Community Coalitions
Steering Committee updates 18-month rolling plan
Summer 2015 Large group meeting
Meetings of Community Coalitions
Fall 2015 Large group meeting
Meetings of Community Coalitions
Winter 2015-16 Large group meeting
Meetings of Community Coalitions
Steering Committee updates 18-month rolling plan
Learn More
Evanston Cradle to Career members are eager to present
to your organization or group about who we are, what we
hope to do, and how important it is that you join in the
Evanston Cradle to Career effort.
Join Us!
We need your participation to make Evanston Cradle to
Career succeed.
Join Evanston Cradle to Career by:
■Scheduling a board presentation
■Passing your board resolution
■Reviewing and signing participation contract and board resolution
■Securing fiscal resources (signing a check)
■And making a commitment to help Evanston Cradle to Career flourish
What Can You Do?How it Will Work (Cont.)
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A CLOSER LOOK AT COLLECTIVE IMPACT
Collaboration, Collective Impact: what’s the difference?
Collaboration is nothing new. The social sector is filled with examples of partnerships,
networks, and other types of joint efforts. But collective impact initiatives are distinctly
different. The collective impact model is based on a centralized infrastructure, a
dedicated staff, and a structured process in pursuit of a common agenda, shared
measurements, continuous communication, and mutually reinforcing activities among all
participants. It is a structured way to pursue a shared goal.
Collective Impact initiatives develop when a critical mass of a community’s leadership
from different sectors commit their organizations to a common agenda for solving a
specific but complex social problem.
Collective impact initiatives address the reality that given the complex nature of most
social problems, no single program or organization, however well managed and funded,
can singlehandedly create the lasting large-scale change needed to address the problem
in question.
5 core elements make Collective Impact initiatives unique and successful:
o Common Agenda
All participants have a shared vision for change including common understanding
of the problem and a joint approach to solving it through agreed upon actions.
o Shared Measurement
Collecting data and measuring results consistently across all participants ensures
efforts remain aligned and participants hold each other accountable.
o Mutually Reinforcing Activities
Participant activities must be differentiated while still being coordinated through a
mutually reinforcing plan of action.
o Continuous Communication
Consistent and open communication is needed across the many players to build
trust, assure mutual objectives, and create common motivation.
o Backbone Support
Creating and managing collective impact requires a separate organization(s) with
staff and specific set of skills to serve as the backbone for the entire initiative and
coordinate participating organizations and agencies.
Resources for further exploration of collective impact
The outline given above is a summary of the findings from several research articles
published in the Stanford Social Innovation Review. For more detail, information, and
findings on Collective Impact, visit these sources:
http://www.ssireview.org/articles/entry/collective_impact.
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http://www.ssireview.org/images/articles/2011_WI_Feature_Kania.pdf
FSG, the Foundation Strategy Group, is a vital source for information about effective
Collective Impact and specifically about functioning examples. Learn more at
http://www.fsg.org/OurApproach/CollectiveImpact.aspx.
Among the key differentiating factors in collective impact is the concept of the backbone
organization. For information specifically about the backbone organization, see:
http://www.fsg.org/Portals/0/Uploads/Documents/PDF/Backbone_Workshop_Faculty.pdf
Collective Impact: To accomplish what?
Evanston is not alone in looking to collective impact to help a community ensure that all
its young adults will be leading productive lives, building on the community resources,
education, and support that they and their families have had to help them grow into
resilient, educated, healthy, self-sufficient, and socially responsible adults.
Aligning local resources to “move the needle” toward this long-term goal is vital,
economically as well as for reasons of social justice and equity. There is a huge and
sobering gap between current levels of educational attainment and the education that
the majority of U.S. jobs will require--just six years from now, in the year 2020.
Researchers have calculated that 65% of U.S. jobs will require some form of
postsecondary education by 2020, yet fewer than 40% of Americans are educated
beyond high school today.
Educational perspectives. In Illinois, communities can link their efforts at the statewide
level. Since 2009, the P-20 Council has been working to increase the proportion of
Illinoisans with high-quality degrees and credentials to 60 percent by the year 2025.
While Illinois is doing better than the national average, only about 41 percent of the
state's nearly 7 million working-age adults (25-64 years old) hold at least a two-year
degree.
The Illinois P-20 Council fosters collaboration among state agencies, education
institutions, local schools, community groups, employers, taxpayers, and families, and to
collectively identify needed reforms to develop a seamless and sustainable statewide
system of quality education and support. For further information, see:
http://www2.illinois.gov/gov/P20/Pages/About.aspx#what
Economic aspects. The work of Nobel laureate University of Chicago economist, James
Heckman, has been made accessible and easy to download on his website, the Heckman
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Equation; his work details the importance of early childhood education to addressing the
broad range of social indicators that underlie collective impact approaches. See:
http://www.heckmanequation.org/
Another resource is the 2009 study by McKinsey & Company, The economic cost of the US
education gap , exploring the economic cost of achievement gaps on the basis of income,
ethnicity, and school system quality:
http://www.mckinsey.com/insights/social_sector/the_economic_cost_of_the_us_education_gap
Drilling Down: Collective impact models at work
The example that inspired us in October of 2012 is The Strive Partnership, launched in
Cincinnati, Ohio, in 2006, to improve academic success in the urban core of the Greater
Cincinnati region. Leaders from various sectors came together to transform educational
outcomes by aligning their work and investing in one common vision, a set of shared
outcome--and the belief that by joining their efforts across the cradle to career
spectrum, they could achieve greater impact on student achievement. They identified 5
shared goals and 8 measures of student success that are tracked and reported each year.
In 2012-13, for example, the Partnership has achieved gains in kindergarten readiness,
4th grade reaching achievement--and in their community’s first-to-second year college
retention rates. See: http://www.strivepartnership.org/
Closer to home. In Illinois, 16 communities including Evanston are developing collective
impact approaches to the challenge of increasing success within our children’s “cradle to
career” years:
Aurora, Bloomington/Normal, Chicago, Danville, Decatur-Macon County,
East St Louis, Elgin, Evanston, North Chicago/Lake County, Grundy County,
Oak Park/River Forest, Peoria, Quad Cities, Quincy, Rockford, Springfield, and the Starved
Rock Region.
Websites show the implementation of four of these:
o Education Coalition of Macon County -www.edco4kids.org
o Vermillion Advantage (Danville) - www.vermilionadvantage.com
o Achieve Quad Cities - www.achieveqc.org
o Alignment Rockford - www.alignmentrockford.com
One model in more detail. Material gleaned from one of these, Achieve Quad Cities
(AQC) illustrates how the 5 core elements of collective impact are implemented at a
community level. An abbreviated summary follows here:
The vision The Quad Cities Achieve initiative is a multi-sector, regional alliance of
community partners working to increase youth's potential with a cradle to career
continuum.
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The Common Agenda Every school day, 3 Quad-City area students drop out. When
students drop out, they do not have the necessary skills for the next stage in their life.
This affects their future and the future of our community. There are as many reasons why
students drop out of school as there are dropouts. Because of this, no single intervention
will be able to significantly alleviate this problem. Instead, we need a community solution,
with a wide variety of stakeholders offering a full menu of interventions, so that we can
tailor our services to each individual student's needs.
Led by the Community Foundation of the Great River Bend and the United Way of the
Quad Cities, AQC exists to align the efforts and resources of local school districts, colleges,
corporations, social-service providers, government officials and community leaders to
ensure that youth:
• Have a support system that communicates high expectations.
• Have plans for their futures that motivate them to engage in school.
• Have knowledge of the local future employment needs and opportunities.
• Experience meaningful exposures to career options in their community.
• Are equipped for successful employment.
Shared Measurement A fundamental element of collective impact initiatives, AQC’s key
indicators include:
• Kindergarten Readiness
• 3rd Grade Reading levels
• Middle School Attendance
• High School Credits
• High School Graduation
• Post-Secondary Degrees/Certificates
Mutually Reinforcing Activities To increase and improve graduation rates, AQC is
working with partners to provide children with the following programs:
Career Navigators: Coordinated by Big Brothers Big Sisters. Classroom Presenters: Professionals
give interactive presentations teaching students how to succeed in their career field. Job
Shadows: Students shadow professionals for two to six hours to learn practical knowledge about
a career workplace behavior. Job shadows also expose youth to workplace environments.
Experiential Learning Tour Host Site: Businesses host tours for students to teach them about
different career opportunities and workplaces. Career Expos: Events designed to expose students
to a variety of careers. Student Internships: Workplaces host students for 45 to 90 hours,
enabling them to learn new skills, understand how to behave in a workplace and discover career
preferences. Career Cruising: An internet-based guidance counseling system, where students
can find a career path, search for career opportunities and ask career advice from an e-mentor.
Continuous Communication and Structure Achieve Quad Cities' multi-sector
partnership is guided by its Achieve Quad Cities Leadership Cabinet. In addition, AQC has
established strong working relations with the superintendents from the Quad Cities'
seven largest school districts.
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While local school districts provide the heart of students' formal education, educational
outcomes also depend on broader learning experiences found in the community. The
Cabinet is helping to strengthen the Quad Cities' network of effective, community-based
supports that help students succeed. Membership of the Executive Leadership Cabinet
demonstrates the multi-sector nature of the initiative.
A full list of partners involved in Achieve Quad Cities is available at www.achieveqc.org.
Backbone Organization: Structure and Duties The backbone organization functions top
keep partners aligned around the vision and the outcomes, building the data
infrastructure, and advocating for what works. Its functions may be administrative: fiscal
sponsorship, accounting and finance, technology, office support, responsibility for the
data analyst and data, and/or be more broadly supportive of the partners and the vision.
A good backbone organization has a high level of credibility with the community, has staff
dedicated to the project; it builds key relationships across members of the initiative,
creates a sense of urgency to improve the region’s educational outcomes, uses evaluation
as a tool for learning and progress, ensures coordination and accountability.
Drilling Down: Tools Available
Many communities are taking concrete steps to change outcomes in their communities
by adopting the Pathways to Prosperity framework, (See Pathways to Prosperity,
meeting the challenge of preparing young Americans for the 21st century, a project at the
Harvard Graduate School of Education (2011). The “Pathways” approach was launched to
address the lack of alignment between education and job opportunities. Local resources
can connect to regional and state-wide collaborations that, in turn, connect students to
post-secondary education leading to successful engagement in a variety of career
paths. See www.ilpathways.com.
STEM Learning exchanges under the planning and implementation leadership of
facilitators in nine areas (agriculture, architecture, energy, finance, health sciences,
information technology, manufacturing, research & development, transportation
distribution logistics), strive to take existing education and workforce services from a
variety of disconnected programs, reorienting them into a structure that focuses on the
student, with the goal of connecting students to careers. The Learning Exchanges are
partnerships between schools, industry, state government, and nonprofits. See
Understanding Stem Learning Exchanges: The Postsecondary Perspective, at
http://occrl.illinois.edu/files/Projects/ptr/scaling_up_2012/Understanding%20STEM%20L
earning%20Exchanges.pdf.
State-wide convening resources are available through Advance Illinois, an independent
organization to promote a public education system that prepares all students in Illinois
for work, college, and democratic citizenship, works together with NIU’s Office of
Education System Innovation, and with ISAC, the Illinois Student Assistance
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Commission, to bring Illinois communities together to share polices, experiences, and
practices of collective impact. Contact Teresa Ramos, Outreach Director at Advance
Illinois (tramos@advanceillinois.org) for information on these efforts.
Evanston sent three representatives to the first such network meeting in January of 2014
in Peoria: Beth Arey, ETHS College & Career Center, Barry Lundberg, Evanston150, Learn
to Work and Work to Learn organizer, and Sara Schastok, ECF.
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For City Council meeting of May 19, 2014 Item SP2
Business of the City by Motion: Climate Action Plan and Greenhouse Gas
Reduction Goal
For Action
To: Honorable Mayor and Members of the City Council
From: Catherine Hurley, Sustainable Programs Coordinator
Subject: Evanston Climate Action Plan Update and next Greenhouse Gas
Reduction Goal
Date: May 8, 2014
Recommended Action:
The Environment Board, Utilities Commission and staff recommend adoption of the
Evanston Livability Plan and Greenhouse Gas Reduction Goal of 20% by 2016.
Overview:
The Evanston Climate Action Plan (ECAP) was developed in 2008 in a collaborative
community process with more than 150 volunteers and City staff participating and
contains a comprehensive approach to help Evanston reduce its greenhouse gas
emissions by 13% by the year 2012. The Evanston City Council adopted the Plan on
November 10, 2008. Since its adoption, City staff and the Evanston community have
worked together to implement the ECAP’s recommendations. These efforts have
resulted in Evanston successfully meeting the ECAP’s goal of a 13% reduction in
emissions for a total of 128,744 metric tons of greenhouse gas emissions reduced.
Evanston is one of only a handful of communities who successfully met their city’s
commitment to the US Conference of Mayors Climate Protection Agreement and is a
national leader in climate action work. Staff has developed the attached report to
summarize the City’s implementation of the ECAP and achievement in reaching the
greenhouse gas reduction goal. Two key factors that contributed significantly to the
City’s achievement include the 100% green energy procured for electricity aggregation
and the collaborative involvement of Evanston’s environmental organizations and
partners.
As a national leader in climate action and sustainability efforts, Evanston is now
positioned to continue making strides to address climate change by establishing a new
goal and action plan. For the last 18-months, staff has been working with the
Environment Board, Utilities Commission and other community groups and citizens who
Memorandum
1
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are addressing environmental issues, climate change and sustainability to develop the
next climate action goal and action plan. This group has developed into an informal
network called Sustain Evanston which is made up of more than 20 organizations that
are based in Evanston and support initiatives and projects to improve Evanston.
Facilitated by the Office of Sustainability, Sustain Evanston meets several times per
year to share information about ongoing efforts and to engage in collaborative
sustainability projects. More information about the groups which are a part of Sustain
Evanston can be found on Evanston Green Buzz evanstongreenbuzz.org.
The result of these collaborative efforts is the Evanston Livability Plan (ELP), a
community driven blueprint for Evanston’s next climate action goal and implementation
strategies, which is provided as an attachment. The ELP focuses on engaging the
community to reduce greenhouse gas emissions and support a healthier environment
for all of Evanston. The ELP calls for Evanston to set an ambitious goal for the next
four years of a 20% reduction in greenhouse gas emissions by 2016 (relative to the
2005 baseline).
The ELP goal would build upon the 13% reduction in emissions the City has already
achieved and aligns with the greenhouse gas objective in the STAR Community Rating
System. Evanston was recently awarded a 4-STAR Community Rating under the self-
reporting framework for evaluating community sustainability against a set of
standardized measures. Evanston’s 13% reduction earned the community credit under
the greenhouse gas objective for the STAR framework and a 20% reduction by 2016 is
in alignment with the STAR Community long-term goal of a 80% reduction in emissions
by 2050.
Five major strategies have been identified in which to focus Evanston’s emissions
reduction efforts under the ELP. These include: residential green power, business green
power, building retrofits, transportation change and commitment from the City and large
employers. To meet a reduction goal of 20% by 2016, the community will need to
reduce GHG emissions roughly 2% each year for four years. While this goal is
ambitious and will keep Evanston as a national leader in climate action work, the
community is poised with creative ideas and active volunteers and business partners to
make it a reality.
The ELP has been embraced and endorsed by several community organizations
including the following: Audubon Chicago Region, Citizens’ Greener Evanston,
Evanston Environmental Association, Evanston Environment Board, Evanston
Interreligious Sustainability Circle, Evanston Rebuilding Warehouse, Evanston Utilities
Commission, League of Women Voters of Evanston, St. Nicholas Church Green Team.
The Environment Board, Utilities Commission, other members of Sustain Evanston and
staff recommend that City Council adopt the Evanston Livability Plan and its
recommended greenhouse gas reduction goal of 20% by 2016.
Attachments:
Evanston Climate Action Plan Update 2012
Evanston Livability Plan May 2014
2
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Evanston CLIMATE ACTION PLAN
Update Report 2012
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TABLE OF CONTENTS
Introduction 1
Awards And Recognition 3
Transportation And Land Use 4
Energy Efficiency 9
Renewable Energy Resources 13
Waste Reduction And Recycling 15
Food Production And Transportation 17
Forestry, Prarie, And Carbon Offsets 18
Policy And Research 20
Education And Engagement 23
Communications And Public Relations 26
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It gives me great pleasure to present the 2012 report of the Evanston Climate Action
Plan (ECAP), which was launched in November 2008. This report summarizes the
achievements we have made together in four years to mitigate the effects of climate
change on our city and region.
ECAP evolved from a plan developed to support and enhance the value of environmental
sustainability outlined in Evanston’s Strategic Plan. What city government can do is only
a small part of what is required. Evanston is fortunate to have businesses, institutions,
community organizations, and individual residents who demonstrate every day that
climate action is good for our families, good for business, and good for the future of
Evanston.
Since adopting the ECAP in 2008, our sustainability efforts have helped Evanston
become recognized by state and national organizations over the years. Evanston has
earned several prestigious awards, including the U.S. Conference of Mayors 2011
Climate Protection Award, the 2011 Governor’s Sustainability Award, and the 2012
National Environmental Hall of Fame Award.
We can all be proud of the example Evanston is setting for other cities around the
country. Efforts we have made in implementing the ECAP demonstrate our community’s
dedication and leadership around environmental issues. The city has met our outlined
goal to reduce emissions by 13% by 2012, an exceptional achievement – but that is only
a start. We have much more to do. I am confident that we will continue to serve as a
model for sustainability in the future.
An enormous amount of hard work and cooperation have gone into reaching our goals.
Because of the collaborative efforts in our community, Evanston is a better, greener, and
healthier place to live. I am proud of the accomplishments we have made in the past
four years, and look forward to making even more significant strides in the years ahead.
I would like to thank the members of the City Council, City staff, and our residents and
businesses for working together to make all of these endeavors possible.
Sincerely,
Mayor
My Fellow Evanstonians:
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Page 1 ECAP | Introduction & Greenhouse Gas Emissions Update
INTRODUCTION
The Evanston Climate Action Plan was developed in 2008 in a
collaborative community process with more than 150 participating
volunteers and City staff. The plan is divided into six topic areas
and included approximately 220 strategies to reduce greenhouse
gas (GHG) emissions by 13 percent by the end of 2012. Of the
220 listed, many have been implemented by Evanston in order to
mitigate the effects of climate change.
