HomeMy WebLinkAbout2018 Adopted Budget
Wally Bobkiewicz, City Manager
www.cityofevanston.org
Fiscal Year 2018 Adopted Budget
Stephen H. Hagerty, Mayor
Submitted by
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Judy Fiske First Ward
Peter Braithwaite Second Ward
Melissa A. Wynne Third Ward
Donald N. Wilson Fourth Ward
Robin Rue Simmons Fifth Ward
Thomas M. Suffredin Sixth Ward
Eleanor Revelle Seventh Ward
Ann Rainey Eighth Ward
Cicely L. Fleming Ninth Ward
Devon Reid City Clerk
ELECTED OFFICIALS
Stephen H. Hagerty
Mayor
CITY COUNCIL
Wally Bobkiewicz
City Manager
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CITY OF EVANSTON
FY 2018 ADOPTED BUDGET
Including the City Manager’s Budget Message and
Schedules Showing Revenue Estimates
TABLE OF CONTENTS
Part I – Budget Message Page
City Manager’s Transmittal Letter………………………………………………….……………...…………….…………………………6
Executive Summary…………………………………………………………………………………………….………………………………..28
Part II – Charts and Summaries
Organizational Chart……………………………………………………………………...........……………….……………………………38
General Information……………………………………………………………………...........……………….……………………………39
Demographic Information …………………………………………………………………………………………………………..40
Budget Calendar……………………………………………...…………………………………………………………………………..41
Budget Process …………………………………………………….………………………………………………………………………42
Budgetary Basis of Accounting ……………………………………………………………………………………………………………..44
Fund Descriptions……………………………………………………………………………………………….………………………………….46
Budget Policies …………………………………………………………………………………………………………………………………….50
Total Budget – All Funds……………………………..………………….………….............……………….…………………………..55
Total Budget – All Funds (Adjusted for Interfund Transfer)……….………………...........……………….…………….56
Budgeted Interfund Transfers…………………………………….…………..……………….……………………………..……….57
Fund Balance Summary……………………………………………………………………………………….………………………………..59
Summary of All Funds Chart…………………………………………………………………………………………………………………..60
Revenue Assumptions and Trends………………………………………………………………………………………………………………………61
Property Tax Levy Charts………………………………………………………………………………………………………………………64
Part III – General Fund Budget
General Fund Revenues……………………………………………………………………..……………….…………………………………67
City Council…………………………………………………………………………………..……………….………………………………………70
City Clerk’s Office…………………………………………………………………………………………….…………………………………….72
City Manager………………………………………………………………………………………………………………………………………….74
Law Department……………………………………………………………………...........……………….………………………………….78
Administrative Services Department……………………………………………………….……………….……………………………81
Community Development Department..……………………………………………..……………….………………………………86
Police Department...………………………………………………………………………………………….………………………………….93
Fire Department..…………………………………………………………………………….……………….……………………………………97
Health and Human Services Department………….……………………………………………………………….……………….…………………………………..101
Parks, Recreation and Community Services Department………...………………………………………………….…………106
Public Works Agency……………….………………………………………………….……………….……………………………….113
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Part IV – Other Funds Budget
General Assistance Fund……………………………………....…….……………….………………………………………………………….118
Human Services Fund…………………………………………………….……………….………………………………………………………….121
Good Neighbor Fund……………………………………....…………………….……………….………………………………………………………….123
Library……………………………………………………………………………………………………………...…………………………….125
Library Debt Service…………………………………………………………………………………………………………………………………….127
Library Capital…………………………………………………………………………………………………………………………………….129
Neighborhood Stabilization Program 2………………………………………………………………………….………………………131
Motor Fuel Tax…………………………………………………………………………...........……………….………………………………133
Emergency Telephone System…………………………………………………………........……………….………………………….135
Special Service Area No. 4…………...……………………………………………………………………….………………………………137
Community Development Block Grant……………………………………………………………………….……………………139
CDBG Loan…………………………………………………………………………………………………………….………………………….142
Economic Development …………………………………………………………………….……………….…………………………..144
Neighborhood Improvement……………………………………………………………………..……………….………………….146
HOME……………………………………………………………………………………………………………….……………………………..148
Affordable Housing Fund…….………………………………………………………….......……………….………………………..150
Washington National TIF……………………………………………………………………….………….……………….………….152
Special Service Area No. 5…………...……………………………………………………………………….…………………………154
Southwest II TIF(Howard-Hartrey TIF) ………………………………………………………..……………..……………….…………156
Debt Service Fund…………………………………………………………………………….……………….…………………………….158
Howard-Ridge TIF.………………………………………………………………………….………………………………………………..160
West Evanston TIF.…………………………………………………………………………….……………………………………………162
Dempster Dodge TIF.…………………………………………………………………………….……………………………………………164
Chicago Main TIF.…………………………………………………………………………….……………………………………………166
Special Service Area No. 6.…………………………………………………………………………….……………………………………………168
Capital Improvement Fund………………………………………………………………………….…………………………………..170
Crown Construction Fund……………………………………………………………………………………………………. 172
Special Assessment Fund……………………………………………………………………….…………………………………………174
Parking System Fund………………………………...………………………………………….…………………………………………176
Water Fund………………………………………………………………………………………….………………………………………….178
Sewer Fund…………………………………………………………………………………….……………………………………………….183
Solid Waste Fund………………………………………………………………………………….………………………………………….186
Fleet Services Fund…………………………………………………………………………….……………………………………………188
Equipment Replacement Fund…………………………………………………………………….…………………………………..191
Insurance Fund..…………………………………………………………………………………….………………………………………..193
Fire Pension Fund.……………………….………………………………………………….……………………………………………….195
Police Pension Fund………………………………………………………………………………….……………………………………..197
Part V - Position Information
Position Comparison Charts…………………………………………………………………….………………………………………200
Part VI - Capital Improvement Plan
Capital Improvement Plan Overview………………………………………………………….…………………………………….218
Capital Improvement Fund Policy………………………………………………………….………………………………………..219
Capital Projects……………………………………………………………...………………………….………………………………………..224
Part VII - Comprehensive Performance Measurement
Comprehensive Performance Measurement Report………………………...……………………..………………………….…………233
Part VIII - Glossary
Glossary………………………...……………………..………………………….……………………………………………………………..237
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PART I
BUDGET MESSAGE
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January 1, 2018
Mayor Stephen H. Hagerty and
Members of the City Council
Ladies and Gentlemen:
Please find the Adopted Fiscal Year 2018 Budget for the City of Evanston, Illinois for
the period beginning January 1, 2018 and ending December 31, 2018. The annual
budget is a policy document, which sets the financial course for the City of Evanston
and defines the service priorities provided to the community. It is the culmination of
months of effort by the entire City staff, as well as residents, to balance available
resources with the actual and desired services required by Evanston residents,
businesses, and visitors.
The total 2018 Adopted Budget is $335,464,008, which includes interfund transfer
expenses; this is the total expense cost for all funds including the Library. This
represents an increase of $11,731,024 or 3.6% from the 2017 Amended Budget. As
will be noted later in this message, this increase is mainly attributable to capital
project spending.
The 2018 Proposed Budget showed baseline revenue for the General Fund at
$112,411,186, a $6.4 million reduction from the 2017 Amended Budget. This
reduction was due to a $5 million reduction in permit revenues and a $1.4 million
reduction in sales and income tax revenues. The baseline expenditures for the
General Fund were relatively flat at $118,508,982, a $177,209 reduction from the
2017 Amended Budget. This differential created an initial deficit of $6.1 million. The
Budget Balancing Worksheet in the proposed budget transmittal letter included
approximately $2.4 million in revenue increases and $4.4 million in expenditure
reductions to eliminate this deficit.
After review and consideration, the City Council chose to accept $2.4 million in
revenue increases and $4.2 million in proposed expenditure reductions. The 2018
Adopted revenue for the General Fund is $114,840,754, and adopted expenditures
are $114,237,796, yielding a budgeted surplus of $602,957.
STATE OF THE CITY
Although the prevailing economic climate nationally remains stable, the local
economy remains an area of concern for the City of Evanston. With a decline in
revenues from income and sales taxes and the volatility of local building permit
related revenues, staff has been diligently monitoring expenses and revenues to
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ensure the City remains fiscally stable while still providing core services in the most
responsible ways possible.
After two years without a budget, the State of Illinois passed a budget in July 2017
(fiscal year July 1–June 30). As a result of the new budget, the State reduced the
distribution of income tax revenues to municipalities through the Local Government
Distributive Fund (LGDF) by ten percent (10%). The major component of this Fund is
income tax, which is budgeted for 2018 at $7.0 million in the General Fund, reduced
from $7.8 million for 2017. The State also imposed a 2 percent (2%) “collection fee”
on home rule sales tax revenue as part of their budget, which is approximately
$120,000 of the total $6 million budgeted for 2018.
The FY 2018 Adopted Budget Balancing Worksheet in this transmittal includes a
$421,742 increase in property taxes for the Pension Funds as follows:
● General Fund Police Pension Levy increased $225,504
● General Fund Firefighters Pension Levy increase $196,238
TOTAL $421,742
This increase is based on the funding levels recommended in the January 1, 2017
Actuarial Study prepared by Foster and Foster Actuarial Inc. The 2017 Study
provided two separate funding levels based on the assumed investment rates for the
Police and Firefighters pension funds. This increase chooses to keep the same
interest rate assumption of 6.5% for the pension funds.
Two other property tax increases were adopted as part of the 2018 budget process. A
new Solid Waste Fund tax levy was created in the amount of $410,000. This was
established with the intent to increase an additional $410,000 for the 2019 budget
and $512,500 in the 2020 budget. The levy will be used to fund ongoing Solid Waste
operations.
The Evanston Public Library has a separate tax levy which is approved by the Library
Board and recommended to the City Council for approval each year. For the 2018
budget, the Library Fund tax levy was increased by $341,912.
Overall, this increased the combined City and Library tax levy by a total of $1,173,654
or 2.52%. The projected impact of these increases on an individual homeowner is
shown in the table below. The combined City and Library tax levy is approximately
19% of the total property tax paid by an Evanston homeowner.