According to 2012 estimates from the United States Census Bureau,
Evanston’s population remained relatively constant from 2005-
2012. Energy use per person, however, declined by 12% during the
same period, reflecting improvements in the energy efficiency of
homes, heating systems, and appliances. The 2012 Update Report
highlights initiatives and projects created to support the Climate
Action Plan’s implementation since 2008.
GREENHOUSE GAS EMISSIONS UPDATE
2012 ECAP GOAL:
Reduce GHG emissions 13% of 1990
total emissions, or by 140,104 metric
tons of carbon dioxide equivalent
(MTCO2E).
City of Evanston’s GHG emissions
have decreased by 32%, or 7,923
MTCO2E, from 2005 to 2012.
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Page 2ECAP | Greenhouse Gas Emissions Update
Together, total GHG emissions have decreased
by approximately 13%, or 128,744 MTCO2E,
resulting inEvanston reaching our ECAP Goal.
Emission reductions for the City’s municipal operations are the result of the City
efficiency projects and programs, many of which have been funded through
federal and state grants.
These programs have resulted in a measurable reduction in operational
emissions.
Evanston Community’s GHG emissions have decreased by 12%, or 120,820
MTCO2E, from 2005 to 2012.
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Page 3
AWARDS AND RECOGNITION
In 2011 Mayor Elizabeth Tisdahl was selected to receive the US Conference of
Mayor’s Climate Protection Award, an initiative sponsored by The United States
Conferences of Mayors. The annual awards program recognizes mayors for
innovative practices in their cities that increase energy efficiency and reduce
greenhouse gas emissions.
In 2011the City of Evanston was presented with the Governors’ Sustainability
Award. The City was 1 of 25 Illinois companies and organizations to be honored
for their significant achievements in protecting the environment, helping
sustain the future, and improving the economy. The City of Evanston was again
recognized by the Governor for the Sustaintability Award in 2013.
The Charles Walter Nicholas Award for Environmental Excellence was awarded
to Evanston in 2012 for its “Get Caught Thinking G.R.E.E.N. (Greater Recycling in
Every Evanston Neighborhood)” campaign
In 2012 the Arbor Day Foundation named Evanaton as a Tree City USA
Community for the 28th consecutive year. The Foundation also recognized
Evanston’s commitment to urban forestry with the Growth Award. The award is
given for demonstrating progress in its community forestry program, honoring
environmental improvement and higher levels of tree care in local communities.
In 2012 The National Environmental Hall of Fame Award was presented to
Evanston for the City’s work in creating and implementing projects that address
social, environmental, and financial aspects of sustainability.
The League of American Bicyclists deemed Evanston as a “Bicycle Friendly
Community.” As of 2013, Evanston is only 1 of 6 communities in the state of
Illinois to be recognized. Evanston and Chicago both earned silver awards; while
Naperville, Schaumburg, and Urbana-Champaign earned bronze awards.
ECAP | Awards and Recognition
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TRANSPORTATION AND LAND USE
Page 4ECAP | Transportation and Land Use
This ECAP category includes strategies for reducing greenhouse
gas emissions including increasing public transportation, car-
sharing programs, bicycling, and walking in Evanston and
supporting affordable housing and transit-oriented development.
STRATEGIES
• Reduce car-ownership by encouraging residents and employers to
participate in car-share programs.
• Reduce city fleet vehicle emissions.
• Utilize the Evanston Multi-Modal Transportation Plan development
process to recommend and support measures that reduce
transportation-related GHG emissions.
• Collect and track data on Evanston travel trends, including vehicle miles
traveled, transit boardings, and the number of residents that commute
via bike or foot.
• Continue to support and encourage mixed-use, green, high performing,
transit-oriented development.
I-Go Program
STRATEGY:
Reduce car-ownership by encouraging residents and
employers to participate in car-share programs.
The I-GO car-sharing program currently offers 14 vehicles in Evanston,
including one all-electric vehicle powered by solar radiation. The program
currently has over 500 participating members who reside in Evanston.
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Page 5 ECAP | Transportation and Land Use
STRATEGY:
Reduce car-owernship by encouraging residents and employers to
participate in car-share programs.
During the period from 2005-2012, GHG emissions from
transportation-related activities have decreased by 6% in City-
operated vehicles, but increased by 9% in community vehicles.
However, although there was a steady increase in community transportation
emissions from 2005-2010, there has been a steady decline in recent years.
Vehicle Emissions
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Page 6ECAP | Transportation and Land Use
Green Fleet Program
STRATEGY:
Reduce city fleet vehicle emissions.
Over the past several years, the City’s Fleet Services Division has worked with
various departments to improve the efficiency of the fleet through a variety of
approaches, including the purchase and use of greener vehicles, the use of
greener fuels, and the implementation of anti-idling policies to name a few.
Since 2008, Fleet Services has removed 54 older and high emission vehicles,
replacing them with energy efficient vehicles with higher mile per gallon
potential. Additionally, Fleet Services continues to recycle all used oils, as well
as all ferrous and non-ferrous metals. Income from the metal recycling is used
to offset the city’s operating costs to keep vehicles running efficiently.
Multi-Modal Plan
STRATEGY:
Utilize the Evanston Multi-Modal Transportation Plan
development process to recommend and support measures
that reduce transportation-related GHG emissions.
The Evanston Multi-Modal Transportation Plan was developed with an
extensive public and stakeholder involvement process, including a public
workshop, seven focus group meetings and a survey with more than 400
responses to allow the community to present transportation issues of concern
and provide input on transportation needs and improvements. The result was
a plan that incorporated the need of all users of our transportation system with
special attention to a reduction in environmental. One specific objective of the
plan was to reduce transportation-related environmental impacts.
Several projects have since been implemented from the Multi-Modal Plan
which were directly referenced in the ECAP include signal modernization
and upgrade of bicycle infrastructure. Of the 102 traffic signals that the City
maintains, 48 have been modernized and coordinated since 2005 in order to
reduce traffic burden and idling in cars.
In addition to the Church Street protected bike path and many other bicycle
path improvements both on- and off-street, the City added bike parking
infrastructure at various locations. In the downtown area, an additional 76
bike racks or 152 spaces were added along Church Street, 12 bike racks or
24 spaces at the Civic Center, 4 racks or 8 spaces at the Main Street Metra
Station and a pilot bike corral that is capable of parking 16 bikes in front of
the Evanston Athletic Club. The City developed a Bicycle Route and Parking
map, which details all of the bicycle routes and racks throughout Evanston.
Membership in the Evanston Bicycle Club has increased from 404 in 2005 to
539 in 2012. The Evanston Bicycle Club has also vastly increased the amount
of miles ridden from 112,986 in 2005 to 218,108 miles in 2012.
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Page 7 ECAP | Transportation and Land Use
Purple Line: The weekday and weekend average number of riders for the Purple Line increased
1.4% on weekdays, but decreased 1.8% and 2% on Saturdays and Sundays, respectively, from
2011 to 2012. However, annual total boardings on the CTA Purple Line have steadily increased
since 2009, indicating that more people are taking advantage of public transit.
CTA
STRATEGY:
Collect and track data on Evanston travel
trends, including vehicle miles traveled, transit
boardings, and the number of residents that
commute via bike or foot.
Evanston continues to track data on travel trends to help
inform investments in transportation related projects.
Ridership on bus routes has also increased from 2008 to 2012.
From 2008 to 2012, the City’s three CTA bus routes saw the
following changes in ridership:
• 201 Central/Ridge: annual total rides increased by 39.5%
• 205 Chicago/Golf: annual total rides increased by 23.0%
• 206 Evanston Circulator: annual total rides decreased by 12.2%
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Page 8ECAP | Transportation and Land Use
Education & Engagement
Safe Walk To School
Safe Walk to School: In 2011 a
series of maps were created detailing
safe routes to every elementary and
middle school in Evanston-Skokie
School District #65. The maps show
the safest routes to every school,
locating traffic signals and crossing
guards. Every school has its own map,
which can be found on the District
#65 website. The maps were created
in hope of increasing the number
of children who walk to school in
Evanston. Walking to school gives
children independence, a chance
to get to know their neighborhood,
exercise before and after school, as
well as a way to reduce their family’s
carbon footprint.
Bike The Ridge
Bike the Ridge is an annual event put
on by the City of Evanston. Bicycles are
usually prohibited on Ridge Avenue, but
this non-competitive, city-sponsored
event closes a section the road to all
vehicular traffic to allow participants to
bike freely on Ridge Avenue.
Compact & Complete
Development
STRATEGY:
Continue to support and encourage mixed-use, green,
highperforming, transit-oriented development.
Evanston Community Development and Economic Development efforts continue
to focus on supporting and encouraging mixed use, green, high performing, and
transit oriented development. Significant projects have been developed near
the city’s CTA and Metra stations including most recently the AMLI project on
Chicago Avenue and the Central Street Station on Central Street.
Evanston also continues to work towards neighborhood stabilization and
providing affordable housing options so people can live and work in Evanston,
thereby reducing their workplace travel and emissions. In 2011, Evanston was
awarded an 18.15 million dollar grant from the Department of Housing and
Urban Development in order to stabilize portions of West and South Evanston,
as well as generate economic opportunities for local residents and businesses.
Under Evanston’s Neighborhood Stabilization Program 2, the City has partnered
with Brinshore Development to acquire abandoned and foreclosed properties to
rehabilitate them for income-eligible households. Of the 100 properties selected
for the program, 91 have been acquired, of which 23 have been sold and 27
rented.
The City is also redeveloping an abandoned industrial property in Emerson
Square, a 32 mixed-income community at the heart of the West Evanston
Master Plan. Construction at Emerson Square is anticipated to be complete
by early fall. Additional benefits include the creation and retention of jobs (41
jobs alone were created or retained in the second quarter of this year), a drop in
crime, and new construction projects.
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Page 9 ECAP | Energy Efficiency
ENERGY EFFICIENCY
This ECAP category includes strategies for reducing greenhouse gas
emissions through decreasing the energy used in residential, commercial,
and city-owned buildings. A summary of overall emission reductions in this
category are provided followed by specific progress towards each main
reduction strategy from the ECAP.
STRATEGIES:
• Reduce emissions related to electric and gas use in residential buildings.
• Reduce emissions related to electric and gas use in City owned and operated buildings,
parks, parking lots and garages, and along City streets.
• Reduce emissions related to electric and gas use in commercial, institutional, and
industrial buildings.
Total energy-related emissions have decreased by 16%, or 141,454
MTCO2E below 2005 levels. City operations and the community
have decreased emissions by 36% and 16%, respectively.
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Page 10ECAP | Energy Efficiency
Residential Buildings
STRATEGY:
Reduce emissions related to electric and gas use
in residential buildings.
The City of Evanston has implemented several key programs and engagement
initiatives to address residential electric and natural gas usage in the
community. The key programs and initiatives are described below. In addition,
the City of Evanston has distributed 41,000 CFLs to the community to
promote energy efficiency.
Cub Energy Savers
The City of Evanston and the Citizens Utility Board (CUB) continue to work
together to promote residential energy efficiency. CUB Energy Savers is a free
program that links a customer’s ComEd account and reports actual energy
usage. This allows a resident to see exactly how much energy they are saving.
The City has currently registered 1,327 members in the Team Evanston
program, the highest compared to any other cities in the program. On average,
a CUB Energy Saver participant in Evanston saved 657 kWh of electricity,
equating to about 73 dollars. Evanston’s participating households collectively
saved 872,238 kWh of electricity and 97,342 dollars.
ComEd Community Energy Challenge
Evanston was 1 of 11 communities asked to participate in ComEd’s
Community Energy Challenge, a pilot project to include local communities
in outreach efforts designed to increase participation in ComEd’s new Smart
Ideas program. Each community involved was asked to complete a plan that
reduced energy use, conserved water, and lowered greenhouse gas emissions
for municipal organizations, businesses, and residents. Evanston submitted
a narrative on its ComEd Community Energy Challenge plan that involves 19
projects, and was subsequently awarded over $450,000 to implement the
outlined goals.
Nicor Gas Energy Efficiency Program Community Challenge
Evanston is one of two communities (Oak Park is the other) to participate
in the Nicor Gas Energy Efficiency Program. The initiative aimed to foster
energy efficiency awareness and action within the two communities with
plans to expand to others in the future. For every homeowner or business that
participated, $50 was awarded to each community’s final prize, up to a total of
$25,000 per community. There were 390 total participants from Evanston in
the challenge, and a total of $23,500 was collectively awarded.
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Page 11 ECAP | Energy Efficiency
The Cub “Big 7 Savers Challenge”
The Big 7 Savers Challenge was launched in 2011 to encourage the top seven employers
in Evanston in an energy-saving team competition. Participating employers include the
City of Evanston, Evanston/Skokie School District 65, District 202 (ETHS), NorthShore
University HealthSystem (NorthShore), Northwestern University, Rotary International, and
Saint Francis Hospital. The objective was for each team to recruit the most participants
in order to collectively achieve the largest average drop in home electricity usage.
City Owned Properties
STRATEGY:
Reduce emissions related to electric and gas use in city owned and
operated buildings, parks, parking lots and garages, and along city streets.
Lighting and energy efficiency projects have been completed at 10 buildings around the
community, with over 4,000 lights retrofitted or removed. All of these projects were made
possible through grants from the American Recovery and Reinvestment Act (ARRA) and the
State of Illinois Department of Commerce and Economic Opportunity.
Since 2005, the City has also converted over 1500 street lights and 1300 parking garage
lights to more efficient technologies
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Page 12ECAP | Energy Efficiency
Commercial Buildings
STRATEGY:
Reduce emissions related to electric and gas use in commercial,
institutional, and industrial buildings.
The City of Evanston developed the Evanston Green Building Ordinance to
incorporate energy efficiency and resource conservation into new construction,
additions and renovation projects and thereby decreasing emissions related
to the community’s’ building stock. Since its adoption, the Green Building
Ordinance resulted in energy efficiency and sustainable practices in 10 LEED
Certified Buildings, including one LEED Platinum certified building, six LEED
Gold certified buildings, and three LEED Silver certifications. There are also
over 100 ongoing or completed remodeling projects in buildings around
Evanston incorporating green practices as outlined by LEED.
Education & Engagement
EnergyBUZZ
EnergyBUZZ is a free, online tool that helps residents track their energy use
to save money and earn rewards for the energy-efficient choices they make.
EnergyBUZZ allows participants to see how their gas bill compares to friends,
family and neighbors, and gives simple steps to reduce energy consumption.
As the energy bill reduces, EnergyBUZZ rewards residents with points they can
redeem for coupons and incentives at local businesses.
Connect—Link your Nicor
Gas account to track your
energy use.
Save—Follow simple tips
to save money on your
gas bill and compare your
energy use with friends,
family and neighbors. Invite
friends to join!
Reward —Get rewarded
for your savings and
redeem points for local
coupons and incentives
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Page 13 ECAP | Renewable Energy Resources
RENEWABL ENERGY RESOURCES
This ECAP category includes strategies to reduce greenhouse
gas emissions by increasing biofuel usage and renewable energy
resources implemented in city and residential buildings.
STRATEGIES:
• Continue to reduce emissions related to motor fuel use by City fleet through the
use of bio-fuels.
• Reduce emissions related to electric and gas use in building through the use of
renewable energy.
City Fleet
STRATEGY:
Continue to reduce emissions related to motor fuel use by City
fleet through the use of bio-fuels.
The City of Evanston Fleet Services has converted to the use of biodiesel over
diesel for the City’s fleet. Biodiesel has significantly less CO2 emissions than
diesel and is made from renewable resources. According to the EPA, biodiesel
results, on average, in a 57% reduction in greenhouse gas emissions per
gallon in comparison to petroleum diesel.
City Buildings
STRATEGY:
Reduce emissions related to electric and gas use in building
through the use of renewable energy.
The installation of a 25kW solar photovoltaic (PV) system on top of the water
plant has generated over 80 Megawatt hours of energy since its construction,
which reduced GHG emissions by 57 TCO2E. This offset is equivalent to about
five acres of trees.
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Page 14ECAP | Renewable Energy Resources
COMMUNITY CHOICE ELECTRICITY AGGREGATION
Community Choice Aggregation (CCA) is an opt-out program that allows local
governments to aggregate residential and small commercial retail electric
accounts, and seek proposals for a cheaper, and possibly cleaner, source of
power. The City of Evanston implemented a CCA program that bundled residential
and small commercial accounts and secured a cheaper electricity supply for
customers. The city also provided CCA program customers with 100% renewable
energy by proving Renewable Energy Certificates (RECs) from Illinois or an
adjacent state wind farm. Over the first year of the program, the program provided
approximately $264.00 in savings per household and reduced the community
carbon footprint by 77,029 Metric tons of C02.
MAYOR’S OFFSHORE WIND COMMITTEE
The Mayor’s Offshore Wind Committee was formed in 2010 to evaluate and
review responses to the City’s Request for Information (RFI) and provide
comments to the City Council. The purpose of the RFI was to solicit information
from interested parties on developing an offshore wind energy facility in Lake
Michigan off the northern shore of Evanston. Five Evanstonians subsequently
served on the state Lake Michigan Offshore Wind Advisory Council, which had
4 major recommendations. The full report can be accessed online at the Illinois
Department of Natural Resources (IDNR) website.
In spring 2013, the Illinois legislature passed HB 2753, the Lake Michigan Wind
Energy Act, to implement the four recommendations. Once the bill is signed by
the governor, it will affirm that Illinois is open to the concept of offshore wind
provided necessary environmental standards are met.
Meanwhile, three separate public opinion surveys have showcased general support
of Lake Michigan offshore wind energy development, with stronger support
as distance from shore increases. Currently, at least one known wind energy
developer is seeking investors and governmental support for a pilot project.
Education & Engagement
Green Living Festival
The Green Living Festival is an annual event that was started to encourage
individuals to make meaningful changes to their everyday life that will reduce their
personal carbon footprint. The festival promotes a green lifestyle by providing a
venue where local green vendors, exhibitors, and speakers can present information
to those who are interested.