Market Value of Assessed Value Equalized Value 2016 Levy 2017 Levy 2016-2017
Property of Property of Property City Tax City Tax Tax Increase
$100,000 $10,000 $28,032 $498.13 $510.68 $12.55
$200,000 $20,000 $56,064 $996.26 $1,021.36 $25.11
$400,000 $40,000 $112,128 $1,992.51 $2,042.73 $50.21
$600,000 $60,000 $168,192 $2,988.77 $3,064.09 $75.32
$800,000 $80,000 $224,256 $3,985.03 $4,085.45 $100.42
$1,000,000 $100,000 $280,320 $4,981.29 $5,106.81 $125.53
2016 LEVYPROPERTY VALUE 2017 LEVY PROJECTED
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FY 2017 SUCCESSES
General Fund Status:
In July 2017, staff estimated a decrease in revenues resulting in the General Fund
ending the year in a deficit. Based on this review, the City Council authorized
expense reductions and revenue increases to balance the General Fund. These
changes included:
• Negotiation of a change in the start date of union employee raises from
January 1 to July 1, 2017;
• A hiring freeze for the remainder of the year;
• A freeze of all non-essential expenses such as furniture and equipment
and travel and training;
• An increase in the transfer of funds from the Parking Fund;
• One furlough day
These changes were implanted, and staff expects to end 2017 with a surplus in the
General Fund.
Bond Rating:
The City maintains an Aa2 bond rating from Moody’s and an AA+ bond rating from
Fitch. The largest factor in this rating analysis is the City’s growing unfunded pension
liability. The City finished 2016 with a slightly increasing General Fund Balance,
which was important in maintaining City bond ratings in the face of increasing
pension liabilities. The Government Finance Officers’ Association recommends
maintaining a fund balance of at least 16%.
Public Safety: The Evanston Police Department continues to focus on improving
public safety within the community. In October of 2016 the Computer-Aided Dispatch
(CAD) was upgraded to better capture officer’s activity during a tour of duty. Through
August of 2017, 49,724 events were recorded by the Department. Part I crime data
through August of 2017 indicates an overall increase of 10.8% compared to the same
time period in 2016. This increase is in the area of property related offenses with
violent crime having a significant downward trend with aggravated battery &
aggravated assault having a 19.6% reduction compared to the same time period last
year. The Department still maintains dedicated resources to individuals illegally
carrying firearms and has recovered 40 firearms to date and charged 39 individuals
with unlawful use of weapons offenses. In addition, the Department purchased 120
body-worn cameras to improve evidence collection, strengthen officer performance
and accountability, increase transparency, provide better documentation of
encounters between the police and the public, and assist in the investigation of
complaints.
Community Services: The Parks, Recreation and Community Service Department
had another successful year organizing and recruiting for the Mayor’s 2017 Summer
Youth and Young Adult Initiative. The program included nearly 600 summer youth
employment opportunities, mental health awareness trainings and workshops, and
numerous recreational activities. Partnerships with Northwestern University, YOU,
McGaw YMCA, YWCA, Youth Job Center of Evanston, The Chicago School of
Professional Psychology and more than 41 private Evanston businesses also
enhanced the program. Recreational activities included open microphone nights,
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expanded open gym hours, volleyball in the park events, youth entertainment at
festivals, middle school dances, concert and movie nights, open lounge, roller-
skating, and ice-skating. These and other programs facilitated by the Parks,
Recreation and Community Services Department in collaboration with the Police
Department, Library, and City Manager’s Office, helped to reduce violence and make
a safe summer for youth and young adults.
Economic Development: The Economic Development Work Plan continued to focus
on five areas for City economic development activities: 1) Attraction and retention of
retailers; 2) Workforce development partnerships; 3) Support of arts and
entertainment-focused businesses and ventures; 4) Entrepreneurship, and; 5)
Support of the City’s Quality of Place initiative that defines the City’s attractiveness to
residents and businesses. It provided particular emphasis in creating business district
vitality to support existing businesses and the infrastructure surrounding the districts.
In 2018, Economic Development staff will reinforce its focus on business district
revitalization and the retention and expansion of existing businesses. Attraction
efforts to fill vacancies will focus on new businesses that provide opportunities for
consumers to experience activities such as fitness, cooking classes, and arts. Staff
will continue to pursue opportunities to help create jobs, grow the property tax base,
and develop the workforce.
Notable activities of 2017 include:
● Continued support of the revitalization of Howard Street. Theo Ubique has
leased 721-23 Howard Street as its new home for live theater. Continued
work to bring live performance theatre to Howard Street is ongoing as Barney
Architects finalizes design concepts for the vacant property. Patisserie Coralie
has leased 633 Howard Street with plans to open a commercial bakery and a
Howard Street cafe, similar to its downtown Evanston location at 600 Davis
Street.
● Ongoing support for Sunshine Enterprises, a twelve-week entrepreneurship
training program that focuses on working closely with predominately low-
income minority entrepreneurs on business principles such as finance,
marketing, and accounting and provide marketplace coaches and trainers to
help their business grow.
● Pursuit of a downtown performing arts center in Evanston. Work continued to
bring an arts center and the Northlight Theatre back to Evanston, with recent
announcement by Farpoint Development to build a mix use development,
anchored by Northlight Theater on Sherman Avenue.
● Contract to sell city-owned parking lot at 1714-20 Chicago Avenue for a “Class
A” office development has potential to add 500 new jobs in downtown
Evanston. Demand for office space in Evanston continues to grow.
● Coordination with brokers to fill vacant spaces. Staff efforts have resulted in
Target’s announcement to lease 25,000 square feet in the long vacant spaces
on Sherman Avenue in downtown Evanston.
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● Revitalization of numerous properties through the city’s Storefront
Modernization Program, which helps small businesses with the cost of
constructing new businesses in Evanston’s older building stock. Beneficiaries
of the program include:
o A new location for Good to Go at 711 Howard Street
o A new branch of Soapies Dry Cleaning and improvements to the
shopping center at 2540 Gross Point Road
o Improvements to the Red Hot Chili Pepper restaurant at 500 Davis
Street
o Improvements to the Sharp Edge Crossfit in the long-vacant center at
Dempster-Dodge
o A renovation of 3006 Central Street
● The launch of the Evanston Entrepreneurship Support Program which
provides up to $3,500 in funding for qualifying startup costs.
● Ongoing support of Evanston’s business districts through the Great Merchant
Grant Program which helps fund streetscape, banners, advertising, and
events.
Water Sales: In 2017, Evanston finalized a 40-year water supply agreement with the
Villages of Morton Grove and Niles to provide them with wholesale water. The water
delivery begins in late 2018, and will generate an estimated $750,000 per year in
additional revenue for the City of Evanston. The agreement includes two additional
10-year extension provisions at the discretion of Morton Grove and Niles.
Unfortunately, Evanston and Skokie are unable to mutually agree on a reasonable
rate to pay Evanston for water. Evanston has sought a judicial determination that the
equitable and reasonable rate chargeable to Skokie is $2.06 per 1,000 gallons of
water supplied.
Human Services Fund: This fund was created to protect Evanston's most vulnerable
residents and to provide individuals and families with access to services that promote
self-sufficiency. This includes additional support to avert crippling life crisis situations.
Crisis intervention needs are currently being addressed through an agreement with
Presence Behavioral Health to offer clinical 24-hour crisis services. The Community
Action Program supports community initiatives to provide needed opportunities at-risk
families, veterans, and vulnerable populations. This fund is a unique approach to
meeting human needs through a focus on prevention, remediation of problems, and
maintaining a commitment to improving the overall quality of life for served
populations.
The Human Services staff focuses on:
● Managing business operations effectively and efficiently by aligning resources
across the Department.
● Promoting accountability, transparency, and quality in all services and
programs administered.
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General Assistance Fund: The General Assistance Program assists (up to $875.00
monthly) persons ineligible for any other State or Federal financial assistance
programs and who do not have income or resources to provide for their basic needs.
The General Assistance Program also includes the Emergency Assistance Services
program which supports residents in avoiding loss of housing and financial
crisis. Assistance for essentials are provided to Evanston residents who have
applied for, but are not yet receiving, benefits from other agencies such as DHS,
Social Security, the Illinois Unemployment Administration Service or for those who
have exhausted their income due to unforeseen circumstances. The program
provides wrap-around services with community partners to address basic needs for
residents who have experienced unforeseen, emergency life-threatening situations.
Available assistance includes mortgage, rental assistance, and limited utility
assistance.
Livable Cities: The City of Evanston continues to use the STAR Community Rating
System as a framework along with the seven guiding principles for a livable
community.
● Built environment: provide people-friendly streets, buildings, parks, and
neighborhoods.
● Climate and Energy: reduce environmental impact.
● Economy and Jobs: support quality jobs and shared prosperity.
● Equity and Empowerment: protect inclusive access for all community
members.
● Health and Safety: support strong and safe communities.
● Natural Systems: protect and restore resources.
● Innovation and Process: Promote best practices and innovation.
In 2017, Evanston is recertifying for the STAR Community Rating System.
Cultural Arts: The Cultural Arts division of the City Manager’s Office seeks to
facilitate performing and fine arts throughout the community by connecting artists to
funding, networking, communication, venues to work, rehearse, exhibit and perform,
and more. 2017 was truly the year of public art, as seven (7) murals, four (4)
sculptures, multiple exhibitions, and countless temporary art displays were installed
throughout the City of Evanston. The City was gifted two sculptures and two large
acrylic paintings. Additionally, the interactive online public art map was updated and
improved.
In 2018, the City will continue to leverage cultural arts in economic and community
development. In addition, the City will turn its focus to the performing arts, working
collaboratively with local arts organizations to bring vibrancy to neighborhoods and to
cross-promote and collectively perform, with an emphasis on pop-up presentations.
Robert Crown Community Center Project
Built in 1974 with a generous and visionary donation from the Crown family, the
Robert Crown Center has long served as an important social and recreational hub for
the City of Evanston. The Center offers a valuable venue for hockey, figure skating,
soccer, football, lacrosse, dancing, summer camps, pre-school and many other
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community programs. Now this vital shared resource is showing severe wear with a
number of civil, structural, architectural and mechanical issues. It no longer
adequately meets the growing needs of the surrounding community. To continue to
provide innovative programs and services in a safe, modern environment, the
facilities must be re-envisioned.
The new Robert Crown Community Center will be partially funded through private
fundraising led by the Friends of the Robert Crown Center (FRCC), a 501(c)(3)
organization. Fundraising revenues will be given from FRCC as a donation to the City
for the construction of the new facility. The City expects to receive in 2018 all funds
collected in 2016, 2017, and 2018. The project also will be financed by general
obligation bond proceeds. Construction is expected to begin in summer 2018 and
continue through 2020. Prior to 2017, Crown project revenues and expenses were
accounted for in the Capital Improvement Fund. These were moved to the newly
created Crown Construction Fund through a 2017 budget amendment. This new fund
is included in the 2018 Adopted Budget.
FUTURE CHALLENGES
Capital Investment: Many residents have previously expressed concern that efforts
to balance the City’s budget may impact the quality of life through reductions in City
services. In 2018, the City will continue to take on the short-term challenge of
balancing our operating budget while tackling the long-term task of updating and
replacing City facilities, parks, and utility systems. Evanston is a wonderful place, in
part, because of the great facilities, parks and transportation systems that bring the
community together.
The City’s Capital Improvements Plan (CIP) continues to emphasize infrastructure
maintenance and facilities improvements. The five-year Capital Plan identifies $307
million in capital projects. The 2018 Adopted Capital Improvements Plan is $84.9
million which is distributed over various City funds. This is broken down by type of
project in the chart below.
Public Safety: With increasing pension costs for both Police and Firefighter
Pensions, the City of Evanston strives to provide quality services to residents while
increasing the funding contribution to the Police and Fire Pension Funds. The 2018
Proposed Budget includes a modest increase of $421,742 assuming no changes in
the actuarial assumptions used in our annual funding analysis. While the City
SUMMARY Total
Street Resurfacing, Water Main, Sewer Projects 29,273,330$
Other Transportation 4,874,000$
Parks 5,565,307$
Facilities 18,444,978$
Miscellaneous 2,032,398$
Water Treatment, Storage and Billing 14,640,000$
Library 10,095,000$
TOTAL 2018 CITY PROJECTS 84,925,013$
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continues to responsibly fund this expense, we will also continue to lobby for pension
reform that will reduce this burden on the City’s taxpayer.
2018 CITY COUNCIL GOALS
During 2017, the City Council reaffirmed their commitment to a consolidated list of
goals that provide direction for staff. The 2018 Adopted Budget includes many
programs and initiatives to further the adopted goals of the City Council. The adopted
2018 City Council Goals are as follows:
● Invest in City Infrastructure and Facilities
● Enhance Community Development and Job Creation Citywide
● Expand Affordable Housing Options
● Further Police/Community Relations Initiatives
● Ensure Equity in All City Operations
● Stabilize Long-term City Finances
FISCAL YEAR 2018 BUDGET OVERVIEW
The General Fund encompasses the majority of all daily operations as budgeted,
excluding Parking, Water, Solid Waste, and Sewer services. The FY 2018 General
Fund budget baseline was projected to have a deficit of $6.1 million. To balance the
budget, difficult but necessary decisions were adopted to adjust revenues and
expenditures City-wide, including staffing reductions, operational efficiencies, and
services adjustments. Thanks to these changes, the 2018 Adopted Budget includes a
budgeted surplus of $602,958 in the General Fund.
A complete summary of revenues, expenditures, and balances for the General Fund
is provided below. This chart shows the changes that were made from the Baseline
Budget (deficit of $6.1 million) to the Proposed Budget (surplus of $662,859) to the
Adopted Budget (surplus of $602,958).
Detailed information about the changes made to balance the General Fund budget is
included following the summary chart.
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2018 General Fund Summary
Reorganizations:
Four departments were reorganized to realize efficiencies in costs and service
delivery.
Administrative Services Department: The Fleet Services Division merged with
the Facilities Management Division to create a Fleet and Facilities Division.
With the retirement of the current Fleet Manager, the Facilities Division
Manager has assumed management of both operations.
City Manager’s Office: The Economic Development Division moved from the
City Manager’s Office to the Community Development Department.
Police Department: The Social Services Bureau responsibilities moved to
Health and Human Services Department.
Public Works Agency: The Environmental Services Bureau and Infrastructure
Maintenance Bureau were merged to create the Public Services Bureau.
Operating General Fund Revenue FY 2016 Actual FY 2017
Amended
FY 2018
Baseline
Budget
FY 2018
Proposed
Budget
FY 2018 Adopted
Budget
2017 to 2018
Change
PROPERTY TAXES 27,302,687 28,639,628 28,639,628 29,061,370 28,849,196 0.73%
OTHER TAXES 44,156,868 49,402,274 48,462,274 48,502,274 49,742,274 0.69%
OTHER REVENUE 1,338,382 2,138,046 1,524,217 1,524,217 1,274,217 -40.40%
LICENSES, PERMITS AND FEES 17,934,463 17,259,650 12,353,150 14,003,150 12,396,150 -28.18%
CHARGES FOR SERVICES 8,777,295 8,933,395 9,307,800 9,307,800 10,104,800 13.11%
INTERFUND TRANSFERS 8,099,626 7,455,774 7,518,417 7,513,417 7,748,417 3.93%
FINES AND FORFEITURES 3,611,901 3,810,000 3,797,500 3,797,500 3,897,500 2.30%
INTERGOVERNMENTAL REVENUE 1,238,785 1,089,965 758,100 1,033,100 778,100 -28.61%
INTEREST INCOME 30,285 50,100 50,100 50,100 50,100 0.00%
Total General Fund Revenue $ 112,490,292 118,778,832 112,411,186 114,792,928 114,840,754 -3.32%
Operating General Fund Expenses FY 2016 Actual FY 2017
Amended
FY 2018
Baseline
Budget
FY 2018
Proposed
Budget
FY 2018
Adopted Budget
2017 to 2018
Change
13 CITY COUNCIL 433,601 498,189 514,206 427,187 492,806 -1.08%
14 CITY CLERK 294,665 275,488 191,996 113,885 191,784 -30.38%
15 CITY MANAGER'S OFFICE 7,471,734 9,878,454 8,215,895 7,956,392 7,540,597 -23.67%
17 LAW 1,052,130 854,050 821,407 748,316 736,346 -13.78%
19 ADMINISTRATIVE SERVICES 9,164,947 9,700,879 9,619,843 8,720,160 9,075,298 -6.45%
21 COMMUNITY DEVELOPMENT 2,510,408 2,804,668 2,998,712 2,585,746 3,614,774 28.88%
22 POLICE 37,817,627 38,223,842 39,286,131 38,547,802 38,391,099 0.44%
23 FIRE MGMT & SUPPORT 23,235,714 24,294,001 24,413,039 24,057,186 23,934,390 -1.48%
24 HEALTH 3,097,351 3,582,312 3,568,657 3,626,987 3,697,529 3.22%
30 PARKS, REC. AND COMMUNITY SERV.11,997,476 12,361,460 12,403,556 12,033,893 11,955,813 -3.28%
40 PUBLIC WORKS AGENCY 14,488,137 16,212,848 16,475,539 15,312,514 14,607,360 -9.90%
Total General Fund Expense $ 111,563,790 118,686,191 118,508,981 114,130,069 114,237,796 -3.75%
NET SURPLUS 926,503$ 92,641$ (6,097,795)$ 662,859$ 602,958$
BEGINNING FUND BALANCE $ 13,666,851 $ 14,593,354 $ 14,394,985 $ 14,394,985 $ 14,394,985
ENDING FUND BALANCE $ 14,593,354 $ 14,685,995 $ 8,297,190 $ 15,057,844 $ 14,997,943
RESERVE BALANCE PERCENTAGE 13.1%12.4%7.0%13.2%13.1%
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Staffing/Compensation: The FY2018 Adopted Budget includes modest
compensation increases in the form of a General Wage Increase of three-percent
(3%) for employees. This has been affirmed in contracts with the Evanston chapters
of the American Federation of State, County and Municipal Employees (AFSCME)
and the local chapter of the Fraternal Order of Police (FOP) Officers. The City is still
in contract negotiations with the International Association of Firefighters (IAFF) and
FOP Sergeants.
The 2018 Proposed Budget includes significant reductions in the PPO Health
Insurance plan for all staff at an estimated savings of $315,000 in the General Fund.
Balanced Budget: The FY 2018 General Fund Adopted Budget is presented as a
balanced budget with a surplus of $602,958. To accomplish this, the FY 2018
Adopted Budget contains a series of staffing adjustments, revenue increases, and
expenditure decreases in all departments.
The first table below provides a listing of staff reductions, additions, and vacant
positions that will not be funded.
The second table is the Budget Balancing Worksheet, which shows the full detail of
all changes implemented in order to balance the General Fund budget for FY 2018.