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Page 15 ECAP | Waste Reduction and Recycling
WASTE REDUCTION AND RECYCLING
This ECAP category includes strategies for reducing greenhouse gas
emissions through waste reduction, material reuse, and recycling of
commercial and residential material. A summary of overall emission
reductions in this category are provided followed by specific
progress towards each main reduction strategy from the ECAP.
STRATEGIES:
• Increase residential waste reduction and recycling participation efforts
• Increase waste reduction and recycling participation in city buildings, parks,
and events.
Evanston has collected 9,017 tons of recyclables in
2012. Since 2003 the amount of recyclables has
drastically increased, indicating Evanston residents’
growing commitment to recycling.
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Page 16ECAP | Waste Reduction and Recycling
Residential
STRATEGY:
Increase residential waste reduction and recycling
participation efforts.
The Public Works Department has developed several programs to help residents
more fully participate in waste reduction and recycling efforts. Initial programs
focused on providing additional capacity for residents to collect recycling
through the upgrade to rolling recycling carts in the city’s curbside residential
recycling program. The city also has added the collection of sharps, CFL’s,
medications, and thermometers at several city facilities to keep this material
out of the landfill. Recently, the Public Works department began a program to
distribute re-purposed refuse bins to residents to use as stationary composting
containers in a compost program in 2011. According to the EPA, food makes
up the largest percentage of waste in municipal landfills (21%). Composting
food has many benefits, including reduced need for chemical fertilizers, higher
yields of agricultural crops, and more.
The City
STRATEGY:
Increase waste reduction and recycling participation in city
buildings, park
With a grant from the U.S. Department of Energy’s Energy Efficiency and
Conservation Block Grant, the Public Works department purchased 200
recycling containers and placed them in the city’s business districts and parks.
Each recycling container is paired with an existing refuse container, making
recycling easy and convenient.
Education & Engagement
Evanston Recycling Fair & Equipment Display
The Evanston Recycling Fair & Equipment Display provides residents with an
opportunity to recycle a variety of items—including electronics, securely shred
documents, learn about construction projects, and obtain recycling education
materials. Since 2012 the State of Illinois banned the sending of electronics
to the landfill. Hence, the city’s membership in the Solid Waste Agency of
Northern Cook County allows residents to have access to year-round electronics
recycling at sites throughout the area.
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FOOD PRODUCTION
AND TRANSPORTATION
This ECAP category includes strategies for reducing greenhouse gas
emissions by encouraging citizens and businesses to consume more
locally grown and produced foods. A summary of overall emission
reductions in this category are provided followed by specific
progress towards each main reduction strategy from the ECAP.
STRATEGY:
• Reduce emissions related to the production and transportation of food.
Locally Grown Foods
STRATEGY:
Reduce emissions related to the production and
transportation of food.
Establishing and promoting Local Farmers’ Markets are an effective method
to reduce the transportation emissions associated with food distribution and
help improve the connection between local growers and consumers. Evanston
has a long tradition of farmers’ markets and as of 2013, there are as many as
51 vendors at the Downtown Evanston Farmers’ Market, up from 37 in 2011.
There are three total farmers’ markets available around Evanston for residents
to buy fresh, local food.
Additionally, The Friends of Evanston Markets began an indoor farmers’ market
during the winter growing season, with 29 vendors showcasing available food.
Community gardening is one strategy that helps to promote local food
production within Evanston. There are 220 available plots that residents can
rent for community gardening in Evanston from March to November each year.
The community gardening program is so successful that there is currently a
lottery system in place for new gardeners.
Page 17 ECAP | Food Production and Transportation
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Page 18ECAP | Forestry, Prairie and Carbon Offsets
FORESTRY, PRARIE AND
CARBON OFFSETS
The final ECAP category includes strategies for offsetting
emissions in addition to strategies for water conservation,
stormwater management, urban temperature control and water
quality. A summary of overall emission reductions in this category
are provided followed by specific progress towards each main
reduction strategy from the ECAP.
STRATEGIES:
• Implement policies and practices that treat rainwater as a resource and
make use of it where it falls.
• Reduce amount of water used by 15% below 2000 water consumption
levels by 2015.
Green Alley
STRATEGY:
Implement policies and practices that treat rainwater as a
resource and make use of it where it falls.
The Green Alley program is a good example of the many strategies the City is
implementing to promote the infiltration of stormwater within the community.
In fall 2008, the City’s first permeable alley was installed on the north side
of Dobson St, just east of Ashland Ave. This green alley includes eight inches
of porous concrete pavement that allows storm water to permeate the surface
and infiltrate the soil underneath. This project will reduce flooding in buildings
along the alley and keep excessive water out of the City’s sewer system. Since
this initial pilot project, the City has employed porous pavement in several
projects across the City and has incorporated porous concrete as part of the
city’s 50/50 Alley Paving program.
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Page 19 ECAP | Forestry, Prairie and Carbon Offsets
Water Consumption
STRATEGY:
Reduce amount of water used by 15% below 2000 water
consumption levels by 2015.
The City of Evanston has seen a gradual decrease in water use per person
over the last 10 years. Water use has decreased by 18% below 2003 levels
, thereby meeting the ECAP water reduction goal. The city has subsequently
developed a new water conservation and efficiency plan thanks to a grant from
the Chicago Metropolitans Agency for Planning (CMAP). The goal of the new
plan is to further reduce water consumption by an additional 6% by 2020,
based on 2010 standards.
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Page 20ECAP | Policy and Research
POLICY & RESEARCH
This section summarizes some of the community
wide, large-scale strategies that the City of
Evanston has employed which define its overall
approach to reducing greenhouse gas emissions.
Through information campaigns, securing of
funding, and collaboration with regional and
national partners, the City of Evanston has
emphasized the importance of policy and
research in executing the ECAP.
STRATEGIES:
• Track and disseminate information on climate change
trends, policies, and best practices.
• Ensure that policy decisions at all levels seek to reduce
greenhouse gas emissions.
• Secure and leverage funding for Evanston Climate
Action Plan initiatives and strategies.
• Support local, state and national efforts to mitigate
climate change.
Climate Change
STRATEGY:
Track and disseminate information on climate
change trends, policies, and best practices.
Since the ECAP was drafted, a major sustainability section
has been added to the City of Evanston’s webpage. Among
the numerous purposes that this section serves, it is
the primary means that the city employs to proliferate
basic, general, information on climate change, as well as
recommendations and resources for ways that residents
can do their part. It includes information regarding
energy, transportation, water conservation, and more,
discussing details and resources available to Evanston
residents and updating them as new discoveries are made.
Policy Decisions
STRATEGY:
Ensure that policy decisions at all levels seek to
reduce greenhouse gas emissions.
The implementation of the climate action plan has been a
priority for the City Council since it was adopted in 2008.
As such, environmental considerations as they relate to
the ECAP inform decision-making at all levels. The office
of sustainability works closely with numerous other city
departments to ensure that everyone is on the same page
regarding our community’s commitment to the environment.
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Page 21 ECAP | Policy and Research
Leverage Funding
STRATEGY:
Secure and leverage funding for Evanston
Climate Action Plan initiatives and strategies
The City of Evanston has employed numerous means
of obtaining funding for sustainability initiatives. One
successful example of this fund acquisition is the Energy
Efficiency and Conservation Block Grant which was
awarded through the Federal Government’s stimulus
package and made available $749,700 for a variety of
projects. These projects range from five building retrofits,
including a “tune-up” of Evanston’s water treatment
plant, to lighting upgrades for select parks and streets, to
numerous outreach and education campaigns, and more.
In addition, the city applied for and received rebates for
lighting and other upgrades to community centers and
parking garages between 2008 and 2012. The $600,017
in rebate money was from the state of Illinois’ Department
of Commerce and Economic Opportunity through their
Illinois Energy Now program which seeks to incentivize
large-scale equipment improvements to public electric
and gas systems. Many of these renovation dollars went
towards the projects listed in the preceding paragraph.
Along with the more conventional means of securing
and leveraging funding listed above, the City of Evanston
has also called on the community to support its efforts.
One way that this has played out has been through the
sustainability internship program. This program provides
a valuable and fulfilling learning experience for students
and volunteers while accomplishing hundreds of hours of
work, saving the city thousands of dollars. Another way
that the community has showed its support is through
fundraising. Supporters of green causes gathered,
conversed, ate, drank and danced the night away on
May 31, 2013 for the second annual Evanston Green
Ball. Proceeds went towards supporting programs and
operations at the Evanston Ecology Center. The event
was emceed by television journalist and Northwestern
graduate Dan Ponce. Highlights included a “Taste of
Evanston” food sampling, live music, a dance floor, and a
photo booth.
In total, the City of Evanston has been successful in
securing and leveraging about 3.3 million dollars in
federal, state, and other for sustainable initiatives in the
years since the adoption of the ECAP.
Support Efforts
STRATEGY:
Support local, state and national efforts to
mitigate climate change.
While many of Evanston’s sustainability initiatives
originated locally, right here, many of the City of
Evanston’s events and programs are executed in
partnership with national and state-wide efforts. The
City of Evanston seeks to collaborate with local, state,
and national efforts whenever possible. These efforts
range from Evanston’s green building ordinance which
references a national certification system, to participation
in national or statewide energy challenges and awareness
events covering a range of issues, details of which can be
found in the engagement section.
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Page 22ECAP | Education & Engagement
EDUCATION & ENGAGEMENT
Described in this section are measures taken
by the City of Evanston to reach out to the
community and encourage involvement in
sustainability initiatives. Priorities included
providing residents with the tools and venues to
educate themselves about environmental issues,
modeling “green practices,” and garnering
support and cooperation from the city’s largest
employers.
STRATEGIES:
• Gain support from the six largest Evanston institutions
and businesses for the implementation of the ECAP.
• Empower the community to take action around climate
change.
• Use festivals, markets and celebrations to promote and
model “green practices”.
• Connect residents, businesses and city staff to
workshops, training and lectures on green topics.
Gain Support
STRATEGY:
Gain support from the six largest Evanston
institutions and businesses for the
implementation of the ECAP.
The Evanston Green Ribbon Committee formed in 2010
as an adjunct of the Evanston Climate Action Plan (ECAP)
with a mission to curb local contributions to climate
change. Comprised of the seven largest employers in
Evanston, the committee convenes semi-annually and
is dedicated to ongoing collaboration in an attempt
to advance strategies outlined in ECAP. One of the
manifestations of this collaboration was the Big 7 Saver
Challenge.
During a year-long competition, Evanston’s seven biggest
employers were pitted against each other to see who could
save the most energy. More than 1,700 residents signed
up with one of the seven institutions. At the end of the
competition, two winners were announced: NorthShore
University HealthSystem, who recruited 820 families
to join CUB Energy Saver, with 38% of their workforce
participating, along with Evanston Township High School
who had the largest per-person savings, cutting electric
bills by an average of 3.15 percent. This contest cut
carbon dioxide pollution by 476,767 pounds and showed
city leaders’ commitment to energy conservation. In
addition to their collaborative efforts, these seven
institutions also have their own internal initiatives in the
works to reduce their impact on the environment.
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Page 23 ECAP | Education and Engagement
Empower Community
STRATEGY:
Empower the community to take action around
climate change.
The City of Evanston has sought to empower and engage
the community around climate change in numerous
capacities. One of the ways this has been accomplished
is by promoting city-wide energy efficiency challenges/
competitions. In 2010, the City of Evanston initiated a
new energy efficiency program called the CUB Energy
Project. Collaborating with the Citizens Utility Board,
the program uses a free online portal to provide monthly
energy data tracking for residents through their ComEd
accounts. Personalized data is paired with suggestions
for increasing energy efficiency such as switching to CFL
light bulbs and upgrading inefficient appliances. Points
are allocated to users who follow the tips and decrease
their household energy usage from month to month,
and can be cashed in at favorite local and national
restaurants and shops.
As part of the Nicor Gas Community Challenge,
individuals in Evanston and Oak Park can sign up for
and connect their utility bills to EnergyBUZZ, a free
online tool to help track energy use and reduce costs.
Homeowners can sign up for residential programs,
including low cost home energy assessments and rebates
for energy efficiency improvements. Businesses can also
sign up to receive free energy assessments and rebates
for improvements. Owners of apartment buildings can
sign up for a program to receive free installation of faucet
aerators, showerheads, light bulbs, and programmable
thermostats.
Additionally, residents have access to up-to-date
information about events and seasonal topics through
e-newsletters and the city’s website. These resources are
available around the clock to empower people with the
tools they need to take action.
Promote Green
Practices
STRATEGY:
Use festivals, markets and celebrations to
promote and model “green practices”.
The City of Evanston is constantly planning and hosting
events as a means to support and demonstrate “green
practices.” Some of these events are focused around
other themes, but incorporate environmentally-friendly
components, such as 2013’s back to school picnic
which featured a portable tap water truck in lieu of
bottled water. Meanwhile, other programs are planned
entirely around the premise of raising awareness around
environmental issues. Selected examples of these
programs can be found below.
The ongoing Farmers market continues to encourage
participation in local food systems, while events like Bike
to Work Week and Bike the Ridge promote carbon-free
commutes and an active lifestyle.
Additionally, Evanston hosted a Green Arts Show two
years in a row in 2011 and 2012. The juried exhibit
featured over 20 talented visual and performing artists
whose work reflects or promotes more sustainable ways
of living. It is a lively, unique event with artwork judged
on artistic merit and use of concepts or materials that
promote awareness of green and sustainable ways of
living.
Another exciting event is the Evanston Green Living
Festival. This is an annual event, presented by the
Evanston Environmental Association (EEA) and the City
of Evanston, with financial and in-kind support from an
outstanding group of sponsors. The festival is held at
the Evanston Ecology Center, and is designed to provide
a venue where organizations can present green products,
services and ideas to help attendees lower their carbon
footprint. The 2013 festival theme was “Preserving &
Protecting the Urban Forest”.
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Page 24ECAP | Education and Engagement
Workshops & Trainings
STRATEGY:
Connect residents, businesses and city
staff to workshops, training and lectures
on green topics.
There are a wide variety of ways in which the City of
Evanston connects its population to information. Through
educational events, people are given an opportunity to
learn about and discuss environmental issues as they
relate to their lives as Evanstonians. Examples include,
but are not limited to the sampling of programs described
below.
Monthly Green Drinks events provide a space for
Evanston residents to come together in a social setting
and learn about important environmental issues.
Hosted by local restaurants and bars and featuring
guest speakers, these events give Evanston residents
an opportunity to network and learn about relevant
environmental topics ranging from hydraulic fracturing, to
winterizing their homes.
The city also sponsored the first One Seed One Evanston
program to promote local, healthy eating habits. Swiss
chard was selected as the common crop, a food for
residents to grow across Evanston both individually
and as part of the community. Through One Seed One
Evanston, residents were able to pick up free packages of
Swiss chard seeds from locations around the city.
Along with the efforts mentioned above, the City of
Evanston makes it easy to connect to local groups and
initiatives with a focus on green topics. Such groups
include the Evanston Rebuilding Warehouse which
demonstrates sustainable deconstruction and building
practices by selling low-cost, reclaimed building materials
and supporting the community. Additionally the Evanston
Environmental Association hosted the Wild and Scenic
Film Festival again which showed audiences a number
of films inspired by the environment. Residents have
the chance to learn about green agriculture as well
through the Talking Farm, a community-based farm in
south Evanston which educates people on the topic
of sustainable agriculture. More information on all of
these groups and initiatives is available through the City
webpage.
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Page 26 ECAP | Communications and Public Relations
COMMUNICATIONS AND
PUBLIC RELATIONS
In order to accomplish the goals of the 2008
ECAP, outreach and engagement needed to
play a significant role in the City of Evanston’s
efforts. Below are outlined some of the major
communications priorities taken on in relation to
accomplishing the City’s goals.
STRATEGIES:
• Disseminate information to the community around
climate change and the ECAP and promote community
and City efforts as pertinent.
• Support development of a public information campaign
that includes advertising, poster displays, signage, etc.
and that motivates the community to take action to
reach the goal of 13% reduction in GHG emissions by
2012.
• Encourage residents, businesses, students and
community groups to use the Zerofootprint Evanston
online carbon footprint calculator.
Information
Dessemination
STRATEGY:
Disseminate information to the
community around climate change and
the ECAP and promote community and City
efforts as pertinent.
In order to garner community awareness of and
participation in Evanston’s various climate action
initiatives; the City has two major resources for residents.
The monthly sustainability newsletter helps inform
the community about news, events and updates on
local and regional events and updates, while the
evanstongreenbuzz.org website has a discussion board
and green events calendar which residents can go to stay
informed. These two resources make it easy for people
to learn about Evanston’s green groups and events, and
encourage participation.
Additionally, the City of Evanston has been releasing
update reports on the progress of the ECAP’s goals bi-
annually. These reports keep residents up-to-date on the
progression of initiatives and hold the City of Evanston
accountable to its objectives. Links to past copies of
these reports can be found of the City’s website.
Public Information
STRATEGY:
Support development of a public information
campaign that includes advertising, poster
displays, signage, etc. and that motivates the
community to take action to reach the goal of
3% reduction in GHG emissions by 2012.
The City of Evanston has engaged in a comprehensive
information campaign to promote its greenhouse
gas reduction goals. Drawing upon its full arsenal of
resources, the city publicly promotes every sustainability
event it partakes in in order to encourage participation.
As people participate and awareness of our emissions
goals grows, people become more motivated to do their
part and actively engage in our greenhouse gas reduction
initiatives.
These public information initiatives range from large
banners hung downtown to promote events like car-free
day, to buttons to raise awareness of the 13% reduction
goal, to social media updates on local sustainability
events and resources.
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Page 27ECAP | Communications and Public Relations
Zerofootprint Evanston
STRATEGY:
Encourage residents, businesses, students and
community groups to use the Zerofootprint
Evanston online carbon footprint calculator.