16
Summary of Reductions, Additions, and Vacancies
POSITION DEPARTMENT FUND FTE
REDUCTIONS:
Senior Accountant (Vacant)City Manager's Office General 1
Customer Service Representative (Vacant)City Manager's Office General 1
Sustainability Specialist (Vacant)City Manager's Office Water and Sewer 1
Economic Development Specialist (Vacant)City Manager's Office General 1
Human Resource Specialist Training Admin. Services General 1
Parking Repair Worker Admin. Services Parking 1
Junior Mechanic (Vacant)Admin. Services Fleet 1
Equipment Mechanic III Admin. Services Fleet 1
Fleet Manager (Vacant) Admin. Services Fleet 0.4
Electrical Inspector / Plan Review (Vacant)Community Development General 1
Customer Service Representative Community Development General 1
Social Services Manager (Vacant)Police General 1
Victim Advocates Police General 3
Records Input Operator Police General 1
Youth Advocate Police General 0.5
Training Coordinator (Vacant)Police General 1
Service Desk Officer/311 (Vacant)Police General 0.5
Secretary II Health General 1
Medical Director Health General 0.1
Festival Coordinator PRCS General 1
Administrative Supervisor PRCS General 1
Recreation Center Manager (Chandler Center)PRCS General 1
Special Projects Assistant PWA General 1
Parks/Forestry Worker II (Forestry) PWA General 1
Infrastructure Maintenance Bureau Chief PWA General 1
Environmental Services Bureau Chief PWA General 1
Equipment Operator II - Streets PWA General 1
TOTAL REDUCTIONS 26.5
ADDITIONS:
Videos Records Clerk (Body Cameras)Police General 1
Public Services Bureau Chief PWA General 1
Human Services Coordinator Health General 1
Human Services Specialists Health General 2
TOTAL ADDITIONS 5
TOTAL NET REDUCTIONS 21.5
VACANCIES HELD:
Police Commander Police General 1
Police Officer Police General 2
Firefighter/Paramedic Fire General 4
TOTAL VACANCIES 7.0
17
Adopted Revenue Adjustments
Revenue Changes
100,000
AirBnB tax 90,000
Collections Standardization - Home Rule Taxes (One time) 100,000
PRCS - 3% Boat Storage Fee, 2% Increase Rec Fees at All Facilities 80,000
Library Interfund to General Fund 20,000
Community Development Fee Rate Increase 50,000
550,000
450,000
Parking - Parking Meters - Expired Meter Fine Increase - from $10-$20 250,000
Parking - Street Cleaning Ticket ($35 - $40) 100,000
Parking - Increase Surface Lot Permit Rates (new fee $60 per month) 160,000
Property Tax Increase for Police/Fire Pension - No change in investment rate of 6.5% 421,742
Health & Human Services Department Inspection Fee Increase 10,000
Washington National Transfer Increase - TIF Closes in 2018 150,000
Reduce Revenue from Assigned Fund Balances for Compensated Absences (250,000)
Increase in Transfer from Water Fund - Administrative Costs 50,000
Increase in Transfer from Water Fund - Increase in ROI for Water Sales 50,000
Property Tax Levy Adjustment-- Extended reduced to levy amount (included in Baseline Budget) (212,174)
Gas Tax Increase (1 cent)200,000
Good Neighbor Fund Transfer (20,000)
Athletic Tax Increase 80,000
TOTAL REVENUE CHANGES FOR 2018 BUDGET $ 2,429,568
Adopted Expense Adjustments
Recurring Expense Changes
Council Baseline 4% Cut Amount (19,928)
Clerk Baseline 4% Cut Amount (7,307)
Discretionary $8,000 added during Dec 11 Council discussion 8,000
CMO (792,612)
Economic Development Reduction (400,000)
Seasonal Employee (Economic Development)(15,000)
Add Budget for Police Management Audit 50,000
Duncan/Passport Annual Fee Savings (75,000)
Move 50% Workforce Compliance Coordinator to Water and Sewer Funds (49,800)
Move 50% Sustainability Coordinator to Water and Solid Waste funds (60,000)
1 FTE - Senior Accountant (Vacant, Eliminate)(89,490)
1 FTE - Customer Service Rep. (Vacant, Eliminate)(74,042)
1 FTE Sustainability Specialist (billed in Water and Sewer Funds) (Vacant, Eliminate)-
1 FTE - Econ Dev Specialist (Vacant, Eliminate)(79,280)
Law (6,000)
Legal Services - General (14,000)
Court Cost/Litigation (12,000)
Hourly Billing Software 20,000
Admin.
Services (824,692)
Unemployment Compensation and Admin. Fee - Reduce from budget of $205,000 (63,000)
Move Parking Coordinator to Parking Fund (93,858)
Move PEO License Plate Reader Costs to Parking Fund (135,734)
1 FTE - HR Specialist Training (Eliminate)(130,000)
New Crossing Guard for Oakton School 7,900
Reduce Transfer to Fleet Services (Fuel Cost Savings)(150,000)
Reduced Transfers (1 FTE Parking Repair Worker, 1 FTE Jr Mechanic (Vacant), 1 FTE Equipment
Mechanic III .4 FTE Fleet Manager (Vacant) (Eliminate)(260,000)
Parking - Increase parking deck fees with increase to General Fund/$95 to $110 (include Sherman
Plaza rooftop)
Parking - Meter hour standardization (All 9AM-6PM meters switch to 8AM-9PM) and uniformity in
meter rate ($1/hr)
General Fund Reductions by Department
FY 2018 BALANCING BUDGET WORKSHEET
GENERAL FUND
ADOPTED BUDGET
Ground Transportation Tax on Rideshare Services (20 cents per ride on Uber and Lyft)
18
CD (345,875)
1 FTE Elec. Inspector / Plan Review (Vacant, Eliminate)(102,193)
1 FTE - Customer Service Representative (Eliminate)(72,000)
Move Transportation & Mobility Coordinator to Parking Fund (91,000)
Community Grants Program (Mental Health Board) Funding - FY17 $767,055 to FY18 $736,193 (30,682)
Move 25% of Director to Affordable Housing Fund (50,000)
Police (671,238)
Transfer Social Services Bureau (Reorganize to Health and Human Services Department)
Transfer 0.8 FTE Youth Advocate (Reorganize to Parks Department)
1 FTE Social Services Manager (Vacant) 3 FTE Victim Advocate; 0.5 FTE Youth Advocate
(Eliminate) (680,000)
1 FTE - Records Operator Position (Eliminate)(83,426)
Add 1 FTE - Videos Records Clerk (Body Cameras)83,426
1 FTE - Training Coordinator (Vacant, Eliminate)(74,742)
1 FTE Police Commander - (Hold vacancy, not funded)(165,000)
2 FTE Police Officers - (Hold vacancies, not funded)(255,000)
0.5 FTE - Service Desk Officer I 311 (Vacant, Eliminate)(22,000)
2017 Police Actuarial Study Increase - Pension Cost Increase 225,504
Overtime - Based on 5 year historical average; Increase required 300,000
Fire (288,762)
4 FTE Fire Suppression - Hold vacancies (540,000)
OT Increase 150,000
Natural Gas (20,000)
Clothing (20,000)
Training (20,000)
Furniture and fixtures (35,000)
2017 Fire Actuarial Study Increase - Pension Cost Increase 196,238
Health 155,421
Move 25% of Director to General Assistance (55,079)
Add 2 PT & 2 Full-Time Human Services Specialists (From Police Social Services Bureau)310,000
1 FTE - Secretary II (Eliminate)(80,000)
.10 FTE - Medical Director (Eliminate)(19,500)
PRCS (265,637)
Seasonal Employee (14,148)
Transfer 0.8 Youth Advocate from Police Youth Services Bureau 92,000
1 FTE - Festival Coordinator (Eliminate)(70,000)
1 FTE - Administrative Supervisor (Eliminate)(105,800)
1 FTE - Recreation Center Manager (Chandler Center) (Eliminate)(142,889)
Move 50% Workforce Compliance Coordinator to Water and Sewer Funds (49,800)
Increase class outreach efforts 25,000
PWA (1,970,934)
Move Seasonal Employees to Solid Waste (21,000)
Reclassification - Environmental Services Coordinator 25,000
Dutch Elm Disease Inoculation (500,000)
Reduce Seasonal Employees (14,000)
Reduce Police OT for Snow Event (75,000)
Reduce PW crew OT for snow event (68,500)
Reduce Salt (53,100)
Move PW Crew Leader Salary to Solid Waste Fund (97,074)
Engineering Salary Redistribution
Move 4.5 FTE to Capital Fund, Eliminate $500,00 transfer from Capital to General Fund (85,527)
Move 0.75 FTE to Sewer Fund (Currently 1; proposed increase to 1.75 FTE)(51,760)
Move 1 FTE to Parking Fund (144,683)
Move 0.5 FTE to Special Assessment Fund (71,790)
1 FTE Special Projects Assistant (Eliminate)(88,000)
1 FTE Parks/Forestry Worker II Forestry (Vacant, Eliminate)(75,000)
2 FTE Bureau Chiefs (Eliminate)(340,000)
Add 1 FTE - Public Services Bureau Chief, Move Expenses to Other Funds 170,000
Move 25% of New Public Services Bureau Chief to Solid Waste Fund (42,500)
1 FTE Equipment Operator II - Streets (Vacant, Eliminate)(88,000)
Decrease Solid Waste Fund Transfer Over Three Years - Year 1 decrease (350,000)
TOTAL RECURRING EXPENSE CHANGES $ (5,029,564)
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One-time expense changes
General Fund transfer to Insurance Fund for Solid Waste Fund Claims Settlement (2018, 2019,
2020) 400,000
Credit Card Merchant Procurement Change Savings - City-wide (50,000)
Reduction in Health Insurance Cost for Part-time Employees (100,000)
3 Furlough Days (360,000)
Budget All Salaries at 99.5% (278,000)
Increase Transfer to Insurance Fund 700,000
Increase Transfer to Debt Service Fund - 2017 Required Abatement to have no tax levy increase 446,379
TOTAL ONE-TIME EXPENSE CHANGES $ 758,379
TOTAL EXPENSE CHANGES FOR 2018 BUDGET (4,271,185)$
TOTAL PROPOSED REVENUES (General Fund - Baseline)112,411,186.00$
TOTAL PROPOSED EXPENDITURES (General Fund - Baseline)118,508,981.37$
TOTAL PROPOSED SURPLUS/Deficit (General Fund - Baseline)(6,097,795.37)$
Above-the-line BBWS PROPOSED REVENUE ADJUSTMENTS (detailed above)2,429,568.00$
Above-the-line BBWS PROPOSED EXPENSE ADJUSTMENTS (detailed above)(4,271,185.00)$
TOTAL REVISED PROPOSED REVENUES (General Fund)114,840,754.00$
TOTAL REVISED PROPOSED EXPENSES (General Fund)114,237,796.37$
PROPOSED 2018 BUDGET SURPLUS (DEFICIT)602,957.63$
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GENERAL FUND REVENUES
The City of Evanston economy remains stable and overall revenues are projected to
decrease for the 2018 Proposed Budget. The table below shows a listing of
taxes/revenues that are projected to change and some of the reasons for these
changes.
Revenue Type FY2017 Amended FY2018 Adopted $ Change % Change Comment
51515 - STATE USE TAX 1,750,000 1,775,000 25,000 1.4%Per the IL Municipal League, 2017 forecasts $25.30 per
capita for 2018 (up 7% from FY2017)
51525 - SALES TAX - BASIC 10,942,386 10,542,386 (400,000) -3.7%
Pace of historical growth slowing down. Revised budget to
allign with IL economic outlook. State forecast predicts
growth of only 1.9% reflecting conditions that may lead to
a continued cautious consumer. 2017 Actual was $9.96M
51530 - SALES TAX - HOME RULE 6,613,588 6,413,588 (200,000) -3.0%
Reduction due to 2% administrative fee being
administrated for the collection of this tax by the State of
Illinois Department of Revenue.
51540 - ATHLETIC CONTEST TAX 1,000,000 1,000,000 - 0.0%Estimate is based off historical trends
51545 - STATE INCOME TAX 7,800,000 7,000,000 (800,000) -10.3%
In the State’s recently passed 2018 budget includes a
provision reducing the amount of Income Tax revenue to
be deposited into the LGDF for distribution to
municipalities by 10%. The City anticipates this reduction
to impact the entire City fiscal year.
51565 - ELECTRIC UTILITY TAX 3,000,000 3,000,000 - 0.0%Estimate is based off historical trends - Variable weather
(extreme highs / lows) can alter this estimate
51570 - NATURAL GAS UTILITY TAX
(Includes Home Rule)2,200,000 2,200,000 - 0.0%Estimate is based off historical trends - Variable weather
(extreme highs / lows) can alter this estimate
51585 - CIGARETTE TAX 200,000 200,000 - 0.0%Estimate is based off historical trends
51590 - EVANSTON MOTOR FUEL TAX 750,000 800,000 50,000 6.7%Estimate is based off historical trends - Prolonged lower
gas prices increase this revenue
51595 - LIQUOR TAX 3,100,000 3,110,000 10,000 0.3%Liquor tax stable with full year of Whole Foods and Valli
Produce sales
51600 - PARKING TAX 3,170,000 2,900,000 (270,000) -8.5%Budget reduced due to historical trends
51620 - REAL ESTATE TRANSFER TAX 3,100,000 3,300,000 200,000 6.5%Continued positive real estate market contributing to
$200K increase
51625 - TELECOMMUNICATIONS TAX 1,900,000 2,100,000 200,000 10.5%Budget slightly increased as prior years decline is leveling
off
52010 - VEHICLE LICENSES 2,850,000 2,850,000 - 0.0%
Staff is projecting no change, however compliance
activities through the addition of one additional LPR
camera enforcement car is anticipated which will increase
parking ticket revenue
Grand Total 48,375,974$ 47,190,974$ (1,185,000)$ -2.4%
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OTHER FUNDS:
Parking Fund: The City's parking and transportation services have grown in scale
and complexity as infrastructure ages and new services enter the marketplace. To
meet these challenges, we are preparing for the creation of a Parking and
Transportation Enterprise Fund for FY 2019. This fund will accurately account for all
parking and transportation related revenue and expenses for the City.
Part of the process for the creation of this fund will be a Citywide evaluation of all
parking assets, fees, and charges with recommendations for changes to existing fees
and services to support long-term maintenance and infrastructure needs.
Additionally, transportation related personnel expenses will be moved into this fund.
The fund will operate in the same manner as the City's other enterprise funds such as
water and sewer to give an accurate picture of the total cost of ownership and
operation of the City's parking and transportation assets. As noted in the Budget
Balancing Worksheet in this transmittal, the City is proposing several parking related
revenue changes, however these revenues will remain in the General Fund for 2018.
Water Fund: This Proposed Budget includes a 7% increase to the Evanston Water
rate. This increase will be completely off-set by a 4% decrease in the sewer rate.
The City’s water treatment plant has several large concrete tanks that store water
after it has been treated (called clearwells). The largest of these, a five million gallon
clearwell built in 1934, is in need of replacement. Engineering evaluations completed
in 2012-2013 concluded that the roof of the clearwell would not last more than
another five years. A long-term planning study completed in 2014 evaluated options
for the 1934 clearwell. Based on this review, the 2018 Capital Improvements Plan
included $12.2 million ($3 million was budgeted in 2017) for the replacement of the
clearwell.
Evanston has a high probability of receiving a State Revolving Fund loan for this
project at 2.5% or lower interest rate and the 2017 A bonds were just issued at a
3.06% effective interest rate. Furthermore, increases to the Northwest Water
Commission’s wholesale water rate resulting from this project would generate enough
revenue to offset about 90% of the 20-year loan repayment cost.
Evanston completed negotiations with the Villages of Morton Grove and Niles to
provide water through a newly constructed pipeline to the Evanston border (paid for
by Morton Grove and Niles). This project will be completed in late 2018 and only
modest start up water provision will begin in November.
Sewer Fund: This Proposed Budget includes a 4% decrease to the Evanston sewer
rate. This decrease will be completely off-set by a 7% increase in the water rate.
The City budget includes information on many other funds, which account for all other
activities accomplished each year. Each fund is summarized in the Executive
Summary after this transmittal letter.
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CONCLUSION
As the City moves forward with implementation of the FY 2018 budget, an equity lens
will be applied. This process is in keeping with the Sustainability Tools for Assessing
and Rating (STAR) Community ratings and management system that evaluates City
operations beyond traditional departmental and fund budgeting systems. This equity
review process is also explained more fully in the memo from the City’s Equity and
Empowerment Coordinator immediately following this transmittal letter.
In closing, I would like to thank Assistant City Manager/Chief Financial Officer Martin
Lyons for his leadership of the Budget Team and his efforts to produce a responsible
budget which strives to address City needs within the scope of our available
resources. I would also like to thank the members of the Budget Team, including
Budget and Finance Manager Ashley King, Assistant to the City Manager Kimberly
Richardson, Revenue Manager Alex Thorpe, Senior Management Analyst Kate
Lewis-Lakin, Deputy City Manager/Administrative Services Director Erika Storlie, and
Management Analyst Wolf Peddinghaus, for their research, analysis, and diligent
efforts in the development of the annual budget. I would also like to thank the
Department Directors and their respective staff for their assistance in helping to find
solutions to this year’s budgetary challenges.
Sincerely,
Wally Bobkiewicz
City Manager
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To: Wally Bobkiewicz, City Manager
From: Dr. Patricia Efiom, Equity and Empowerment Coordinator
Subject: Equity and Empowerment Assessment for the FY18 Proposed Budget
Date: October 6, 2017
The City of Evanston is committed to becoming the most livable city in America. The
Office of Equity and Empowerment contributes to this goal by ensuring that an equity
lens (perspective) is used to eliminate barriers for all people regardless of race/ethnicity,
sex, physical or mental disability, sexual orientation, gender identity, age, immigrant
status, veteran status, language, and/or socio-economic status.
Equity is achievable when all residents have access to the opportunities and resources
necessary to satisfy their essential needs, advance their well-being and achieve their
full potential, and where all barriers and biases – institutional and individual– that limit
access to those opportunities and eliminated resources.
The 2018 budget has an initial deficit of $6.4 million and the Budget Balancing
Worksheet address how to balance the budget for the upcoming year. This Budget
Equity Assessment Report is an overview of the Budget Balancing Worksheet, and how
the budget balancing recommendations benefit and/or burden communities, especially
people of color, the elderly and people with disabilities, as noted in the City of Evanston
Equity and Empowerment Plan.
In reviewing the Budget Balancing Worksheet, equity and social impacts of the budget
decision to reduce disparities and promote service level across all populations of
Evanston.
Proposed New/Increased Revenues
Parking - Street Cleaning Ticket ($35 - $40) : The increase in street cleaning fees will
negatively impact the residents living in southeast Evanston. This is due to the high
density of multi-family units and limited on street parking.
Memorandum
24
Ground Transportation Tax on Rideshare Services: This proposed new tax is not out of
line with what is implemented in other municipalities. There is not much data currently
available on ridership however anecdotal information suggests that the disability
community is increasing using rideshare services. Those without personal cars also are
frequent users. Cities that have implemented this tax also uses a portion of the revenue
to assist low income riders. The concern is that this tax will increase overtime and
become a cost burden on low-income residents, the elderly, and the disability
community.
Proposed Expenditures
City Manager’s Office
The proposed budget cuts will not unfairly impact programs or services to any particular
community or protected classes
Legal Department
The proposed budget cuts will not unfairly impact programs or services to any particular
community or protected classes
Administrative Services Department
The proposed budget cuts will not unfairly impact programs or services to any particular
community or protected classes
Community Development Department
The proposed budget cuts will not unfairly impact programs or services to any particular
community or protected classes
Police Department
The proposed transfer of Social Service Bureau to Health and Human Services will
result in a significant reduction of services offered to victims of crime. This cut will have
the greatest impact on African Americans since that population makes up more than fifty
(50) percent of those served.
This budget reduction will mean a greater need for police officers to receive training in
crisis intervention and death notifications. This combined with body camera training and
mandatory state police training, raises a concern about the elimination of the Training
Coordinator position.
Fire Department
25
The proposed budget cuts do not include reductions in staff and will have no impact on
service to residents.
Health and Human Department
Due to extended medical leave by staff the Health Department, a major direct service
provider to the City’s most vulnerable residents, has been understaffed for a significant
part of 2017 and this will likely continue into 2018. This combined with the additional
work necessary to integrate the Evanston Police Department Social Services Bureau
into the department will impact the department’s ability to maintain the level and quality
of service to residents.
While staff medical leave is not a budget issue, the concern is that any changes in
staffing during medical leave would put service to residents at significant risk.
The proposed reduction in staff will disproportionately impact people of color, low
income residents, neighborhoods with large concentrations of low income residents and
department staff.
Parks, Recreation and Community Services Department
The proposed budget recommends the elimination of the position of Administrative
Supervisor who has responsibility for payroll, human resources, budget and finance.
Because this position requires a special skill set to handle payroll processing and
human resources those responsibilities cannot be folded into the another position. As a
direct service provider to all sectors of the Evanston Community, the potential of this
decision to negatively impact such programs as the Mayor’s Summer Youth
Employment Program and seasonal employment must be taken into consideration
Public Works Agency
The proposed elimination of the Forestry Worker II and the Equipment Operator II will
result in a decrease in the frequency of grass mowing, weeding, litter pick up and
planting in our parks, greenways and athletic fields as well as a reduction in asphalt and
pothole patching. Crews of three are dispatched on service calls, a team of two may
not be able to meet the service request and if one of the two team members is off for
vacation or sick leave, that crew would not function at all. These staff reductions will
have direct impact on service to residents.