Members of the Evanston community have access to web
resources through the City’s website which enable them
to calculate their household or business’ carbon footprint
by estimating their total building emissions. Once they
have an estimate of their total greenhouse gas emissions,
Evanstonians are shown ways that they can reduce these
emissions, as well as see how much money can be saved
by implementing these emission reducing practices. A link
to the EPA’s household carbon footprint calculator can be
found at the link below:
http://www.epa.gov/climatechange/ghgemissions/ind-
calculator.html
Evanston Greenhouse Gas Emissions Summary 2005 - 2012
City of Evanston
2005 2006 2007 2008 2009 2010 2011 2012 2012* % Reduction
2012 - 2005
MTCO2E MTCO2E MTCO2E MTCO2E MTCO2E MTCO2E MTCO2E MTCO2E MTCO2E MTCO2E
Electricity-
COE 17,588 16,430 16,172 15,464 15,585 13,766 11,973 11,063 11,063 -37%
Natural gas-
COE 3,975 3,624 3,323 3,515 2,326 2,915 3,706 2,751 2,751 -31%
Gasoline-COE 1,321 1,378 1,445 878 1,338 1,175 1,322 1,300 1,300 -6%
Diesel-COE 1,398 1,393 1,538 1,395 1,563 - -
Biodiesel-COE 278 278 305 277 158 1,395 1,660 1,523 1,523
Total-COE 24,559 23,102 22,783 21,529 20,969 19,251 18,661 16,636 16,636 -32%
Evanston -
Community
2005 2006 2007 2008 2009 2010 2011 2012 2012* % Reduction
2012 - 2005
MTCO2E MTCO2E MTCO2E MTCO2E MTCO2E MTCO2E MTCO2E MTCO2E MTCO2E MTCO2E
Electricity -
Residential 154,524 146,853 148,194 144,962 135,831 149,812 147,949 114,864 75,269 -51%
Electricity -
Commercial 366,025 375,318 380,325 368,634 364,908 377,846 317,352 319,145 319,145 -13%
Electricity -
Rail 18,785 17,400 18,424 19,037 14,916 19,366 21,536 19,979 19,979 6%
Natural Gas -
Residential 114,674 116,791 119,144 127,295 118,762 114,717 120,070 120,070 120,070 5%
Natural Gas -
Commercial 224,266 221,954 234,950 245,586 218,672 198,521 207,016 211,300 211,300 -6%
Gasoline-
Community 99,664 97,149 116,452 111,209 121,684 133,092 119,657 109,779 109,779 10%
Diesel-
Community 25,869 25,216 30,226 28,865 31,608 37,903 34,077 27,445 27,445 6%
Total-
Community 1,003,807 1,000,682 1,047,716 1,045,590 1,006,381 1,031,257 967,656 922,582 882,987 -12%
Combined
Total 1,028,367 1023784.1 1070499.9 1067119.2 1027349.7 1050507.7 986,317 939,218 899,623 -13%
*2012 data includes credit from REC's purchased for Electricity Aggregation Program
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Questions or comments?
cityofevanston.org/sustainability
sustainaility@cityofevanston.org
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Submitted by
Sustain Evanston
Evanston Livability Plan
May 2014
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2
The Evanston Livability Plan is a community driven blueprint for Evanston’s next
climate action goal and implementation strategies. The Plan focuses on engaging
the community to support a livable Evanston where livability means healthy citizens
and a healthier environment for all of Evanston.
The Evanston Livability Plan was developed in collaboration between the City of
Evanston Office of Sustainability and Sustain Evanston. Sustain Evanston is an
informal network of citizens and organizations who support initiatives and projects
to improve the sustainability of Evanston. Sustain Evanston is made up of more
than 20 organizations that are based in Evanston or have a large presence in the
Evanston community and are working in the areas of the environment, climate
change and sustainability. Facilitated by the Office of Sustainability, Sustain
Evanston meets roughly two times per year to share information about ongoing
efforts and to engage in collaborative sustainability projects.
In November 2012, Sustain Evanston engaged in an interactive process to select
projects that the network could work together to implement. The top priority project
selected by the network was to develop a next greenhouse gas reduction goal for
Evanston and organize to achieve that goal. A subcommittee of Sustain Evanston
was developed to begin this work. Citizens’ Greener Evanston is a member of
Sustain Evanston and took the lead in subcommittee developing this report. More
information about the groups which are a part of Sustain Evanston can be found on
Evanston Green Buzz evanstongreenbuzz.org.
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3
Evanston is a beautiful city, graced by nature with tall trees and an extraordinary lakefront. It is also a
highly engaged community, aware of its uniqueness but also conscious of how its actions contribute to
the larger whole.
Concerned about the advancing crisis of climate change, Evanston signed the U.S. Mayors Climate
Protection Agreement in 2006, thereby pledging to achieve the greenhouse gas (GHG) emissions-
reduction target set by the Kyoto Protocol. For Evanston, this translated into a goal to reduce
emissions 13% by 2012 relative to a 2005 baseline Phase 1 goal. In a unique collaboration of City
staff and community volunteers, Evanston in 2008 then became one of the first communities in the
country to develop a Climate Action Plan to achieve its goal.
The good news is that Evanston reached the 13% emissions-reduction goal in mid-summer 2013. This
is a huge accomplishment. How did it happen? The largest factor was the shift to 100% renewable
electricity for residents and small businesses through Community Choice Electricity Aggregation
in 2012. Not only is this program reducing Evanston’s carbon footprint, it is saving participating
households money, too -- an average of $250/household over the first 12 months. A win/win
situation!
Next most important were actions taken by the City of Evanston, which, by the end of 2012, had
reduced GHG emissions from its operations by 32% below 2005 levels. City operations, however,
account for only 2% of total Evanston emissions. The community’s emissions decreased only 8%
below 2005 levels in that same period (even with six months of green power through the aggregation
program). This reflects reductions in the commercial sector’s energy usage, offset somewhat by
increases in residential energy use and transportation emissions. A full report of Evanston’s Climate
Action Plan implementation can be found at www.cityofevanston.org/sustainability.
We met the climate action plan goal, not by mobilizing Evanston residents to make their homes more
energy efficient or to change their day-to-day behaviors, but rather through the City’s initiatives to
reduce its own energy use and by the decision of voters and the City Council to embrace 100%
renewable energy for Evanston residents and small businesses.
Our challenge today is to frame the community’s next emissions-reduction goal and then, working
together, to make it happen.
Introduction
Evanston Livability Plan
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4
Phase II Goal
The achievement of the Evanston’s first climate action goal — together with the recognition that much
more remains to be done to curb climate change — has emboldened Evanston’s sustainability community
to set a more ambitious goal for the next four years: a 20% reduction in GHG emissions by 2016 (relative
to the 2005 baseline).
The 20% reduction goal aligns with the GHG Mitigation objective in the STAR Community Rating
System, a self-reporting framework for evaluating a community’s progress against a set of standardized
sustainability measures. The GHG Mitigation objective for the STAR framework is an 80% reduction
in community-wide GHG emissions by 2050 (baseline unspecified). The reduction in emissions that
Evanston has achieved through aggregation puts our community on the path to achieve this 80% goal. A
20% reduction by 2016 falls on this trend line.
The Evanston Livability Plan has gained wide-spread support in Evanston’s environmental community
and is consistent with the City’s tradition in environmental leadership. An initial list of organizations
who have endorsed the Plan are provided at the end of the report. A complete list can be found at www.
evanstonlivability.org/our-goal. The City of Evanston Office of Sustainability and Sustain Evanston will
continue to engage the wider Evanston community in supporting the goal of a 20% reduction in GHG
emissions by 2016 and participating in the following action plan. Action Plan
Research and planning indicate that this goal is significant and achievable. Fundamental to realizing this
goal, however, is retaining 100% green power for residents and small businesses.
Based on 2012 emissions figures adjusted for projected reductions after 12 months of green electric
power (i.e., through June 2013), total Evanston GHG emissions will have decreased by 128,743 MTCO2e
(metric tons of carbon dioxide equivalent) since 2005, from 1,028,366 to 899,623 — a 12.5%
reduction. To meet a reduction goal of 20% by 2016, the community will need to reduce GHG emissions
roughly 2% each year for four years, for a total additional reduction of 76,930 MTCO2e.
* Figures for residential (75,269 MTCO2e) and commercial (319,145 MTCO2e) electricity are
2012 emissions adjusted for estimated reductions with 12 months aggregation.
Here are proposed emissions-reduction targets for each major source of GHG emissions:
Evanston Livability Plan
2005 Baseline
Emissions
(in MTCO2e)
2012
Emissions
(in MTCO2e)*
Reductions
Needed to
Reach Goal
2016 emissions
total when 20%
goal is met
Electricity — Residential 154,524 75,269 7,658 67,611
Natural gas — Residential 114,674 120,070 5,000 115,070
Electricity — Commercial 366,025 319,145 25,400 293,745
Natural gas — Commercial 224,266 211,300 21,380 189,920
Transportation 144,318 157,203 16,162 141,041
City of Evanston 24,559 16,636 1,330 15,306
TOTAL 1,028,366 899,623 76,930 822,693
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Five-Part Strategy
Five major areas have been identified in which to focus Evanston’s emissions-reduction efforts. To
achieve our goal, we will need active participation from citizens, businesses, the City and the major
institutions like the school districts and hospitals. The five focus areas are:
Residential Green Power
Business Green Power
Building Retrofits
Transportation Change
City and Other Major Institutions
Residential Green Power
Evanston has entered into a second one-year contract for 100% renewable electricity for residents
(and small businesses) who do not opt out of the municipal aggregation plan.
Strategy: Maintain 100% green power for residents and small businesses
Although the price of electricity supplied by Commonwealth Edison has dropped significantly since
Evanston’s aggregation program began, the price of the 100% green power to be supplied under
the second-year contract (through August 2014) remains lower than that of ComEd. This may not
always be the case, however. The City is working to develop other ways in which the aggregation
program can be leveraged to help reduce Evanston’s carbon footprint. Retaining 100% green power
is the foundation of Evanston’s emission-reduction strategy for the long-term and is key to making a
meaningful impact on climate change.
Annual emissions-reduction target: 1,915 MTCO2e
What it will take each year:
• Evanston City Council maintains 100% green power program
• An addition 500 residential customer/year participate in the aggregation program.
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Business Green Power
Many Evanston businesses are too large for the community aggregation program but are too small to
have leverage in contracting for a lower-cost electrical supply.
Strategy: Develop and implement a green power program for medium-sized business.
Alternate electricity suppliers, including the City’s selected supplier for the aggregation program
2014-2017, offer 100% renewable energy supply. We will work with these suppliers to make a cost
effective program available to Evanston businesses. A number of businesses have signed up for these
programs already.
Annual emissions-reduction target: 6,350 MTCO2e
What it will take each year:
• An alternate electricity supplier offers businesses a green power program
• Over four years, 1/6 of Evanston’s 2,500 small commercial/industrial, non-aggregation accounts
sign up for the business green power program.
Building Retrofits
Buildings are one of the two biggest sources of Evanston GHG emissions. There is a tremendous
opportunity to make Evanston’s old and in efficient buildings more energy efficient, not only reducing
GHG emissions but saving a building owners money as well.
Strategy: Improve building efficiency through an intensive retrofit program.
Implementation of this strategy began in fall 2012 with a series of house parties to introduce Energy
Impact Illinois, a program offering low-cost home energy assessments and generous instant rebates
to cover the cost of weatherization improvements. Promotion of the assessment and rebate program
expanded during the Nicor Gas Energy Efficiency Program Community Challenge between Evanston
and Oak Park in spring 2013.
Lessons learned and partnerships formed during the community challenge will help the 20%
Campaign engage more home and business owners in other retrofit programs, including the Nicor/
ComEd Home Energy Savings Program.
Annual emissions-reduction target: 560 MTCO2e (single-family residential)
690 MTCO2e (multi-family residential)
5,345 MTCO2e (commercial)
What it will take each year:
• Energy retrofits for 280 single-family homes.
• Energy retrofits for multi-family units yielding emissions reductions of 690 MTCO2e.
• Small business/large commercial retrofits/upgrades for reductions of 5,345 MTCO2e.
Evanston Livability Plan
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Transportation Change
Transportation is the other big source of local GHG emissions.
Strategy: Reduce transportation emissions through system innovations and behavior change.
The 20% Campaign will promote system innovations aimed at making alternatives to the private
automobile more attractive and will encourage Evanstonians to try different modes of travel that
produce fewer GHG emissions.
System Innovations: Walking, cycling, transit, and car-sharing need to capture a much larger share of
trips by Evanstonians. For this to happen, the alternatives to car use need to become more competitive
with the private automobile with regard to cost, convenience, and safety. Only then will Evanston
residents shift to lower-emissions transportation modes at the scale necessary to address climate
change.
Behavior Change: A new “livability means:” outreach campaign is encouraging Evanstonians to reduce
their transportation-related emissions by walking more (walkability), biking more (bikeability), and
using public transit (commutability). The 20% Campaign is also exploring web-based alternative
transportation tools to enable residents to track their trips and to provide incentives for lower carbon
transportation behaviors.
Annual emissions-reduction target: 4,040 MTCO2e
What it will take each year:
• A reduction over four years of 42.36 million vehicle miles traveled (VMT) by Evanstonians annually.
This translates into a reduction of 1,428 miles per household, with 100% participation, or 2,856
miles/household with 50% participation.
• A collection of data and a genuine community discussion about the requirements for, and barriers
to, a reduction in auto travel, followed by a combined effort to engineer solutions to the identified
barriers.
• A serious effort to track transportation on a real time basis and to reduce the use of the personal
auto to reach the goals set forth.
Photo by: Karen Cone
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8
City and Other Institutions
The city’s seven largest employers — City of Evanston, Northwestern University, NorthShore Evanston
Hospital, Saint Francis Hospital, School District 65, School District 202, and Rotary International —
are working collaboratively as the Evanston Green Ribbon Committee to advance strategies outlined in
the Climate Action Plan.
Strategy: Secure commitments from all seven major employers to reduce their emissions by 2%/year
through 2016.
Annual emissions-reduction target: 333 MTCO2e for the City and meaningful reduction goals from
the other major institutions in Evanston
What it will take each year:
• Lighting, building, and fleet efficiencies for the City
• Upgrade and efficiency measures for the other major institutions
Evanston Livability Plan
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9
Outreach and Engagement Theme
Given that achieving a 20% reduction in Evanston GHG emissions is largely dependent on engaging
residents and encouraging them to make behavioral changes, has been developed that illustrates the
connection between carbon-reducing actions and the quality of life in our community. livability means:
was selected at the February 2013 Sustain Evanston meeting as the official theme of this four-year call
to climate action.
Not only does this theme communicate the many ways in which Evanstonians can help reduce the
community’s collective carbon footprint, it also links the 20% emissions-reduction goal with the City of
Evanston’s vision statement, “Creating the most livable city in America.”
Playing off of the suffix -ability, the theme puts forth a new lexicon to define the characteristics of a
livable community. The 20% Campaign has chosen to begin with the six -abilities shown here as they
are particularly relevant to the campaign’s focus on building efficiency and transportation change. The
sixth category, enjoyability, encourages people to explore Evanston’s many amenities and in turn spend
less time using energy at home. As the 20% campaign evolves, new -abilities will be added to reflect the
community’s engagement and broaden the definition of what livability means to all of us.
More information on each-ability and tips on action steps to take can be found at evanstonlivability.org.
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10
An Invitation to Climate Action
Achieving this new climate action goal depends on all of us, acting individually and collectively.
Organizations
Sustain Evanston and the City of Evanston office of Sustainability invites all Evanston organizations to
sign on to the campaign by:
• Endorsing the 20% emissions-reduction goal
• Committing to engaging their members in reducing their carbon emissions
• Distributing periodic campaign communications to their members
• Designating an organizational liaison to the campaign
Organizations and their members are encouraged to participate in the campaign in whatever ways
are most meaningful to them. One organization may want to focus on helping members improve the
energy efficiency of their homes/apartments while the members of another may be more interested
in forming walking groups or car pools. Other organizations may want to pursue other emissions-
reduction strategies not detailed in this action plan, for example, planting trees or native gardens.
There are a variety of ways in which organizations and their members can act to reduce their carbon
footprints, and the Campaign Working Group stands ready to support them and to facilitate the
sharing of ideas and new strategies that emerge in the months ahead.
To endorse the campaign -- or to learn more about what that might mean -- please contact
campaign@greenerevanston.org
Individuals
The Sustain Evanston 20%-by-2016 Campaign Working Group also invites individual Evanstonians to
participate in the campaign by :
• Endorsing the 20% emissions-reduction goal
• Committing to taking specific action steps to reduce their carbon footprint
• Reporting periodically on their progress
In addition, individuals interested in helping to implement the various campaign strategies will be
warmly welcomed. Aspects of the campaign where assistance is needed include building efficiency,
transportation alternatives, marketing/communications, and community outreach.
To participate in the campaign -- or to learn more about what you can do to help Evanston achieve the
20% emissions-reduction goal -- please contact campaign@greenerevanston.org
Evanston Livability Plan
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11
Evanston Livability Plan Endorsements
Audubon Chicago Region
Citizens’ Greener Evanston
Evanston Environmental Association
Evanston Environment Board
Evanston Interreligious Sustainability Circle
Evanston Rebuilding Warehouse
Evanston Utilities Commission
League of Women Voters of Evanston
St. Nicholas Church Green Team
A complete list can be found at: www.evanstonlivability.org/our-goal
25 kW Array of Solar Panels on Evanston’s High Lift Pump Station Roof
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Evanston Livability Plan
May 2014
sustainability@cityofevanston.org
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For City Council meeting of May 19, 2014 Item SP3
Disposable Shopping Bag Issues
For Discussion
To: Members of the Administration and Public Works Committee
From: Catherine Hurley, Sustainable Programs Coordinator
Suzette Robinson, Public Works Director
Subject: Disposable Plastic Shopping Bag Issues
Date: May 13, 2014
Recommended Action:
It is recommended that City Council consider the attached information regarding efforts
to reduce the environmental impacts of plastic shopping bags in Evanston and provide
direction on next steps.
Summary:
The City of Chicago passed a partial ban on the distribution of disposable plastic
shopping bags on April 30, 2014. The ordinance applies to retail establishments that
sell perishable or non-perishable goods but does not apply to dine-in or carry-out
restaurants. Only retail establishments that are chain stores (three or more stores
under common ownership) or stores that are part of a franchise are subject to the
ordinance. The ordinance will be implemented in two phases. Phase 1 would apply to
retailers 10,000 square feet and greater starting August 1, 2015. In Phase 2, retailers
with less than 10,000 square feet will be subject to the ordinance starting August 1,
2016. A copy of Chicago’s ordinance is provided as Attachment 1.
The City of Evanston previously considered creating an ordinance targeting disposable
shopping bags with the goal of reducing their environmental impact. Addressing
disposable shopping bags was a recommendation of the 2008 Evanston Climate Action
Plan and past discussions were held at City Council Meetings in the spring and fall of
2011. A summary of the legislative history is provided at the end of this memo. The
agenda items from the June 13 and October 24, 2011 meetings are provided as an
attachment.