General Observations
Training cut from the Evanston Police Department and Administrative Services. While
the Compliance Officer will handle training at EPD, there is not a clear plan to cover
26
training citywide. In addition, the Office of Equity & Empowerment expects to do
extensive training for all staff and Board & Commission members
The proposed budget would eliminate seventeen (17) filled staff positions. The
demographic makeup of the staff is as follows:
● Six (6) - African Americans
● Nine (9) - Caucasian
● Two (2) - Hispanic
● Eleven (11) - Females
● Six (6) - Males
● Twelve (12) - over the age of 40
27
City of Evanston
FY 2018 Adopted Budget
Executive Summary
I. Introduction
The City of Evanston covers a stretch of four miles along Lake Michigan’s
picturesque western shoreline. The City’s eight square miles includes
residential neighborhoods encircling thoughtfully-planned business districts and
recreational facilities. Ongoing development of both residential and commercial
properties has brought the City of Evanston a cosmopolitan flavor while
retaining a close-knit suburban atmosphere.
Evanston boasts a diverse populace in terms of religious, racial, educational, and
economic composition. Interspersed throughout the community are over 260
acres of parks. This includes over thirty tennis courts, five public swimming
beaches, athletic fields, bicycling and jogging trails, and an indoor ice-skating
facility.
The City of Evanston operates under the Council-Manager form of government.
The non-partisan legislative component is comprised of ten elected officials
consisting of a Mayor and nine Ward Aldermen. Through the Council-Manager
form of government, elected officials create policy and direct the City Manager to
implement the plan. This places the responsibility for day-to-day provision of
services on a professional manager and staff.
II. Budget Summary
The total operating budget for FY 2018 is $335,464,008 for all budgeted funds,
including inter-fund transfers. This represents an increase of $11.7 million or
3.6% compared to the amended FY 2017 Budget ($323,732,984). 2018 is the
first year showing the Crown Construction Fund which will track all expenses
related to the construction of the Robert Crown Community Center and Library.
III. Fiscal Considerations
The City experienced revenue shortfalls in the General fund due to the passage
of the State of Illinois 2017-18 budget ($1.1 million in reduced revenues) and due
to reduced building permit related revenue ($5.0 million). This shortfall produced
a 2018 Baseline Budget deficit of approximately $6.0 million. As a result, the
focus of the FY 2018 budget includes the evaluation of all General Fund
Department Budgets and involves reductions in all department budgets including
Public Safety to present a balanced budget for 2018. As noted in the Budget
Balancing Worksheet in the transmittal letter of this document the Adopted
Budget includes $2.4 million in revenue increases and $4.2 million in expense
decreases to eliminate this deficit. Service reductions are planned to be minimal
in order to focus on the execution of the City’s goals to address families at risk,
long-term debt, violence prevention, and facilities and infrastructure
improvement.
28
The 2017 tax levy, receivable in 2018, includes a net zero change to the General
Fund and IMRF Pension levies, a new Solid Waste Fund levy, increases to the
Police and Fire Pension Fund levies, and an increase to the Library Fund levy.
The following chart shows the adopted 2017 tax levy as compared to previous
years.
29
IV. General Fund
Expenditures
The FY 2018 Adopted Budget includes a 3.7% reduction in expenditures from the
2017 Amended Budget. These reductions are detailed in the Transmittal letter.
Personnel expenses have been increased to reflect union contract negotiations
and changes to health insurance costs.
Revenues
The General Fund depends upon a variety of revenue sources to fund its
services. Many of these revenues are subject to fluctuations based on the
economy, although demands and costs for government services typically either
remain constant or increase. The summary of revenues below is a budget to
budget comparison. The transmittal letter of this document includes a budget to
actual comparison.
1. Property Tax:
The General Fund portion of the levy is expected to increase $421,742, as
shown in the Transmittal Letter, to be contributed to the Police and Fire Pension
Funds.
2. State Sales Tax:
General Fund revenue from the State of Illinois sales tax is expected to be
$10,542,386, which represents an approximate 3.7% decrease in comparison to
the FY 2017 budget. This revenue is a slight decrease due to the projections
provided by the State of Illinois budget office.
3. Home Rule Sales Tax:
For FY 2018, this General Fund revenue is budgeted at $6,413,588, which is a
3.0% decrease in comparison to the FY 2017 budget. This tax is not assessed
on food, prescription medication, or registered/titled property purchases (i.e.,
vehicles) so it is often less than the local share of the retailers’ occupation tax (i.e
sales tax above). This revenue decrease is associated with a 2% administration
surcharge placed on City sales taxes and a slight decrease in overall expected
revenues.
4. State Income Tax:
Based upon projections from the Illinois Municipal League, revenue budgeted for
FY 2018 is $7,000,000, representing a 10% decrease from the FY 2017 budget
due to the passage of the State of Illinois Budget . This revenue is collected by
the State of Illinois and the amount distributed to Illinois municipalities is
dependent upon population size.
5. Utility Taxes:
Revenues from utility taxes are comprised of electric, natural gas distribution and
consumption, and telecommunications taxes. For FY 2018, these taxes are
budgeted at $7.3 million, which represents a 2.8% increase compared to FY
30
2017 budget. The increase is in the telecommunications tax ($200,000 higher
than 2017 Budget). Electric and natural gas taxes are weather sensitive and can
fluctuate based on high / low weather patterns.
6. Real Estate Transfer Tax:
Real estate transfer tax revenue is slightly increased to $3,300,000 in FY 2018,
which is $200,000 over the 2017 budget.
7. Vehicle Licenses:
This revenue source is considered to be relatively insulated from economic
fluctuations as it is based on the number of vehicles registered within the City.
For FY 2018, the revenue projection for vehicle licenses is $2,850,000, which is
flat at the 2017 amount.
8. Licenses, Permits, and Fees:
Including vehicle sticker sales, total licenses, permits, and fees are expected to
generate $12.4 million, which represents a 28.4% decrease in comparison to FY
2017. This major decrease is reflected in lower building permit related revenues.
There are several revenue sources, which comprise the licenses, permit and fee
category including building permits, liquor licenses and the cable franchise fee.
9. Fines and Forfeitures:
Parking tickets, regular, and other fine revenues are budgeted to be $3,897,500
in FY 2018. This includes a $100,000 increase in revenue expected from parking
ticket fines, due to changes detailed in the Transmittal Letter.
10. Charges for Services
This category consists of many revenue sources, the largest of which relates to
recreation and ambulance service fees. Charges for services are projected to
generate $10,077,800 in FY 2018, which is a 12.8% increase over FY 2017.
This increase is largely due to an increase in parking meter revenue, due to
changes detailed in the Transmittal Letter.
11. Intergovernmental Revenue
This revenue is completely dependent on grants offered by the State and Federal
governments. For FY 2018, the revenue is projected to be lower than 2017 at
$758,100. The majority of the City’s grant funding is located in grant-specific
funds outside of the General Fund.
V. Other Funds
General Assistance Fund
The General Assistance Program, which is mandated by the State of Illinois, is
administered by the City of Evanston and supported by Evanston tax revenues.
The program provides assistance (up to $875 monthly) to Evanston residents
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who are not eligible for other forms of state or federal financial assistance and do
not have resources to support their basic needs.
Human Services Fund
The Human Services Fund was created to protect Evanston's most vulnerable
residents and to provide individuals and families with access to services that
promote self-sufficiency and address mental health concerns. This includes
community services provided by social services agencies, crisis intervention
services, and the Community Action Program. This Fund includes a 4%
reduction in expenses as noted in the Transmittal Letter.
Good Neighbor Fund
The Good Neighbor Fund is a result of Northwestern U niversity’s commitment to
contributing $1 million in support of City programs.
Library Funds
The Evanston Public Library reviews and approves Library Funds/Budgets
through the Library Board and these funds are included in this document. The
Library is increasing both operating and capital expenses for 2018. The Evanston
Public Library promotes the development of independent, self-confident, and
literate citizens through the provision of open access to cultural, intellectual, and
informational resources for all ages.
Neighborhood Stabilization Fund
The Neighborhood Stabilization Program 2 (NSP2) was funded by the American
Recovery and Reinvestment Act of 2009 to stabilize neighborhoods that have
been negatively impacted by high numbers of foreclosed and vacant homes.
Motor Fuel Tax Fund
The Motor Fuel Tax Fund is used for street maintenance, street resurfacing, and
signal upgrade projects. The funds are authorized by the Illinois Department of
Transportation and are appropriated as part of the City’s s hare of the gasoline
tax. Motor Fuel Tax Fund spending is budgeted at $2,457,990 in FY 2018.
Emergency Telephone System Fund
Revenues for this fund are derived from the $1.50 Enhanced 911 Surcharge and
a share of the State of Illinois wireless surcharge. FY 2018 revenues for the fund
are budgeted at $1,051,700 while expenditures for 2017 total $1,043,438
Special Service Area (SSA) #4
This accounts for services such as promotion, advertisement, and other public
services of the territory as managed by Downtown Evanston, an Illinois not-for-
profit corporation. Each fall, Downtown Evanston submits a budget for approval
to the City Council. However, because assessed property value was not
available in final form as of the date of this document, the Special Service Area
and Downtown Evanston budgets remain estimated until a final tax levy can be
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calculated. The FY 2018 revenues and expenditures budgeted for the SSA #4
Fund are projected to be $370,000.
Community Development Block Grant (CDBG) Fund
This accounts for funds granted from the U.S. Department of Housing and Urban
Development. The expenditure amount estimated for FY 2018 is $2,439,512,
which includes draw down of prior year available funds. This is an increase in
$163,717 in comparison to FY 2017.
CDBG Loan Fund
The CDBG Loan Fund is a revolving loan fund. The purpose of the fund is to
provide residential rehabilitation loans for income eligible 1 to 3 unit owner-
occupied residential properties and multi-family rental properties that are
occupied by income eligible households under HUD regulations. FY 2018
expenditures total is $293,000.
Neighborhood Improvement Fund
This fund was created to track revenues and expenses associated with
development agreements in specific areas throughout the community. Revenues
for this fund are created through sales tax revenue sharing and expenses are
used for neighborhood improvements surrounding the originally developed
commercial property. Program expenses are budgeted at $100,000 in FY 2018.
These expenses are associated with the Main Street Commons / KAPSUM
agreement.
HOME Fund
The HOME Fund is a federally-funded program designed to meet the needs of
low- to moderate-income residents in finding affordable housing. The HOME
Fund’s FY 2018 budgeted expenditures are $588,321.
Affordable Housing Fund
The Affordable Housing Fund seeks to support housing related programs as
adopted by the City Council. The FY 2018 budget is $489,300 for Rehab Loans
and Housing Related Services.
Washington National TIF Debt Service Fund
Expenditures for the Washington National TIF Fund are budgeted to be
$9,207,040 for FY 2018. The major expenses in this fund are the payment of
debt service for parking facilities, and for the redevelopment of the City’s
Fountain Square in Downtown Evanston. This fund will close at the end of 2018.
Special Service Area #5 Fund
Adopted by the City Council on June 27, 1994, Special Service Area #5 overlays
the City of Evanston’s downtown business district. This fund closed in 2016.
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Howard-Hartrey (Southwest II) TIF Debt Service Fund
Also known as the Southwest II TIF, the district consists of a 23-acre site located
at 2201 Howard Street. This TIF closed in 2016.
Debt Service Fund
The 2017 tax year levy, to be filed with Cook County in December 2017, has
been budgeted as revenue for FY 2018. Budgeted expenditures in this fund
primarily consist of general obligation debt service paid from property taxes.
Total debt service for FY 2018 is projected at $14,297,257.
Howard-Ridge Tax Increment Finance District Fund
The City Council adopted the Howard-Ridge Tax Increment Finance (TIF) District
on January 26, 2004. The TIF district is generally bounded on the north by
various parcels that front Howard Street and Chicago Avenue, on the east by the
City of Evanston's boundaries and the Chicago Transit Authority (CTA) Red Line,
on the south by City boundaries and on the west by Ridge Avenue. The TIF
district contains mixed residential uses, retail/commercial properties, and
institutional uses. Expenditures budgeted for FY 2018 total $4,681,500, with a
significant portion of this amount budgeted for the redevelopment of a theater on
Howard Street along with ongoing developer payments from a previous
agreement.
West Evanston Tax Increment Finance District Fund
The City Council adopted the West Evanston Tax Increment Finance (TIF)
District in September 2005. The West Evanston TIF district collected its first tax
increment in FY 2007-08. Expenses for FY 2018 are budgeted at $40,000 and
are primarily related to administration and interest expense.
Dempster-Dodge Tax Increment Finance District Fund
The City Council approved the creation of the Dempster-Dodge Tax Increment
Financing (TIF) District on June 25, 2013. The Dempster-Dodge TIF District area
is comprised of a single parcel. This parcel is a shopping center located at the
southwest corner of the intersection of Dempster Street and Dodge Avenue.
Expenses for FY 2018 are budgeted at $72,666 for the payment of 2017C bond
issue Debt Service.
Chicago-Main TIF Fund
The City Council adopted the Chicago/Main Tax Increment Financing (TIF)
District #8 in January 2013. The goal of this TIF district is to support the
continued development of the thriving business district located near the
intersection of Chicago Avenue and Main Street. The FY 2018 Budget is
$108,999 for the payment of 2017C bond issue debt service.
Special Service Area #6 Fund
Special Service Area #6 is comprised of the commercial areas of Dempster
Street, Chicago Avenue, and Main Street. The FY 2018 Budget for this fund is
$221,500.
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Capital Improvement Fund
The Capital Improvement Fund accounts for all capital outlay expenditures not
included in other funds as outlined in the Capital Improvement Plan (CIP).
Expenditures in the fund are budgeted at $30,297,527. Two major capital
projects – the Robert Crown Community Center and library renovation, are
tracked in separate funds and not included as expenditures in the Capital
Improvements Fund.
Crown Construction Fund
This newly created fund will track revenues and expenses associated with the
approximately $40 million project to build the new Robert Crown Community and
Library Center.
Special Assessment Fund
The Special Assessment Fund’s budgeted expenditures for FY 2018 total
$585,217 to be used for Alley reconstruction throughout the City.
Parking Fund
All parking revenue sources, including lots, meters, and garages are combined
into this fund for ease of tracking and comparison. Operations include the
Sherman Plaza, Maple, and Church St. garages along with the entire municipal
parking system with over 2,000 meters. FY 2018 expenses total $12,896,493, a
decrease of $1,628,259 compared to FY 2017.
Water Fund
The Water Fund has budgeted FY 2018 expenses totaling $45,663,506, which
represents an increase of $16.3 million in comparison to FY 2017. This increase
is due to the timing of major capital projects which can be found in the CIP and
includes the major project of replacement of the 5.0 million gallon reservoir at the
Water Plant.
Sewer Fund
The Sewer Fund has budgeted FY 2018 expenses totaling $14,817,870 which
represents an increase of $148,375 compared to FY 2017. A majority of this
decrease is due to lower capital projects in 2018 than in the previous year.
Solid Waste Fund
The FY 2018 budget for Solid Waste operations is projected at $5,109,701 which
is a decrease of $88,644 from FY 2017.
Fleet Services Fund
Budgeted expenditures for FY 2018 total $3,333,871, a $385,366 decrease in
comparison to FY 2017. Fleet Services Fund is responsible for the maintenance
and repair of the City’s fleet; the Equipment Replacement Fund is responsible for
the purchase of vehicles and equipment.
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Equipment Replacement Fund
This fund is responsible for costs associated with purchases of City vehicles and
equipment. Revenues for the fund are provided primarily from transfers from
other funds. FY 2018 expenditures budgeted for the fund total $1,597,977 which
is a $67,555 increase over 2017.
Insurance Fund
The Insurance Fund continues to incur increased liability/personnel cost
increases. 2018 Baseline Budgeted expenditures total $18,439,931. The City
self-insures a large majority of liability insurance claims in this fund, with a self-
insured retention set at $1,250,000.
Fire Pension Fund
Every Illinois municipality having a population of not less than 5,000 and not
more than 500,000 must have a Fire Pension Fund as prescribed in 40 ILCS 5/4-
101 of the Illinois Revised Statutes. Fire Pension Fund expenditures for FY 2018
are budgeted at $8,795,000.
Police Pension Fund
Every Illinois municipality having a population of not less than 5,000 and not
more than 500,000 must have a Police Pension Fund as prescribed in 40 ILCS
5/3-101 of the Illinois Revised Statutes. The Police Pension Fund expenditures
for FY 2018 are budgeted at $12,525,000.
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PART II
CHARTS & SUMMARIES
37
2018 ADOPTED BUDGET
Organizational Chart
Residents
Mayor
City Council
City Clerk
Police
Fire Community
Development
Public Works
Agency
Health and
Human
Services
Parks, Recreation
& Community
Services
Law
Administrative
Services
City Manager Assistant City
Manager
CFO/City
Treasurer
Boards and
Commissions
Library
38
General Information
Evanston and its Government
The City of Evanston is a Home Rule community located in Northeastern Illinois along Lake
Michigan. The City is governed by a Council-Manager form of government, which includes a Mayor
and nine ward-elected Aldermen. The City provides a wide variety of services, including fire
protection, law enforcement, water and sewer utilities, health and human services, recreation,
public works, libraries, and community development.
The City of Evanston’s eight square miles include over 33,000 housing units for an estimated 74,486
residents. Evanston also hosts a top tier institution of higher learning, Northwestern University. In
addition, the City is home to several other international and national non-profit and philanthropic
organizations.
By combining a high quality of life and close proximity to the City of Chicago and Lake Michigan,
Evanston continues to be a highly desirable residential community. The quality of Evanston’s
earliest neighborhoods has been preserved and enhanced by foresight in planning and zoning. Due
to cultural opportunities and flourishing commercial districts, the City of Evanston is increasingly a
destination for business and pleasure alike, rather than a purely residential community.
Date of Incorporation 1863 Library Services
Library Facilities 3
Form of Government Council – Manager Number of Books / Materials 534,400
Number of Registered Borrowers 63,045
Geographic Location On Lake Michigan Annual Circulation 1,071,401
Immediately north
of Chicago
Recreation Facilities
Population (2011 Census Estimate) 75,570 Number of City-maintained Parks and
Playgrounds
75
Park Area in Acres 265
Number of Households (2010 Census
Estimate)
29,106 Number of Public Swimming Beaches 5
Number of Housing Units (2009 Census
Estimate)
33,335 Municipal Parking Utility
Number of Parking Meters 2,300
Equalized Assessed Valuation (2014) $2,244,569,975 Number of Parking Lots 35
Capacity of Parking Lots 1,919
Per Capita Income (2010 Census Estimate) $41,340 Metered Spaces 686
Space Rentals and Free Spaces 1,233
Municipal Services and Facilities Capacity of Parking Garages 3,283
Miles of Streets 147 Number of Parking Garages 3
Miles of Alleys 76
Miles of Sewers 208 Municipal Water Utility
Number of Street Lights 5,641 Total Population Serviced 365,883
Northwest Water Commission 225,137
Fire Protection Evanston 75,570
Number of Firefighters (2010) 107 Skokie 65,176
Number of Stations 5 Miles of Water Mains 157.5
Number of Fire Hydrants 1,385 Filtration Plant Rated Daily Capacity (gallons) 108,000,000
I.S.O. Rating Class 3 Rated Daily Pumping Capacity (gallons) 147,000,000
Police Protection Average Daily Pumpage (gallons) 37,850,000
Number of Sworn Officers (2010) 160
Number of School Crossing Guards 49
Number of Parking Enforcement Officers 11
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CITY OF EVANSTON, ILLINOIS
Demographic and Economic Statistics
Last Ten Years
Per Education
Total Capita % of population
Calendar Personal Personal Median with HS Diploma School Unemployment
Year Population Income Income Age or Higher Enrollment Rate
2005 74,239 2,775,350,776 37,384 32.5 94.0%9,740 5.0%
2006 74,239 2,902,967,617 39,103 32.5 94.0%9,550 4.5%
2007 74,239 2,902,967,617 39,103 32.5 94.0%9,550 4.4%
2008 74,239 2,902,967,617 39,103 32.5 94.0%9,550 4.6%
2009 74,239 2,902,967,617 39,103 32.5 94.0%9,550 4.7%
2010 74,486 3,157,759,484 42,394 34.3 94.0%9,550 7.9%
2011 74,486 3,197,311,550 42,925 34.3 94.0%11,369 7.3%
2012 74,486 3,176,902,386 42,651 35.1 93.6%11,418 6.8%
2013 74,619 3,113,477,775 41,725 34.4 93.9%10,293 6.7%
2014 75,570 3,262,734,750 43,175 34.4 93.9%10,429 4.2%
2015 75,570 3,124,063,800 41,340 34.4 93.9%11,088 4.5%
Source: Various Government agencies
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DATE TIME ACTIVITY
Monday,July 10, 2017 7PM*Mid-Year 2017 Budget Review
Monday, July 24, 2017 7PM*2017 end of year and 2018 baseline discussion
Wednesday, September 13, 2017 7PM - 9PM in G300 Multi-media Budget Outreach Event
Friday October 6, 2017 5PM Proposed 2018 Budget to City Council
Monday, October 16, 2017 7PM 2018 Budget Discussion
Monday, October 23, 2017 7PM*2018 Budget Discussion
Saturday, October 28, 2017 9AM - 1PM Special City Council meeting
Public Hearing-- Truth in Taxation
Public Hearing-- FY 2018 Proposed Budget
Preliminary Tax Levy Estimate
Monday, November 6, 2017 7PM 2018 Budget Discussion (if needed)
Monday, November 27, 2017 7PM*2018 Budget & 2017 Tax Levy Adoption
*meeting times are approximate
Rosh Hashana is September 20-22
Yom Kippur is September 29-30
Columbus Day is October 9
Thanksgiving is November 23
City of Evanston
2018 Budget Calendar
All meetings are held in the James C. Lytle Council Chambers except for the Sept 20th outreach event (G300)
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201 8 ADOPTED BUDGET
Budget Process
Summary of Proceedings
The City’s fiscal year begins on January 1. The City Manager submits to the City Council a proposed
operating budget in October for the fiscal year commencing the following January 1. The operating
budget includes proposed expenditures and the means of financing those expenditures. The City
Council holds public hearings and then may modify the budget prior to adoption.