Staff presented the Evanston Environment Board with an update on the City of
Chicago’s ordinance at the Board’s May 8, 2014 meeting. The Environment Board
voted unanimously in support of bringing this issue before the Administration and Public
Works Committee for discussion and consideration.
Memorandum
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Based on Evanston’s past interest in addressing the environmental impact of shopping
bags, staff would like to hold a public meeting to re-engage the community on this issue.
The meeting would include an updated presentation on issues and opportunities related
to shopping bags, review the provisions of the City of Chicago’s ordinance and seek
feedback from the community and stakeholders. Staff proposes holding the community
meeting on Thursday, June 5th at 7:00 pm at the Ecology Center. Feedback from the
community and recommended next steps would be presented to the Administration and
Public Works Committee at the June 9th meeting.
Legislative History:
April 25, 2011
Staff presents overview of options to address disposable shopping
bags and Ordinance 67-O-10 proposing a $0.05 tax per bag;
Ordinance 76-O-10 amended by Committee to be a bag ban; Staff
was directed to gain community input.
June 13, 2011 Presentation by Staff to Administration and Public Works
Committee on community feedback; Ordinance 76-O-10 as
amended was referred to Evanston Environment Board for review
and recommendation.
October 24, 2011 Presentation and Recommendation by Evanston Environment
Board on enacting a $0.05 tax per bag on disposable shopping
bags.
Attachment:
City of Chicago Approved Ordinance SO2014-1521
Link to Item APW1 from June 13, 2011 City Council Meeting:
http://www.cityofevanston.org/assets/APW1%20Disposable%20Bag%20Discussion%20
final%206-13.pdf
Link to Item SP1 from October 24, 2011 City Council Meeting
http://www.cityofevanston.org/assets/SP1%20Disposable%20Bag%20Presentation%20
final%2010-24.pdf
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City of Chicago
Office of the City Clerk
Document Tracking Sheet
SO2014-1521
Meeting Date:
Sponsor(s):
Type:
Title:
Committee(s) Assignment:
3/5/2014
Moreno (1)
Cardenas (12)
Austin (34)
O'Shea (19)
Ordinance
Amendment of Municipal Code Chapter 11-4 by adding
Article XXIII to prohibit retail establishments from providing
customers with plastic carryout bags from waste stream
Committee on Health and Environmental Protection
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SUBSTITUTE
ORDINANCE
WHEREAS, The City Council of the City of Chicago seeks to reduce the toxicity of
waste materials in the solid waste stream that are directed to resource recovery and sanitary
landfill facilities, and to maximize the removal of plastic carryout bags from the waste stream;
and
WHEREAS, The City Council finds that plastic carryout bags are not biodegradable,
which means that these bags ultimately break down into smaller bits that contaminate soil and
waterways and enter into the food supply that animals and marine life ingest; and
I
WHEREAS, The production of plastic bags worldwide requires the use of more than 12
million baiTels of oil per year, which also has a significant environmental impact; now, therefore,
BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF CHICAGO:
SECTION 1. Chapter 11 -4 of the Municipal Code of Chicago is hereby amended by
inserting'a new Article XXIll, as follows:
ARTICLE XXIIL RETAIL BAG USE
11-4-4000 Definitions.
As used in this Article XXII1: j
"Chain store organization" means (1) three or more stores having common ownership, or
(2) any store, regardless of ownership, that is part of a franchise.
"Commissioner" means the commissioner of health of the City of Chicago.
"Compostable plastic bag" means any bag that (1) when placed with other biodegradable
or decaying natural materials will be broken down into simple organic components by biological
processes, and (2) meets the current American Society for Testing and Materials (ASTM) D6400
Standard Specification for Compostable Plastics, and (3) has been certified as a compostable
product by the Biodegradable Products Institute ("BPI") or other independent, testing
organization approved by the commissioner, as evidenced by the presence on the bag ofthe BPI
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Commercial Logo or other logo approved by the commissioner, indicating that the bag is
"commercially compostable" or "compostable in an industrial composting facility."
"Customer(s)" means any person purchasing goods from a store.
"Operator" means the person in control of, or having the responsibility for, the operation
of a store, which may include, but is not limited to, the owner of the store.
"Plastic carryout bag(s)" means any bag made predominantly of plastic derived from
either petroleum or a biologically based source, such as corn or other plant sources, which is
provided to a customer at the point of sale. The term "plastic carryout bag" includes
(1) degradable plastic bags, and (2) biodegradable plastic bags that are not commercially
compostable. The term "plastic carryout bag" does not include (i) commercially compostable
plastic bags, (ii) reusable bags, (iii) produce bags, or (iv) product bags. As used in this definition:
The term "produce bag" or "product bag" means any bag without handles used exclusively to
carry produce, meats or other food items to the point of sale inside a store or to prevent such food
items from coming into direct contact with other purchased items.
"Recyclable" means material that can be sorted, cleansed, and reconstituted using
available recycling collection programs for the purpose of using the altered form in the
manufacture ofa new product. As used in this definition, the term "recycling" does not include
burning, incinerating, converting or otherwise thermally destroying solid waste.
"Recyclable paper bag(s)" means a paper bag that meets all ofthe following
requirements: (1) contains no old growth fiber; (2) is one hundred percent (100%) recyclable
overall and contains a minimum of forty percent (40%) post-consumer recycled material; (3) is
capable of composting, consistent with the timeline and specifications of the American Society
for Testing and Materials (ASTM) D6400 Standard Specification for Compostable Plastics; (4) is
accepted for recycling in curbside programs in the county; (5) has printed on the bag the name of
the manufacturer, the location (country) where the bag was manufactured, and the percentage of
post-consumer recycled material used; and (6) displays the word "Recyclable" in a highly visible
manner on the outside of the bag.
"Post-consumer recycled material" means a material that would otherwise be destined for
solid waste disposal, having completed its intended end use and product life cycle. The term
"post-consumer recycled material" does not include materials and by-products generated from,
and commonly reused within, an original manufacturing and fabrication process.
"Reusable bag" means a bag with handles that is specifically designed and manufactured
for multiple reuse and meets all ofthe following requirements: (1) has a minimum lifetime of
2
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125 uses which, for purposes of this definition, means the capability of carrying a minimum of
22 pounds 125 times over a distance of at least 175 feet; (2) has a minimum volume of 15 liters;
(3) is machine washable or is made from a material that can be cleaned or disinfected; (4) does
not contain lead, cadmium, or any other heavy metal in toxic amounts; (5) has printed on the bag,
or on a tag that is permanently affixed to the bag, the name of the manufacturer, the country
where the bag was manufactured, a statement that the bag does not contain lead, cadmium, or
any other heavy metal in toxic amounts, and the percentage of postconsumer recycled material
used, if any; and (6) if made of plastic, is a minimum of at least 2.25 mils thick.
"Store" means a retail establishment, other than an establishment set forth in Section
11-4-4010, that sells perishable or non-perishable goods, including, but not limited to, clothing,
food and personal items, directly to the customer.
11-4-4010 Exemptions.
This Article XIII shall not apply to (1) any dine-in or take-out restaurant, or (2) any store
that is not a chain store organization. ;
11-4-4020 Plastic carryout bags prohibited.
No store shall provide a plastic carryout bag to any customer for the purpose of enabling
the customer to carry away goods from the point of sale.
11-4-4030 Types of carryout bags required.
Each operator shall provide reusable bags, recyclable paper bags or commercially
compostable plastic bags, or any combination thereof, to customers for the purpose of enabling
the customer to carry away goods from the point of sale. Provided, however, that this section
shall not apply if the operator does not provide carryout bags of any type to its customers.
U-4-4040 Permitted bags.
Nothing in this Article XXIII shall be construed to prohibit customers from using bags of
any type that the customer brings to the store for their own use or from carrying away from the
store goods that are not placed in a bag provided by the store.
11-4-4050 Penalties - Enforcement.
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(a) Any person who violates Section 11-4-4020 shall be subject to a fine of not less
than $300.00 nor more than $500.00 for each offense. Each day that a violation continues shall
constitute a separate and distinct offense.
(b) Any person who violates Section 11-4-4030 shall be subject to a fine of not less
than $100.00 nor more than $300.00 for each offense. Each day that a violation continues shall
constitute a separate and distinct offense.
(c) The department of public health and department of business affairs and consumer
protection are authorized to enforce this section.
SECTION 2. Section 7-30-020 of the Municipal Code of Chicago is hereby amended by
inserting the language'underscored, as follows:
7-30-020 Recycling program requirements.
(a) Every Except as otherwise provided in subsection (e) of this section, every
operator shall establish an in-store recycling program that shall include, but need not be limited
to, the following:
(Omitled text i.s imaffected by this ordinance)
(b) Each Except as otherwise provided in subsection (e) of this section, each operator
or its designee shall maintain a copy of the annual report submitted to the Department in
accordance with the requirements of Section 7-30-020(c).
(c) Each Except as otherwise provided in subsection (e) of this section, each operator
or its designee shall submit an annual report, sworn by an affidavit, to the Department covering
the preceding calendar year, beginning with a report covering calendar year two thousand nine
(2009) which shall state the following:
(Omitted text is imajfected hy this ordinance)
(e) This section shall not apply to the operator of any store meeting the requirements
set forth in Sections 11-4-020 and 11-4-030.
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SECTION 3. Upon its passage and publication, this ordinance shall take full force and
effect, as follows:
(a) With regard to individual stores subject to this ordinance with a floor area whose
square footage exceeds 10,000 feet, this ordinance shall take l\ill force and effect on August 1,
2015.
(b) With regard to individual stores subject to this ordinance with a floor area whose
square footage is 10,000 feet or less, this ordinance shall take full force and effect on August 1,
2016.
Alderman George A. Cardenas, 12'*^ Ward Alderman Carrie Austin, 34'" Ward
Alderman Joe Moreno, 1 ^' Ward Alderman Matthew O'Shea, 19"" Ward
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For City Council meeting of May 19, 2014 Item SP4
Capital Improvement Plan (CIP) Facilities Improvements for 2014 to 2017
For Discussion
To: Honorable Mayor and Members of the City Council
From: Suzette Robinson, Director of Public Works
Homayoon Pirooz, P.E., Assistant Director of Public Works
Stefanie Levin, RLA, Senior Project Manager
Anil Khatkhate, Project Manager
Subject: Facilities Capital Improvement Plan (CIP)
Date: May 14, 2014
Recommended Action:
Staff will present status of the 2014 Facilities CIP, and the proposed 2015-to-2017
Facilities CIP for discussion.
Summary:
The approved 2014 Facilities Capital Improvement Plan includes projects that are in the
planning, design or the construction phase and continue to make progress. The 2015 -
2017 Facilities Capital Improvement projects are proposed based on:
• the current and the future demand for services;
• accessibility and code requirements;
• facilities current conditions and short and long term needs for improvements;
• opportunities for grants and other project funding participation;
• operational challenges.
Memorandum
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7For the City Council Meeting of September 20, 2010
2nd Quarter Financial Report
For City Council meeting of May 19, 2014 Item SP5
First Quarter Financial Report for Fiscal Year 2014
For Action: Accept and Place on File
To: Honorable Mayor and Members of the City Council
From: Martin Lyons, Assistant City Manager/Chief Financial Officer
Ashley Porta, Budget Manager
Hitesh Desai, Controller
Subject: First Quarter Financial Report for Fiscal Year 2014
Date: May 15, 2014
Recommended Action:
Staff recommends City Council accept and place the First Quarter Financial Report for
FY 2014 on file.
Summary:
The City ended the first quarter of the 2014 fiscal year in stable financial condition. The
City’s financial performance is the result of revenues remaining relatively consistent with
budget targets and expenditures being below budgeted levels despite the additional
expenses incurred from snow removal.
March represents the third month of the City of Evanston’s 2014 fiscal year. As a result,
it is too early to draw any meaningful conclusions or projections relative to the City’s
financial performance in FY 2014. Staff will continue to monitor City revenues and
expenditures/expenses throughout FY 2014 and will provide regular updates to the City
Council.
Attached are summaries of the City’s funds for the first quarter of FY 2014. In reviewing
these reports, please note the following:
• A majority of the revenues are recorded at the time they are actually received
(permits, property taxes, fees, etc.), however, some revenues are recorded at the
time of notification of the revenue being earned by the City (sales, income,
telecommunications taxes, etc).
• State revenue sources are delayed by one to three months based on the revenue
source in question.
Memorandum
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• While some revenues are received on a monthly basis, other revenues are
received less uniformly throughout the year. An example is property taxes, which
are billed bi-annually and then distributed by the County as payments are
received. This disbursal method contrasts with other revenue sources such as
sales taxes, which are collected by the State and distributed on a monthly basis.
• Operating expenses, including payroll, are reported at the time they are incurred
during the year. At year-end, the City often receives invoices after the close of
the year, for services used or items purchased during the year. These expenses
are recorded into the previous year for which they were incurred.
• Operating expenses are incurred on a uniform basis for items such as payroll,
utilities, fuel, etc., and on an as needed basis for supplies, equipment and
specific outsourced services.
General Fund Revenues:
General Fund revenues through the March 31, 2014 were $24.0 or 26.9% of budget, or
slightly above the 25% budget target. The first quarter performance of major General
Fund revenue sources is summarized below:
• Through March 31, 2014 property tax revenue was $6,502,014 or 53.0% of
budget.
• State income tax was recorded in the amount of $1,612,108 through March 31,
2014, achieving 22.8% of the budget target for this revenue item. State income
tax is typically received in arrears by one or two months.
• Sales tax revenue in the first quarter of FY 2014 was $3,464,157 or 21.9% of
budget.
• Real estate transfer tax through March 31, 2014 totaled $391,820 achieving
13.6% of the budget target for this item.
• Through March 31, 2014, licenses, permits, and fees were approximately 23.1%
of budget at $1,765,774. This amount is below budget as it does not include the
pending Kellogg school construction and also reflects the fact that we receive all
wheel tax revenue in December each year.
All of the above revenues are higher in 2014 than they were for the same period in
2013.
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General Fund Expenditures:
Through March 31, 2014, General Fund expenditures were $19.9 million or 21.9% of
budget for FY 2014. It is important to note, for the General Fund, many expenditures /
disbursements are not made evenly throughout the year. For example:
• Seasonal employee wages in Parks, Recreation and Community Services are
typically charged during the summer months.
• Police Department assigns additional patrol details during the summer months.
• The first paycheck paid in January (Jan 2, 2014) has been charged back to 2013
(payroll ended Dec 29, 2013) – payroll expenses will “catch up” at year-end.
• The record-setting 2013-2014 winter, which resulted in much higher than
expected overtime expenses for snow removal.
• These last two items off-set each other.
Staff will continue to monitor expenditures throughout the year and will provide regular
reports to the City Council and public.
Enterprise Funds:
Revenues and expenses for the Parking, Water, Sewer and Solid Waste Funds were all
below the 25% budget target. Similar to the General Fund, many enterprise fund
revenues and expenses / disbursements do not occur evenly throughout the fiscal year.
In addition, Water and Sewer Fund revenues are typically lowest during the winter
months. As a result, it is difficult to project whether the enterprise funds will perform
close to budgeted levels at this time. Staff will continue to monitor and report on the
performance of City enterprise fund revenues and expenditures throughout FY 2014.
Attachments
March 31, 2014 Monthly Financial Report
- 3 -
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To: Wally Bobkiewicz, City Manager
Martin Lyons, Assistant City Manager/Chief Financial Officer
From: Ashley Porta, Management Analyst
Hitesh Desai, Accounting Manager
Subject: March 2014 Monthly Financial Report
Date: April 30, 2014
Please find attached the unaudited financial statements as of March 31, 2014. A
summary by fund for total revenues, expenditures/expenses, fund balances, and cash
balances is as follows:
YTD YTD YTD 3/31/2014 3/31/2014
3/31/2014 3/31/2014 3/31/2014 Unreserved Cash
Fund Name Fund # Revenue Expenses Net Fund Balance Balance*
General 100 24,022,234$ 19,891,628$ 4,130,606$ 21,217,044$ 10,059,258$
Neighborhood Stabilization 195 909,978 365,645 544,333 508,730 511,709
Motor Fuel 200 501,906 208,185 293,721 1,606,289 1,768,685
Emergency 911 205 343,163 156,598 186,565 1,327,811 1,141,998
SSA#4 210 183,388 80,000 103,388 (67,380) (76,814)
CDBG 215 244,706 270,216 (25,510) (246,694) (187,433)
CDBG Loan 220 13,813 14,050 (237) 2,275,809 114,593
Economic Development 225 484,171 249,111 235,060 3,319,767 3,162,425
Neighborhood Improvement 235 - - - 149,915 149,915
Home 240 28,921 122,590 (93,669) 3,328,953 (83,496)
Affordable Housing 250 44,613 3,497 41,116 2,518,426 779,501
Washington National TIF 300 2,386,065 901,897 1,484,168 6,583,845 6,177,364
SSA#5 305 247,889 - 247,889 689,927 661,467
SW II TIF (Howard Hartrey)310 625,406 37,586 587,820 3,929,234 3,929,235
Southwest TIF 315 261,359 7,375 253,984 587,058 587,059
Debt Service 320 6,334,777 357,363 5,977,414 9,334,196 7,814,506
Howard Ridge TIF 330 262,825 347,954 (85,129) 582,872 291,837
West Evanston TIF 335 31 16,742 (16,711) 526,403 520,928
Dempster-Dodge TIF 340 - - - - -
Capital Improvement 415 916,374 675,852 240,522 5,829,126 7,088,350
Special Assessment 420 81,667 42,462 39,205 2,111,298 2,107,273
Parking 505 2,216,147 1,247,744 968,403 14,256,224 14,237,696
Water 510-513 3,888,904 3,165,205 723,699 9,367,958 9,003,627
Sewer 515 4,051,356 3,178,504 872,852 4,916,655 3,200,355
Solid Waste 520 1,181,606 1,007,376 174,230 (918,921) (1,475,741)
Fleet 600 793,075 823,592 (30,517) 78,926 (416,498)
Equipment Replacement 601 384,544 325,978 58,566 1,604,894 793,044
Insurance 605 4,253,676 4,575,499 (321,823) (6,987,734) 815,406
Library 185 2,358,963 1,251,177 388,105 1,964,141 1,324,269
Library Debt Fund 186 388,105 - 388,105 388,105 388,105
Total**57,021,557$ 39,323,826$ 16,978,050$ 90,394,772$ 74,388,623$
*This is net of any interfund receivables/payables
**This summary does not include the Police or Fire Pension Funds even though detailed reports are included.
City of Evanston
Fund Financial Performance Summary
As of March 31, 2014
Memorandum
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Included above are the ending balances as of March 31, 2014 for both unreserved fund
and cash balances. Of these two amounts, cash balance is the more meaningful metric
since this represents liquid cash and/or invested assets which may be used (or easily
sold) to support and fund current operations. While ending fund balance is also an
important measurement of the City’s financial health, it usually includes illiquid assets or
future cash receipts or disbursements such as receivables (including property tax) due
to the City and accounts payable/accrued expenses.
As of March 31, 2014, the General Fund is reporting a surplus of $4,130,606. However,
due to the timing of payroll, the City will have 3 pay dates in December 2014 (December
4, 18 and 31), which will reduce this surplus. Staff will continue to report on the actual
expenses incurred each month along with this anticipated higher expense in December
2014.
Through March 31, 2014, the Special Service Area (SSA) #4 Fund is showing a
negative cash balance of $76,814.
Through March 31, 2014, the Community Development Block Grant (CDBG) Fund is
showing a negative fund balance of $246,694 and a negative cash balance of $187,433.
Through March 31, 2014, the Economic Development Fund is showing a fund balance
of $3,319,767 and a cash balance of $3,162,425. These balances include
approximately $1 million of revenue associated with the Gigabit Challenge.
Through March 31, 2014, the Solid Waste Fund is showing a negative fund balance of
$918,921 and a negative cash balance of $1,475,741.
Through March 31, 2014, the Fleet Fund is showing a negative cash balance of
$416,498.
Through March 31, 2014, the HOME fund is showing a negative cash balance of
$83,496; however, on April 10, 2014, the City received $80,697 from HUD which will
greatly help this fund.
Through March 31, 2014, the Insurance Fund is showing a negative fund balance of
$6,987,734. This negative balance is primarily for claims/cases being expensed.
These claims/cases have not been settled, and therefore there is no guarantee the City
will actually experience this negative fund balance as estimated. Please note, the City’s
annual liability and property insurance payments, totaling $594,443, were paid in
January, which further reduced the fund balance of the Insurance Fund. These
payments will gradually be reimbursed through FY 2014 from interfund transfers to the
Insurance Fund. Staff will continue to monitor the Insurance Fund and provide regular
updates to the City Council in the future.
If there are any questions on the attached report, please contact me by phone at (847)
859-7884 or by email: aporta@cityofevanston.org. Detailed fund summary reports can
be found at the following link: http://www.cityofevanston.org/city-budget/financial-
reports/
76 of 113
CERTIFICATION OF ATTACHED FINANCIAL REPORTS
As required per Illinois Statute 65 ILCS 5/3.1-35-45 I, Martin Lyons, Treasurer of the
City of Evanston, hereby affirm that I have reviewed the March 31, 2014 year-to-date
financial information and reports which to the best of my knowledge appear accurate
and complete.
77 of 113
Revenues Budget Actual
% of
Budget Budget Actual
% of
Budget Budget Actual
% of
Budget Budget Actual
% of
Budget Budget Actual
% of
Budget
Property Tax 12,271,386$ 6,502,014$ 53.0%-$ -$ -$ -$ -$ -$ -$ -$
Sales Tax 15,790,000 3,464,157 21.9%- - - - - - - -
State Income Tax 7,076,170 1,612,108 22.8%- - - - - - - -
Utility Tax 8,220,000 2,342,562 28.5%- - - - - - - -
Real Estate Transfer Tax 2,875,000 391,820 13.6%- - - - - - - -
Liquor Tax 2,375,000 752,775 31.7%- - - - - - - -
Other Taxes 5,940,053 1,140,872 19.2%- - - - - - - -
Licenses, Permits, Fees 12,622,280 2,838,103 22.5%- - - - - - - -
Charges for Services 7,936,754 1,733,147 21.8% 6,434,293 1,484,823 23.1% 13,913,400 3,841,163 27.6% 12,922,700 3,191,003 24.7% 3,889,033 917,614 23.6%
Intergovernmental Revenues 721,272 160,699 22.3%- - - - - - 25,000 - 0.0%
Interfund Transfers 7,742,893 1,970,148 25.4% 2,925,296 731,324 25.0%- - - - 1,055,967 263,992 25.0%
Other Non-Tax Revenue 5,614,490 1,113,829 19.8% 2,034,004 - 0.0% 6,413,816 47,741 0.7% 2,195,165 860,353 39.2%- -
Total Revenues 89,185,298$ 24,022,234$ 26.9% 11,393,593$ 2,216,147$ 19.5% 20,327,216$ 3,888,904$ 19.1% 15,117,865$ 4,051,356$ 26.8% 4,970,000$ 1,181,606$ 23.8%
Expenditures
Legislative 635,096$ 154,227$ 24.3%-$ -$ -$ -$ -$ -$ -$ -$
City Administration 1,873,088 368,573 19.7%- - - - - - - -
Law Department 989,154 215,211 21.8%- - - - - - - -
Administrative Services Department 8,776,493 1,579,645 18.0%- - - - - - - -
Community and Econ. Development 2,721,262 544,944 20.0%- - - - - - - -
Police Department 25,552,038 6,290,616 24.6%- - - - - - - -
Fire & Life Safety Services 13,741,148 3,456,619 25.2%- - - - - - - -
Health Department 2,633,716 498,614 18.9%- - - - - - - -
Public Works - Operating 17,884,613 4,432,284 24.8% 10,714,333 1,247,744 11.6%- - - - 5,309,082 1,007,376 19.0%
Public Works - Capital Outlay - - 5,180,000 - 0.0%- - - - - -
Parks, Recreation & Comm. Services 10,483,281 1,964,520 18.7%- - - - - - - -
Capital Improvement Transfer 936,500 234,125 25.0%
Transfer to Debt Service Fund 609,000 152,250 25.0%- - - - - - - -
Utilities - Operating - - - - 13,451,635 2,702,251 20.1% 13,006,620 3,130,316 24.1%- -
Utilities - Capital Outlay - - - - 10,538,100 462,954 4.4% 3,272,500 48,188 1.5%- -
Total Expenditures 86,835,389$ 19,891,628$ 22.9% 15,894,333$ 1,247,744$ 7.9% 23,989,735$ 3,165,205$ 13.2% 16,279,120$ 3,178,504$ 19.5% 5,309,082$ 1,007,376$ 19.0%
As of March 31, 2014
City of Evanston
Report of Budget-to-Actual Revenues and Expenditures
Parking Fund Water Fund Solid Waste FundSewer FundGeneral Fund
(Target is 25% of FY 2014 Budget)
78 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
Tax - Property 12,481,386$ 12,191,575$ 12,271,386$ 6,502,014$
Tax - State Use 1,176,879 1,259,865 1,241,753 243,000
Tax - Sales Tax - Basic 9,291,000 9,717,393 9,690,000 2,131,720
Tax - Sales Tax - Home Rule 5,861,800 5,964,747 6,100,000 1,332,437
Tax - Auto Rental 40,000 43,598 40,000 10,805
Tax - Athletic Contest 760,000 1,056,355 800,000 -
Tax - State Income 6,322,645 7,182,793 7,076,170 1,612,108
Tax - Electric Utility 3,069,806 3,000,629 3,070,000 802,936
Tax - Natural Gas Utility 1,400,000 1,090,915 1,200,000 444,543
Tax - Natural Gas Use - Home Rule 800,000 760,734 800,000 300,083
Tax - Cigarette 485,000 153,000 300,000 -
Tax - Evanston Motor Fuel 707,667 634,196 610,000 189,015
Tax - Liquor 2,350,000 2,261,874 2,375,000 752,775
Tax - Parking 2,200,000 2,418,852 2,350,000 543,524
Tax - Personal Property Replacement 591,600 529,146 598,300 154,528
Tax - Real Estate Transfer 2,146,300 3,894,599 2,875,000 391,820
Tax - Telecommunications 3,244,500 2,871,370 3,150,000 795,000
License Fees - Vehicles 2,600,000 2,349,686 2,700,000 352,101
License Fees - Other 1,030,502 1,427,834 937,302 320,461
Permit Fees - Building 3,020,000 3,951,048 6,142,162 1,281,103
Permit Fees - Other 1,209,788 1,746,109 1,486,716 484,671
Other Fees 1,559,350 1,152,472 1,356,100 399,767
Fines and Forfeiture Revenue 4,366,022 3,451,887 4,366,022 888,824
Charges for Services Revenue 7,904,198 7,845,622 7,936,754 1,733,147
Intergovernmental Revenue 786,798 1,425,905 721,272 160,699
Other Revenue 1,418,443 919,287 1,238,468 215,004
Interfund Transfers In (Other Funds)7,693,367 7,521,427 7,742,893 1,970,148
Interest Income 6,000 29,207 10,000 10,001
Total Revenue 84,523,051 86,852,125 89,185,298 24,022,234
Legislative 657,069 657,069 677,621 154,227
City Administration 1,582,580 1,582,580 1,941,115 368,573
Law Department 973,254 973,254 1,045,232 215,211
Administrative Services Department 7,721,650 7,721,650 8,826,606 1,579,645
Community and Economic Development 2,536,250 2,536,250 2,652,887 544,944
Police Department 26,508,585 26,508,585 26,876,444 6,290,616
Fire & Life Safety Services Department 14,142,078 14,142,078 14,072,488 3,456,619
Health Department 2,917,848 2,917,848 3,009,286 498,614
Public Works Department 10,043,463 10,043,463 17,884,613 4,432,284
Parks, Recreation & Community Services 17,616,397 17,616,397 10,483,281 1,964,520
Transfer to Capital Improvement Fund - - 936,500 234,125
Transfer to Debt Service Fund 1,000,000 1,000,000 609,000 152,250
Transfer to Fleet Maintenance Fund 600,000 600,000 - -
Transfer to Insurance Fund 500,000 500,000 - -
Total Expenditures 86,799,174 86,799,174 89,015,073 19,891,628
Net Surplus (Deficit)(2,276,123)$ 52,951$ 170,225$ 4,130,606$
Beginning Unrestricted Fund Balance (Note 1)17,033,487 17,086,438
Total Ending Fund Balance 17,086,438$ 21,217,044$
Note 1: Unrestricted fund balance includes amounts designated for compensated absences and IMRF.
City of Evanston
General Fund
As of March 31, 2014
79 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
Grant Proceeds 4,011,917$ 2,725,225$ 458,044$ 381,738$
Program Income - 347 - 528,240
Investment Income - 510 - -
Total Revenue 4,011,917 2,726,082 458,044 909,978
Development Activities 3,505,000 2,476,794 290,500 320,758
Administration 341,622 176,972 126,635 20,253
Transfer to Debt Service 3,905 3,905 4,046 1,012
Transfer to Insurance 16,390 16,390 6,863 1,716
Transfer to General Fund 145,000 87,624 30,000 21,906
Total Expenditures 4,011,917 2,761,685 458,044 365,645
Net Surplus (Deficit)-$ (35,603)$ -$ 544,333$
Beginning Fund Balance - (35,603)
Ending Fund Balance (35,603)$ 508,730$
City of Evanston
Neighborhood Stabilization Fund
As of March 31, 2014
80 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
State Allotment 2,125,000$ 2,118,506$ 1,750,000$ 501,906$
Investment Earnings 2,000 482 500 -
Miscellaneous Income - - - -
Total Revenue 2,127,000 2,118,988 1,750,500 501,906
Street Resurfacing 1,400,000 972,788 1,400,000 -
Transfer to General Fund - Staff Engineering 133,000 133,000 133,000 33,185
Transfer to General Fund - Street Maintenance 700,000 700,000 700,000 175,000
Total Expenditures 2,233,000 1,805,788 2,233,000 208,185
Net Surplus (Deficit)(106,000)$ 313,200$ (482,500)$ 293,721$
Beginning Fund Balance 999,368 1,312,568
Ending Fund Balance 1,312,568$ 1,606,289$
City of Evanston
Motor Fuel Fund
As of March 31, 2014
81 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
Landline Surcharge Revenue 617,400$ 502,880$ 529,200$ 171,055$
Wireless Surcharge Revenue 416,160 385,911 428,400 70,000
Interest Income 1,000 215 1,000 30
Grants 32,211 102,078
Miscellaneous Revenue - - - -
Total Revenue 1,034,560 921,216 958,600 343,163
Operating Expense 891,122 781,940 935,767 99,991
Transfer to General Fund 125,950 125,950 125,950 31,487
Transfer to Insurance Fund 98,993 98,993 88,858 22,214
Transfer to Debt Service Fund 11,215 11,215 11,622 2,906
Capital Replacement 120,000 26,680 250,000 -
Total Expenditures 1,247,280 1,044,778 1,412,197 156,598
Net Surplus (Deficit)(212,720)$ (123,561)$ (453,597)$ 186,565$
Beginning Fund Balance 1,264,807 1,141,246
Ending Fund Balance 1,141,246$ 1,327,811$
City of Evanston
E911 Fund
As of March 31, 2014
82 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
Property Tax Revenue 370,000$ 316,235$ 370,000$ 183,388$
Investment Income - - - -
Total Revenues 370,000 316,235 370,000 183,388
Professional Fees (Evmark)370,000 370,000 370,000 80,000
Total Expenditures 370,000 370,000 370,000 80,000
Net Surplus (Deficit)-$ (53,765)$ -$ 103,388$
Beginning Fund Balance (117,003) (170,768)
Ending Fund Balance (170,768)$ (67,380)$
City of Evanston
Special Service Area #4 Fund
As of March 31, 2014
83 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
Intergovernmental/Entitlement 1,540,000$ $ 1,403,936 1,500,000$ $ 235,560
Funds Reallocated from Prior Years 33,100 - 168,088 -
Program Income 352,000 14,288 70,000 9,146
Miscellaneous - 125 - -
Total Revenues 1,925,100 1,418,349 1,738,088 244,706
CDBG Administration/Planning 195,522 258,633 300,000 57,461
Development Activities 612,500 288,046 456,288 30,220
Capital Projects 494,800 454,676 410,800 19,791
Transfers to General Fund 781,278 650,976 571,000 162,744
Total Expenditures 2,084,100 1,652,332 1,738,088 270,216
Net Surplus (Deficit)(159,000)$ (233,983)$ -$ (25,510)$
Beginning Fund Balance 12,799 (221,184)
Ending Fund Balance (221,184)$ (246,694)$
City of Evanston
CDBG Fund
As of March 31, 2014
84 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
Intergovernmental Revenue -$ 205,825$ 50,000$ -$
Program Income 9,000 76,003 10,000 13,763
Interest Income - 41 100 50
Total Revenues 9,000 281,869 60,100 13,813
Program Expenses 20,000 150,636 20,000 14,050
Total Expenditures 20,000 150,636 20,000 14,050
Net Surplus (Deficit)(11,000)$ 131,233$ 40,100$ (237)$
Beginning Fund Balance 2,144,813 2,276,046
Ending Fund Balance 2,276,046$ 2,275,809$
City of Evanston
CDBG Loan Fund
As of March 31, 2014
85 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
Hotel Tax 1,600,000$ 1,188,037$ 1,500,000$ 366,244$
Amusement Tax 300,000 218,651 300,000 105,347
Howard-Ridge Loan Repayment 48,500 48,500 45,500 11,375
Grants - 999,000 1,000,000 -
Investment Income 800 917 800 1,205
Total Revenues 1,949,300 2,455,105 2,846,300 484,171
Economic Development Activities 1,830,209 982,308 1,760,889 115,730
Other Charges - Gigabit Challenge - - 1,000,000 -
Capital Projects 3,500 4,600 -
Transfer to Debt Service 13,771 13,771 14,271 3,568
Transfer to Insurance 67,416 67,416 66,546 16,637
Transfers to General Fund 452,707 452,707 452,707 113,176
Total Expenditures 2,367,603 1,520,802 3,294,413 249,111
Net Surplus (Deficit)(418,303)$ 934,303$ (448,113)$ 235,060$
Beginning Fund Balance 2,150,404 3,084,707
Ending Fund Balance 3,084,707$ 3,319,767$
City of Evanston
Economic Development Fund
As of March 31, 2014
86 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
Taxes 20,000$ 20,000$ 20,000$ -$
Interest Income - - - -
Total Revenues 20,000 20,000 20,000 -
Program Expenses - - 50,000 -
Transfers to Other Funds - - - -
Total Expenditures - - 50,000 -
Net Surplus (Deficit)20,000$ 20,000$ (30,000)$ -$
Beginning Fund Balance 129,915 149,915
Ending Fund Balance 149,915$ 149,915$
City of Evanston
Neighborhood Improvement Fund
As of March 31, 2014
87 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
Intergovernmental /Entitlement 797,400$ 820,182$ 674,500$ 22,075$
Interest Income - - -
Program Income - 27,384 - 6,846
Total Revenues 797,400 847,566 674,500 28,921
Home Administration/Planning 4,000 - 27,836 3,857
Development Activities 765,000 665,619 650,000 113,048
Transfers to General Fund 28,400 65,700 22,500 5,685
Total Expenditures 797,400 731,319 700,336 122,590
Net Surplus (Deficit)-$ 116,247$ (25,836)$ (93,669)$
Beginning Fund Balance 3,306,375 3,422,622
Ending Fund Balance 3,422,622$ 3,328,953$
City of Evanston
Home Fund
As of March 31, 2014
88 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
Developer Contributions 155,000 290,000 290,000 31,250
Rehab Repayments - 25,241 - 1,806
Interest Income 228 121 150 219
Miscellaneous - - - 11,338
Total Revenues 155,228 315,362 290,150 44,613
Housing - Buildings 227,800 20,188 200,000
Down Payment Assistance - - -
Transfers to General Fund 23,990 23,990 13,990 3,497
Miscellaneous 46,000 30,000 50,000 -
Total Expenditures 297,790 74,178 263,990 3,497
Net Surplus (Deficit)(142,562)$ 241,184$ 26,160$ 41,116$
Beginning Fund Balance 2,236,126 2,477,310
Ending Fund Balance 2,477,310$ 2,518,426$
City of Evanston
Affordable Housing Fund
As of March 31, 2014
89 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
Net Property Tax Increment 4,600,000$ 4,512,409$ 3,700,000$ 2,383,266$
Interest Income 25,000 13,071 10,000 2,799
Total Revenue 4,625,000 4,525,480 3,710,000 2,386,065
Series 1997 Principal
(refunded by 1999 & 2008D) 425,000 425,000 455,000
Series 1997 Interest
(refunded by 1999 and 2008D) 78,376 78,376 55,000
Contributions to Other Agencies - - -
Economic Development Projects 1,250,000 154,385 1,250,000 24,668
Capital Improvements 2,836,000 2,094,507 722,486 63,155
Contractual Services 145,000 2,489 250,000
Transfer to Parking Fund (Sherman)3,631,350 3,631,350 2,925,296 731,324
Transfer to General Fund 331,000 331,000 331,000 82,750
Total Expenditures 8,696,726 6,717,107 5,988,782 901,897
Net Surplus (Deficit) (4,071,726)$ (2,191,627)$ (2,278,782)$ 1,484,168$
Beginning Fund Balance 7,291,304 5,099,677
Ending Fund Balance 5,099,677$ 6,583,845$
City of Evanston
Washington National TIF Fund
As of March 31, 2014
90 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
Net Property Taxes 448,875$ 427,213$ 397,800$ 247,889$
Interest Income - 586 - -
Total Revenue 448,875 427,799 397,800 247,889
Series 2002C Bonds Principal 340,000 340,000 390,000 -
Series 2002C Bonds Interest 78,816 78,815 46,605 -
General Management Support - - - -
Total Expenditures 418,816 418,815 436,605 -
Net Surplus (Deficit)30,059$ 8,984$ (38,805)$ 247,889$
Beginning Fund Balance 433,054 442,038
Ending Fund Balance 442,038$ 689,927$
City of Evanston
Special Service Area #5
As of March 31, 2014
The City Council adopted Special Service Area No. 5 on June 27, 1994. Special Service
91 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
Net Property Tax Increment 1,100,000$ 1,106,614$ 1,100,000$ 621,802$
Interest Income 10,000 14,088 10,000 3,604
Total Revenue 1,110,000 1,120,702 1,110,000 625,406
1994 & 1996 Bonds Principal (refunded by
1999 and 2008D bonds)645,000 645,000 685,000
1994 & 1996 Bonds Interest (refunded by
1999 and 2008D bonds)75,611 75,611 39,088
Surplus Distribution 1,000,000 1,000,000 -
Capital Projects 1,400,000 150,000 500,000
Other Expenses 500,000 9,916 -
Economic Development - - 2,500,000 1,486
Operating Transfer to General Fund 144,400 144,400 144,400 36,100
Total Expenditures 3,765,011 2,024,927 3,868,488 37,586
Net Surplus (Deficit)(2,655,011)$ (904,225)$ (2,758,488)$ 587,820$
Beginning Fund Balance 4,245,639 3,341,414
Ending Fund Balance 3,341,414$ 3,929,234$
City of Evanston
SW II TIF (Howard Hartrey)
As of March 31, 2014
92 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
Net Property Tax Increment 465,000$ 480,769$ 485,000$ 261,359$
Interest Income 100 - 1,000 -
Total Revenue 465,100 480,769 486,000 261,359
Economic Development Activities - 459 748,439 -
Capital Improvement Projects 580,000 422,675 - -
Operating Transfer to General Fund 29,500 29,500 29,500 7,375
Total Expenditures 609,500 452,634 777,939 7,375
Net Surplus (Deficit)(144,400)$ 28,135$ (291,939)$ 253,984$
Beginning Fund Balance 304,939 333,074
Ending Fund Balance 333,074$ 587,058$
City of Evanston
Southwest TIF
As of March 31, 2014
93 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
Net Property Tax- Current 11,798,019$ 11,864,662$ 10,879,993$ 5,883,699$
Special Assessment Levy - - 169,848
Bond Proceeds/Premium/ Discounts - 24,159,490 - -
Transfer from Other Funds - IMRF- 783,004 764,003 141,125 35,281
Miscellaneous Revenue - 33,510 - -
Interest Income 1,500 5,356 1,500 1,687
Transfer from General Fund - 1,000,000 1,279,306 319,827
Transfer from Sewer Fund 190,210 190,210 207,284 51,821
Transfer from Special Assessment Fund 317,660 317,660 169,848 42,462
Total Revenue 13,090,393 38,334,891 12,848,904 6,334,777
Series 2004- Principal 775,000 10,100,000 - -
Series 2004- Interest 478,400 478,400 - -
Series 2004 B- Principal 595,000 2,830,000 - -
Series 2004 B- Interest 130,439 130,438 - -
Series 2005- Principal 1,095,000 13,360,000 - -
Series 2005- Interest 664,000 664,000 - -
Series 2006- Principal 85,000 85,000 185,000 -
Series 2006- Interest 448,302 448,302 444,776 -
Series 2006 B Bonds- Principal 35,000 35,000 1,130,000 55,000
Series 2006 B Bonds- Interest 603,426 603,426 600,526 301,363
Series 2007 - Principal 965,000 965,000 1,909,709 -
Series 2007 - Interest 684,458 684,456 569,684 -
Series 2008A - Principal 300,000 300,000 300,000 -
Series 2008A - Interest 125,975 125,975 116,225 -
Series 2008C - Principal 362,900 362,900 378,180 -
Series 2008C - Interest 376,308 376,308 364,514 -
Series 2008D - Principal 1,410,000 1,410,000 565,600 -
Series 2008D - Interest 36,690 36,690 15,362 -
Series 2010 A - Principal DSF 305,000 305,000 305,000 -
Series 2010 A - Interest DSF 179,338 179,338 173,238 -
Series 2010 B - Principal DSF 647,358 647,358 684,946 -
Series 2010 B - Interest DSF 135,508 135,509 126,446 -
Series 2011 A - Principal DSF 1,234,836 1,234,836 1,250,432 -
Series 2011 A - Interest DSF 451,586 451,586 426,890 -
Series 2012 A - Interest DSF 955,000 995,000 1,025,000 -
Series 2012 A - Principal DSF 357,706 347,766 243,332 -
Series 2013 A - Principal DSF 505,055 -
Series 2013 A - Interest DSF 1,601,006 -
Series 2013 B - Principal DSF 586,498 -
Series 2013 B - Interest DSF 95,000 95,000 - -
Series 2004- Interest SAF 13,650 13,650 - -
Series 2005- Principal SAF 20,000 20,000 - -
Series 2005- Interest SAF 17,500 17,500 - -
Series 2006- Principal SAF 50,000 50,000 50,000 -
Series 2006- Interest SAF 8,526 8,526 6,450 -
Series 2007 - Principal SAF 35,000 35,000 40,000 -
Series 2007 - Interest SAF 33,920 33,920 31,994 -
Series 2008C - Principal SAF 19,000 19,000 19,800 -
Series 2008C - Interest SAF 19,702 19,702 19,084 -
Series 2013 A - Principal SAF 20,000 -
Series 2013 A - Interest SAF 8,867 -
Series 2013 B - Principal SAF 120,000 -
Series 2013 B - Interest SAF 23,500 -
General Management and Support 5,000 - 1,000 -
Bond Issuance Costs 60,000 160,061 75,000 -
Net of Transfers - - - -
Fiscal Agent Fees 10,000 109,610 10,000 1,000
Total Expenditures 13,824,528 37,874,257 13,933,114 357,363
Net Surplus (Deficit)(734,135)$ 460,634$ (1,084,210)$ 5,977,414$
Beginning Fund Balance 2,896,148 3,356,782
Ending Fund Balance 3,356,782$ 9,334,196$
City of Evanston
Debt Service Fund
As of March 31, 2014
94 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
Net Property Tax Increment 500,000$ 474,216$ 350,000$ 255,338$
Interest Income 400 344 400 6
Miscellaneous - 33,014 - 7,481
Total Revenue 500,400 507,574 350,400 262,825
Economic Dev. Projects - - -
Debt Service - Interest - 544 - 142
Capital Improvements 800,000 215,402 -
Developer Agreement Payments 610,000 510,237 300,000 321,437
Repayments to Econ. Dev. Fund 48,500 48,500 45,500 11,375
Transfers to General Fund 120,400 120,400 60,000 15,000
Total Expenditures 2,037,736 895,083 405,500 347,954
Net Surplus (Deficit)(1,537,336)$ (387,509)$ (55,100)$ (85,129)$
Beginning Fund Balance 1,055,510 668,001
Ending Fund Balance 668,001$ 582,872$
City of Evanston
Howard Ridge TIF
As of March 31, 2014
95 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
Net Property Tax Increment 300,000$ 51,144$ 40,000$ -$
Bond Proceeds 3,400,000 - - -
Interest Income 1,000 167 100 31
Total Revenue 3,701,000 51,311 40,100 31
Economic Development Projects 650,000 - 75,000
Other Charges 1,600,000 135,353 20,000
Debt Service - Interest 40,000 6,691 10,000 1,742
Transfers to General Fund 60,000 60,000 60,000 15,000
Capital Projects 1,285,000 179,000 - -
Total Expenditures 3,635,000 381,044 165,000 16,742
Net Surplus (Deficit)66,000$ (329,733)$ (124,900)$ (16,711)$
Beginning Fund Balance 872,847 543,114
Ending Fund Balance 543,114$ 526,403$
City of Evanston
West Evanston TIF
As of March 31, 2014
96 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
Net Property Tax Increment 100,000$ -$ -$ -$
Bond Proceeds 650,000 - - -
Interest Income - - - -
Total Revenue 750,000 - - -
Economic Development Projects 650,000 - - -
Total Expenditures 650,000 - - -
Net Surplus (Deficit)100,000$ -$ -$ -$
Beginning Fund Balance - -
Ending Fund Balance -$ -$
City of Evanston
Dempster-Dodge TIF
As of March 31, 2014
97 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
Bond Proceeds 8,339,988$ 8,538,259$ 8,331,458$
Grants 1,675,000 491,635 5,382,638 680,429
Private Contributions 510,000 - 708,000
Parking Fund Loan for Financial System 596,000 - 100,000
General Fund Allocation - - 936,500 234,125
Miscellaneous - 53,986 -
Interest Income 10,000 18,562 10,000 1,820
Total Revenue 11,130,988 9,102,442 15,468,596 916,374
Capital Outlay (includes prior year rollovers)13,100,351 6,440,749 17,935,016 557,102
Interfund Transfers Out 475,000 475,000 475,000 118,750
Total Expenditures 13,575,351 6,915,749 18,410,016 675,852
Net Surplus (Deficit)(2,444,363)$ 2,186,693$ (2,941,420)$ 240,522$
Beginning Fund Balance 3,401,911 5,588,604
Ending Fund Balance 5,588,604$ 5,829,126$
City of Evanston
Capital Improvement Fund
As of March 31, 2014
This Fund accounts for all capital outlay expenditures not included in another Fund as outlined in the
98 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
Special Assessments Collected 300,000$ 274,526$ 230,000$ 81,454$
Bond Proceeds 250,000 241,906 250,000
Investment Income 10,000 1,982 1,200 213
Total Revenue 560,000 518,414 481,200 81,667
Transfer to Debt Service Fund 317,660 317,660 169,848 42,462
General Management & Support - - 1,000 -
Capital Outlay 361,000 33,976 500,000 -
Total Expenditures 678,660 351,636 670,848 42,462
Net Surplus (Deficit)(118,660)$ 166,778$ (189,648)$ 39,205$
Beginning Fund Balance 1,905,315 2,072,093
Ending Fund Balance 2,072,093$ 2,111,298$
City of Evanston
Special Assessment Fund
As of March 31, 2014
99 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
Parking Lots & Meters Operations 3,070,000$ 2,876,089$ 3,070,000$ 628,483$
Church Street Garage Operations 716,348 618,913 716,348 150,173
Maple Avenue Garage Operations 1,204,200 1,142,379 1,204,200 331,112
Sherman Avenue Garage Operations 1,417,275 7,419,581 1,417,275 370,579
Washington National TIF Interfund Transfers-In 3,631,350 3,631,350 2,925,296 731,324
Interest Income 15,070 11,892 15,070 4,476
Miscellaneous Revenue 11,400 21,891 11,400
Reserve for Future Repairs (Contra Depreciation)2,034,004 - 2,034,004 -
Total Revenue 12,099,647 15,722,095 11,393,593 2,216,147
7005 - Parking System Administration 784,607 997,485 976,360 453,307
7015 - Parking Lots and Meters 829,052 655,080 972,266 152,408
7025 - Church Street Self Park 607,955 414,444 624,855 39,296
7030 - Church Street Debt Payments 171,250 171,250 171,250
7036 - Sherman Avenue Garage 5,750,270 10,671,714 5,047,016 149,890
7037 - Maple Avenue Garage 1,611,920 865,571 1,654,244 99,520
7039 - Parking Debt 27,461 27,461 27,461
Transfer to Insurance Fund 490,236 490,236 319,648 123,015
Transfer to General Fund 644,242 644,242 869,242 217,310
Transfer to Fleet 21,991 21,992 21,991 5,498
Transfer to Equipment Replacement 30,000 30,000 30,000 7,500
Loans to Other Funds 2,796,000
Capital Outlay - - -
Capital Improvements 3,455,000 1,863,129 5,180,000 -
Total Expenditures 17,219,984 16,852,604 15,894,333 1,247,744
Net Surplus (Deficit)(5,120,337)$ (1,130,509)$ (4,500,740)$ 968,403$
Further Operating Expense Breakdown:
7015 Parking Meter Activities 762,846 655,080 935,614 152,408
7015 Parking Meter Depreciation 36,652 - 36,652 -
SUBTOTAL 799,498 655,080 972,266 152,408
7025- Church Garage Activities 494,156 414,444 444,927 39,296
7025- Church Garage Depreciation 179,928 - 179,928 -
SUBTOTAL 674,084 414,444 624,855 39,296
7036 Sherman Garage Activities 1,199,756 7,421,714 468,766 149,890
7036 Debt Service Payments 3,250,300 3,250,000 3,703,600
7036 Reserve (Depreciation)874,650 - 874,650 -
SUBTOTAL 5,324,706 10,671,714 5,047,016 149,890
7037 Maple Garage Activities 1,013,991 865,571 988,046 99,520
7037 Debt Service Payments - - - -
7037 Reserve (Depreciation)666,198 - 666,198 -
SUBTOTAL 1,680,189 865,571 1,654,244 99,520
Beginning Unrestricted Fund Balance 14,418,330 13,287,821
Ending Unrestricted Fund Balance 13,287,821$ 14,256,224$
City of Evanston
Parking Fund
As of March 31, 2014
100 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
Evanston 5,684,000$ 6,081,164$ 6,252,400$ 1,579,858$
Skokie 2,856,000 2,772,424 2,913,000 947,407
Northwest Commission 4,517,000 4,898,986 4,653,000 1,313,898
Cross Connection Control Fees 100,500 94,470 95,000
Investment Earnings 2,500 20,164 2,500 5,469
Debt Proceeds 2,630,700 2,043,779 4,000,000
Debt Proceeds (zero interest)1,370,000 - 2,000,000
Fees and Merchandise Sales 40,000 95,530 45,000 6,073
Fees and Outside Work 80,000 188,610 70,000 19,300
Grants - - -
Insurance Reimbursements - - -
Phosphate Sales 66,000 52,795 69,000 15,281
Property Sales and Rentals 213,300 235,936 227,316
Misc Revenue - 162,767 - 1,618
Total Revenue 17,560,000 16,646,625 20,327,216 3,888,904
General Support 990,583 944,465 933,989 209,328
Pumping 2,333,247 2,173,144 2,355,718 385,117
Filtration 2,635,539 2,339,158 2,740,856 382,247
Distribution 1,424,324 1,356,808 1,425,352 327,226
Meter Maintenance 309,163 254,560 300,760 54,537
Other Operating Expenses 478,592 379,183 491,700 72,611
Debt Service 864,233 814,233 1,297,703 311,672
Debt Service - IEPA Loan 3382 67,506 67,504 67,506 -
Capital Outlay 248,500 275,597 368,100 8,848
Capital Improvements 8,065,700 4,765,577 10,170,000 454,106
Interfund Transfers Out - General Fund 3,356,300 3,356,300 3,369,559 842,390
Interfund Transfers Out - Insurance Fund 468,492 468,492 468,492 117,123
Total Expense 21,242,179 17,195,021 23,989,735 3,165,205
Net Surplus (Deficit)(3,682,179)$ (548,396)$ (3,662,519)$ 723,699$
Beginning Unrestricted Fund Balance 9,192,655 8,644,259
Ending Unrestricted Fund Balance 8,644,259$ 9,367,958$
City of Evanston
Water Fund
As of March 31, 2014
101 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
Operations 12,908,000$ 13,758,709$ 12,922,700$ 3,191,003$
Debt Proceeds 4,000,000 2,300,529 - -
Debt Proceeds - 2012 IEPA Loan 3,100,000 2,523,969 2,190,000 -
Investment Earnings 1,000 1,271 1,000 -
Miscellaneous 18,865 - 4,165
Grant Revenue 860,353
Total Revenue 20,027,865 18,584,478 15,117,865 4,051,356
Sewer Operations 2,134,549 1,979,122 2,260,545 658,209
Other Operating Expenses 43,300 23,100 129,500 2,100
Interfund Transfers Out - General Fund 142,200 142,200 145,044 36,261
Interfund Transfers Out - Insurance Fund 269,988 269,988 269,988 67,497
Transfer to Debt Service 190,211 190,210 207,284 51,821
Capital Outlay 20,600 13,714 47,500 37,061
Capital Improvement Account 4,922,500 4,579,112 3,225,000 11,127
Debt Service 11,542,740 11,542,807 9,994,259 2,314,428
Total Expenses 19,266,088 18,740,253 16,279,120 3,178,504
Net Surplus (Deficit)761,777$ (155,775)$ (1,161,255)$ 872,852$
Beginning Unrestricted Fund Balance 4,199,578 4,043,803
Ending Unrestricted Fund Balance 4,043,803$ 4,916,655$
City of Evanston
Sewer Fund
As of March 31, 2014
102 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
Transfer from General Fund 1,245,967$ 1,245,967$ 1,055,967$ 263,992$
Solid Waste Franchise Fees 175,000 199,980 175,000 -
SWANCC Recycling Incentive 140,000 30,467 25,000 -
Recycling Service Charge 2,954,033 3,259,715 3,334,033 880,034
Sanitation Service Charge Penalty 30,000 44,099 45,000 19,044
Special Pickup Fees 100,000 74,784 100,000 3,062
Trash Cart Sales 15,000 27,738 15,000 646
Investment Income - 20 - -
Yard Waste Fees 350,000 247,627 220,000 14,828
Total Revenue 5,010,000 5,130,397 4,970,000 1,181,606
Refuse Collection & Disposal 3,259,574 2,942,329 3,372,698 794,449
Residential Recycling Collection 1,254,398 1,207,081 1,186,134 212,927
Yard Waste Collection 750,250 626,253 750,250 -
Total Expense 5,264,222 4,775,663 5,309,082 1,007,376
Net Surplus (Deficit)(254,222)$ 354,734$ (339,082)$ 174,230
Beginning Unrestricted Fund Balance (1,447,885) (1,093,151)
Ending Unrestricted Fund Balance (1,093,151)$ (918,921)
City of Evanston
Solid Waste
As of March 31, 2014
103 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
General Fund 2,507,356$ 3,107,358$ 2,507,356$ 626,840$
Library Fund 2,381 2,381 2,381 595
Parking Fund 21,992 21,992 21,992 5,498
Water Fund 122,751 122,751 122,751 30,688
Sewer Fund 177,729 177,729 177,729 44,432
Solid Waste Fund 298,071 298,071 298,071 74,518
Damage to City Property 24,789 - 24,789 -
Miscellaneous Revenue 10,000 46,348 10,000 10,504
Interest Income 1,000 - 1,000 -
Total Revenues 3,166,069 3,776,630 3,166,069 793,075
General Support 292,007 261,029 293,619 66,713
Major Maintenance 3,217,058 3,299,061 3,284,528 756,879
Total Expenditures 3,509,065 3,560,090 3,578,147 823,592
Net Surplus (Deficit)(342,996)$ 216,540$ (412,078)$ (30,517)$
Beginning Fund Balance (107,097) 109,443
Ending Fund Balance 109,443$ 78,926$
City of Evanston
Fleet Maintenance Fund
As of March 31, 2014
The vehicle replacement plan was updated to reflect current needs and reduced budget capacity. All programmed vehicle replacements were 1. Create and develop a comprehensive Fleet plan that includes a 10-year vehicle/equipment replacement schedule The vehicle replacement plan was updated to reflect current needs and reduced budget capacity. All programmed vehicle
104 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
General Fund 1,242,590$ 1,242,590$ 1,242,590$ 310,647$
Library Fund 1,700 1,700 1,700 425
Parking Fund 30,000 30,000 30,000 7,500
Solid Waste Fund 177,131 177,131 177,131 44,283
Bond Proceeds - - 1,000,000 -
Sale of Surplus Property 210,217 124,667 210,217 21,689
Total Revenues 1,661,638 1,576,088 2,661,638 384,544
Capital Outlay 2,400,000 1,487,556 2,494,000 325,978
Carryover - - 200,000 -
Capital Leases 50,000 42,686 50,000 -
Total Expenditures 2,450,000 1,530,242 2,744,000 325,978
Net Surplus (Deficit)(788,362)$ 45,846$ (82,362)$ 58,566$
Beginning Fund Balance 1,500,482$ 1,546,328$
Ending Fund Balance 1,546,328$ 1,604,894$
City of Evanston
Equipment Replacement Fund
As of March 31, 2014
The vehicle replacement plan was updated to reflect current needs and reduced budget capacity. All programmed vehicle 1. Create and develop a comprehensive Fleet plan that includes a 10-year vehicle/equipment The vehicle replacement plan was updated to reflect current needs and reduced budget capacity. All
105 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
General Admin Contribution- General 121,204$ 121,204$ 121,204$ 30,301$
General Admin Contribution- E911 930 930 930 233
General Admin Contribution- CDBG 930 930 930 233
General Admin Contribution- E.D.930 930 930 233
General Admin Contribution- Parking 17,032 17,032 17,032 4,258
General Admin Contribution- Water Fund 24,962 24,962 24,962 6,241
General Admin Contribution- Sewer Fund 14,385 14,385 14,385 3,596
Liability/Property Contribution- General 909,150 909,150 909,150 227,288
Liability/Property Contribution- E911 6,972 6,972 6,972 1,743
Liability/Property Contribution- CDBG 6,972 6,972 6,972 1,743
Liability/Property Contribution- E.D.6,972 6,972 6,972 1,743
Liability/Property Contribution- Parking 127,731 127,731 127,731 31,933
Liability/Property Contribution- Water Fund 187,209 187,209 187,209 46,802
Liability/Property Contribution- Sewer Fund 107,887 107,887 107,887 26,971
Workers' Comp Contribution- General 1,244,860 1,244,860 1,244,860 311,216
Workers' Comp Contribution- Library Fund 5,898 5,898 40,000 10,000
Workers' Comp Contribution- E911 9,546 9,546 9,546 2,387
Workers' Comp Contribution- CDBG 9,546 9,546 9,546 2,387
Workers' Comp Contribution- E.D. 9,546 9,546 9,546 2,387
Workers' Comp Contribution- Parking 174,886 174,886 174,886 43,722
Workers' Comp Contribution- Water Fund 256,322 256,322 256,322 64,081
Workers' Comp Contribution- Sewer Fund 147,716 147,716 147,716 36,929
Subrogation Proceeds 83,300 155,102 100,000 28,179
Yearend Transfer from General Fund - 520,000 - -
Transfer from General Fund - Casualty Loss Acct - - - -
Investment Income 41,650 212 1,000 -
Workers Comp & Liability - Subtotal 3,516,536 4,066,900 3,526,688 884,606
Health Insurance Chargebacks- General 8,232,350 8,262,909 8,780,657 2,195,165
Health Insurance Chargebacks - Library 318,681 - 366,065 91,516
Health Insurance Chargebacks - NSP2 16,390 16,390 6,863 1,715
Health Insurance Chargebacks- E911 81,545 81,545 71,410 17,852
Health Insurance Chargebacks- CDBG 12,586 12,586 31,521 7,880
Health Insurance Chargebacks- E.D. Fund 56,081 49,968 49,098 12,275
Health Insurance Chargebacks- Home Fund - - 2,735 684
Health Insurance Chargebacks- Parking 170,588 170,588 171,325 42,832
Health Insurance Chargebacks- Water 596,392 596,392 616,227 154,057
Health Insurance Chargebacks- Sewer 168,030 168,030 183,218 45,805
Health Insurance Chargebacks - Solid Waste 114,220 114,220 106,846 26,711
Health Insurance Chargebacks- Fleet 183,414 183,414 202,427 50,607
Retiree Health Insurance Contributions 1,684,894 1,688,954 1,970,647 345,576
Employee Health Insurance Contributions 1,760,276 1,808,346 1,706,017 301,395
One Time IPBC Distribution 300,000 300,000 300,000 75,000
Health & Life insurance - Subtotal 13,695,447 13,453,342 14,565,056 3,369,070
Total Revenues 17,211,983 17,520,242 18,091,744 4,253,676
General Administration & Support 294,093 288,369 409,548 62,102
Auditing 25,000 - -
Liability/Property Insurance Premiums 470,000 455,514 470,000 485,115
Liability Legal Fees 350,000 571,721 350,000 56,364
Liability Settlement Payments 400,000 471,052 400,000 10,147
Transfer - to ERI Debt Service 8,325 8,325 8,627 2,157
Workers' Comp Insurance Premiums 114,400 111,111 114,400 118,530
Workers' Comp Legal Fees 80,500 38,694 80,500 17,478
Workers' Comp Medical Payments 800,000 494,020 600,000 136,800
Workers' Comp Settlement Payments 1,100,000 899,625 1,100,000 216,942
Workers' Comp TPA Pymts (non specific)145,000 107,155 125,000 23,375
Workers' Comp TTD Pymts (non sworn)- 48,092 - 28,166
Workers' Comp & Liability - Subtotal 3,787,318 3,493,678 3,658,075 1,157,176
General Administration & Support 94,093 87,437 99,805 19,894
Health Insurance Premiums 13,458,615 13,183,406 14,217,604 3,392,976
Health Insurance Opt Out Payments 84,000 45,133 91,800 5,453
Health & Life Insurance - Subtotal 13,636,708 13,315,976 14,409,209 3,418,323
Total Expenditures 17,424,026 16,809,654 18,067,284 4,575,499
Net Surplus (Deficit)(212,043)$ 710,588$ 24,460$ (321,823)$
Beginning Unrestricted Fund Balance (7,376,499) (6,665,911)
Ending Unrestricted Fund Balance (6,665,911)$ (6,987,734)$
City of Evanston
Insurance Fund
As of March 31, 2014
106 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
Property Taxes 6,061,575$ 6,049,233$ 6,061,575$ 3,214,200$
Personal Property Repl Tax 280,000 280,000 280,000 77,264
Interest on Investment 800,000 1,564,892 850,000 1,244
Participant Contributions 922,500 941,743 950,000 199,666
Unrealized Gain - 134 - 5,000
Miscellaneous - 150 - -
Total Revenue 8,064,075 8,836,152 8,141,575 3,497,374
Administrative Expenses 154,000 266,237 154,000 6,324
Legal Fees 50,000 - 50,000 -
Retiree Pensions 4,841,000 4,871,953 4,995,500 2,017,623
Widows' Pensions 1,090,000 1,053,398 1,071,200 219,955
Disability Pensions 1,350,000 1,304,970 1,358,125 161,113
QUILDRO 75,000 90,364 90,000 5,429
Reserve for Future Payments - - - -
Total Expenditures 7,560,000 7,586,922 7,718,825 2,410,444
Net Surplus (Deficit)504,075$ 1,249,230$ 422,750$ 1,086,930$
Beg Net Assets held in Trust 58,463,916 58,463,916 59,713,146 59,713,146
End Net Assets held in Trust 58,967,991$ 59,713,146$ 60,135,896$ 60,800,076$
City of Evanston
Fire Pension Fund
As of March 31, 2014
107 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
Property Taxes 8,069,325$ 8,077,913$ 8,069,325$ 4,286,707$
Personal Property Repl Tax 325,000 325,000 325,000 77,264
Interest Income 2,625,000 3,036,641 2,800,000 1,641
Participant Contributions 1,383,750 1,705,893 1,423,000 314,321
Miscellaneous - - - -
Unrealized Gain / (Loss)- - - -
Total Revenue 12,403,075 13,145,447 12,617,325 4,679,933
Administrative Expenses 250,000 264,356 250,000 -
Retiree Pensions 7,500,769 7,787,104 8,056,000 1,311,789
Widow Pensions 868,000 857,302 875,500 267,051
Disability Pensions 700,000 662,888 700,000 326,199
Separation Refunds 150,000 109,252 275,000 -
QUILDRO 18,000 21,085 18,000 24,897
Reserve for Future Payments - - - -
Total Expenditures 9,486,769 9,701,987 10,174,500 1,929,936
Net Surplus (Deficit)2,916,306$ 3,443,460$ 2,442,825$ 2,749,997$
Beg Net Assets held in Trust 80,589,961 80,589,961 84,033,421 84,033,421
End Net Assets held in Trust 83,506,267$ 84,033,421$ 86,476,246$ 86,783,418$
City of Evanston
Police Pension Fund
As of March 31, 2014
108 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
Revenue By Source
Allocation - Property Taxes 4,253,214$ 4,165,513$ 5,032,097$ 2,215,420$
Library Fines & Fees 185,000 158,176 164,000 37,581
Library Material Replacement 12,500 12,484 14,000 3,326
Copy Machine Charges 20,000 18,814 21,200 3,994
Meeting Room Fees 10,000 12,397 10,400 6,992
Non-resident Cards 1,690 1,565 1,040 130
North Branch Rental Income 59,660 58,697 60,000 3,793
State Per Capita Grant 76,300 131,976 94,177 -
Personal Property Repl. Tax 50,200 50,200 50,200 -
Video Rentals - - - -
Transfer from General Fund - - - 56,689
Book Sales 60,000 56,140 65,000 3,327
Fund for Excellence 245,000 127,432 125,000 13,329
Grants and Donations - - 116,545 14,240
Transfer from Economic Development - 9,900 - -
Miscellaneous - 5,103 - 142
Transfer from Endowment 131,250 131,250 159,315 -
Total Revenues 5,104,814 4,939,647 5,912,974 2,358,963
Expenditures
Youth Services 891,720 901,891 1,030,009 222,639
Adult Services 1,535,224 1,538,511 1,514,037 329,763
Circulation 612,892 605,815 573,258 124,449
Neighborhood Services 360,757 325,202 456,528 92,933
Technical Services 503,433 431,115 538,879 104,668
Maintenance 507,517 669,172 660,703 148,431
Administration 669,377 677,112 1,103,015 227,898
Library Grants - 35,570 36,545 396
Total Expenditures 5,080,920 5,184,388 5,912,974 1,251,177
Net Surplus (Deficit)23,894$ (244,741)$ -$ 1,107,786$
Beginning Fund Balance 1,101,096 856,355
Ending Fund Balance 856,355 1,964,141
City of Evanston
Library Fund
As of March 31, 2014
109 of 113
FY 2013 FY 2013 FY 2014 FY 2014
Budget Unaudited Budget YTD
Amended Actual Adopted Actual
Revenue By Source
Net Property Taxes -$ -$ 748,178$ 388,105$
Library Fines & Fees - - 1,000 -
Total Revenues - - 749,178 388,105
Expenditures
Series 2004 - Principal DSF - - 53,430 -
Series 2004 - Interest DSF - - 8,454 -
Series 2005 - Principal DSF - - 44,918 -
Series 2005 - Interest DSF - - 14,089 -
Series 2007 - Principal DSF - - 200,291 -
Series 2007 - Interest DSF - - 60,496 -
Series 2008 - Principal DSF - - 344,400 -
Series 2008 - Interest DSF - - 22,100 -
Total Expenditures - - 748,178 -
Net Surplus (Deficit)-$ -$ 1,000$ 388,105$
Beginning Fund Balance - -
Ending Fund Balance - 388,105
City of Evanston
Library Debt Fund
As of March 31, 2014
110 of 113
January February March April May June July August September October November December
FY 2014 Unreserved Fund Balance 17,321,904$ 17,910,959$ 21,166,294$
FY 2013 Unreserved Fund Balance 17,412,530$ 18,091,096$ 21,774,085$
FY 2014 Cash Balance 4,173,079$ 6,745,425$ 10,059,258$
FY 2013 Cash Balance 6,624,063$ 7,811,937$ 12,160,633$
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
City of Evanston General Fund
Comparison of Fund and Cash Balances
Fiscal Year 2014 vs Fiscal Year 2013
FY 2014 Unreserved Fund Balance
FY 2013 Unreserved Fund Balance
FY 2014 Cash Balance
FY 2013 Cash Balance
111 of 113
For City Council meeting of May 19, 2014 Item SP6
Business of the City by Motion: Lovelace Park - US Soccer Foundation Grant
Letter of Interest
For Action
To: Honorable Mayor and Members of the City Council
From: Suzette Robinson, Director of Public Works
Stefanie Levine, RLA, Senior Project Manager Public Works
Subject: Lovelace Park – US Soccer Foundation Grant, Letter of Interest
Date: May 19, 2014
Recommended Action:
Staff recommends City Council authorize the submission of a Letter of Interest (LOI) to
the US Soccer Foundation requesting a grant for renovations to the Lovelace Park
soccer field.
Summary:
The US Soccer Foundation has awarded grants to non-profit organizations supporting
soccer programs and field infrastructure since 1995. Infrastructure grants are offered in
four categories: synthetic turf, lighting, irrigation and sport court. Each category sets
specific grant amount limits which are dispersed as in-kind credits through sole source
product suppliers/installers.
Outdoor athletic facilities in Evanston are at a premium with opportunities for soccer
constrained by field availability. Soccer programs run by affiliate groups including AYSO
and Team Evanston compete intensively for play hours and are repeatedly forced to
limit their programs or seek field hours outside of the Evanston community. With the
limited number of outdoor fields available, growth of this sport has been severely
compromised. Additionally, field overuse has resulted in substandard conditions,
dramatically impacting field recovery and playability.
The proposed project will convert and expand Lovelace Park’s existing 100 yard by 70
yard natural grass field into a 120 yard by 75 yard synthetic turf field with athletic field
lighting. Converting the field to synthetic turf will dramatically increase field availability
and extend the playing season as the need for field recovery will be virtually eliminated.
Moreover, the addition of athletic lighting will dramatically increase the number of
available playing hours especially during the fall and spring as evening games cannot
currently be scheduled at this facility.
Memorandum
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The maximum grant request available for the cost categories involved in this proposal
are $200,000 for synthetic turf and $50,000 for athletic lighting. Staff therefore proposes
to submit a LOI to the US Soccer Foundation requesting a maximum grant award of
$250,000 for this project. Further, staff plans to prepare an Open Space and Land
Acquisition and Development (OSLAD) grant proposal to the Illinois Department of
Natural Resources (IDNR) later this spring which, if awarded, will provide an additional
$400,000 in grant funding.
The estimated total cost for this project is $1,450,000. The anticipated funding
breakdown is as follows:
Funding Source Amount
US Soccer Foundation $250,000
OSLAD Grant $400,000
CIP $800,000
Total $1,450,000
The LOI must be received by the US Soccer Foundation no later than May 23, 2014.
Project construction is currently expected to occur in the summer of 2015.
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