The City Manager is authorized to transfer budgeted amounts between departments and within any
fund (such as the General Fund); however, any revisions that alter the total expenditures of any fund
must be approved by the City Council.
Preparation and Adoption
Budgets are legally adopted on a basis consistent with generally accepted accounting principles
(GAAP) except that property taxes are budgeted as revenue in the year for which they are levied.
Property taxes are budgeted utilizing a cash basis of accounting whereas budgeted property tax
revenue will be what the City actually anticipates receiving for any given budget year. The budgets
of the governmental type funds are prepared on a modified accrual basis. Debt service payments
and a number of specific accrued liabilities are only recognized as expenditures when payment is
due, and revenue is recognized only when it has actually been received.
Related Legislation
The Evanston City Council has adopted three primary pieces of legislation which govern the budget
process:
Resolution 67-R-79 establishes a Budget Policy for the City of Evanston. This policy provides
guidelines for determining the amount of property tax to be levied, the funding for the Police and
Fire Pension Funds, and the re-appropriation of fund balance.
Ordinance 57-0-79 provides for the adoption of the annual budget. This ordinance establishes the
annual budget shall be adopted by the City Council before the beginning of the fiscal year to which
it applies.
Compilation of the Proposed Budget - Each year the City Manager shall prepare and submit a
proposed budget to the City Council to allow for ample time for discussion and decision-making.
The proposed budget shall contain estimates of revenues available to the City for the fiscal year
along with recommended expenditures for the departments, boards and commissions. The City
Manager is required to submit a balanced budget to Council in which revenues equal expenditures
Revision of Annual Budget - Following City Council adoption of the budget, the City Council by a
vote of two-thirds of its members, shall have the authority to revise the budget by transferring
monies from one fund to another or adding to any fund. No revision of the annual budget shall
increase the budget in the event monies are not available to do so.
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201 8 ADOPTED BUDGET
Budget Process
Public Hearing, Notice and Inspection of Budget - The City Council will hold a public hearing on
the annual budget prior to final action by the City Council. Notice of this hearing shall be published
in a local newspaper at least ten days prior to the public hearing. Copies of the proposed budget will
be available for public inspection in printed form in the office of the City Clerk for at least ten days
prior to the hearing.
Resolution 6-PR-78 establishes a policy concerning municipal budget procedures. The primary
components of this resolution include the following:
In advance of the submission of the City Manager’s proposed budget to the City Council,
the Administration and Public Works Committee shall publicize and conduct a public
hearing to receive input from citizens concerning municipal appropriations for the coming
year.
Sufficient copies of the proposed budget shall be placed on file with the City Clerk, the
Public Library, and will be available for public inspection at these locations.
The City Council budget meeting agendas will be available to the public prior to the initial
special meeting of the City Council on the proposed budget.
Each special meeting of the City Council on the proposed budget shall designate a period of
time for citizen testimony concerning budget matters discussed during that special meeting.
The length of such time shall be determined by the chairman prior to the budget meeting
process.
Financial Control Procedures
The City reports financial results based on generally accepted accounting principles as promulgated
by the Governmental Accounting Standards Board (GASB). The accounts of the City are divided
into separate self-balancing funds comprised of its assets, liabilities, fund equity, revenues and
expenditures, as appropriate.
The City’s expenditures are monitored on a regular basis by the Administrative Services Department.
Disbursements are made only if the expenditure is within the authorized appropriation. For all major
expenditures, purchase orders are prepared, approved and the related appropriation is encumbered
before a check is issued.
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201 8 ADOPTED BUDGET
Budgetary Basis of Accounting
The City was incorporated in 1863. The City operates under a Council-Manager form of
government, is a home rule municipality as defined by Illinois state law and provides the following
services as authorized by its charter: general management and support, public safety, public works,
health and human resource development, library, recreational and cultural opportunities, and
housing and economic development.
The City uses funds and account groups to report on its financial position and the results of its
operations. Fund accounting is designed to demonstrate legal compliance and to aid financial
management by segregating transactions related to certain City functions or activities.
A fund is a separate accounting entity with a self-balancing set of accounts. An account group, on
the other hand, is a financial reporting device designed to provide accountability for certain assets
and liabilities that are not recorded in the funds because they do not directly affect net expendable
available financial resources.
Funds are classified into three categories: governmental, proprietary and fiduciary. Each category, in
turn, is divided into separate “fund types.”
Governmental funds are used to account for all or most of the City’s general activities, including the
collection and disbursement of earmarked monies (special revenue funds), the acquisition or
construction of general fixed assets (capital projects funds), and the servicing of general long-term
debt (debt service funds). The general fund is used to account for all activities of the City not
accounted for in some other fund.
The City follows these procedures in establishing the budgetary data reflected in the financial
statements:
1. The City Manager submits to the City Council a proposed operating budget for the fiscal
year commencing the following fiscal year. The operating budget includes proposed expenditures
and the means of financing them.
2. Public budget hearings are conducted. Taxpayer comments are received and noted.
3. The City Manager is authorized to transfer budgeted amounts between departments within
any fund; however, any revisions that alter the total expenditures of any fund must be approved by
the City Council.
4. Budgets are legally adopted on a basis consistent with generally accepted accounting
principles (GAAP). It should be noted that property taxes are budgeted on a cash basis. For
purposes of preparing the combined statement of revenues, expenditure and changes in fund
balances - budget and actual, GAAP revenues and expenditures have been adjusted to the budgetary
basis.
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201 8 ADOPTED BUDGET
Budgetary Basis of Accounting
The level of control (level at which expenditures may not exceed budget) is at the fund level. All
unencumbered annual appropriations are lapsed at the fiscal year-end.
Encumbrance accounting, under which purchase orders, contracts, and other commitments for the
expenditure of monies are recorded, reserve a portion of a budgeted account so that amount is not
spent elsewhere. For non-enterprise funds, encumbrances are usually not counted as expenditures
until the actual disbursement has been made.
The financial information of general governmental type funds (for example, the general fund itself
and MFT funds) is prepared on a modified accrual basis. Briefly, this means that revenues are
usually recorded when they become available and are measurable while expenditures are recorded
when the liability has been incurred.
The enterprise funds (Water, Sewer, Solid Waste, and Parking), on the other hand, are often
reported on a full accrual basis. Not only are expenses recognized when a commitment is made
(through a purchase order) but revenues are also recognized when they are obligated to the City (for
example, water user fees are recognized as revenue when bills are produced).
The Comprehensive Annual Financial Report (CAFR) shows the status of the City’s finances on the
basis of “generally accepted accounting principles” (GAAP) and a budget basis for comparison
purposes.
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201 8 ADOPTED BUDGET
Fund Descriptions
GENERAL FUND
General Fund - To account for all activity traditionally associated with government operations,
which are not required to be accounted for in another fund.
SPECIAL REVENUE FUNDS
General Assistance Fund – To account for the General Assistance program. Assistance is
provided to persons who are not eligible for any other state or federal financial assistance
programs and who do not have income or resources to provide for their basic needs.
Human Services Fund – To account for the access to resources that offer support and
empower families.
Good Neighbor Fund – To account for the resources provided by Northwestern University to
assist City functions and increase programming.
Library Fund – To account for the Evanston Public Library. The Evanston Public Library
promotes the development of independent, self-confident, and literate citizens through the
provision of open access to cultural, intellectual, and informational resources for all ages.
Library Capital Fund – To account for the capital improvements to the Evanston Public
Library. Funding is provided primarily through property tax levy.
Library Debt Fund – To account for principal and interest payments on debt proceeds issued
and allocated to the Evanston Public Library.
Neighborhood Stabilization Program 2 – To account for the NSP2 program. Financing is
provided by the United States Department of Housing and Urban Development. Expenditures
are made in accordance with federal law.
Motor Fuel Tax Fund - To account for the operation of street maintenance programs and
capital projects as authorized per the Illinois Department of Transportation. Financing is
provided from a State of Illinois municipal allotment of gasoline tax revenue.
Emergency Telephone System Fund - To account for revenues and expenditures for 911
emergency telephone service. Financing is provided by landline and wireless phone surcharges.
Special Service District No. 4 Fund - To account for promotion, advertisement, and street
maintenance costs of the area located in the City's central business district. Financing is
provided by the City through an annual special service area property tax levy.
Special Service Area No. 6 Fund To account for promotion, advertisement, and street
maintenance costs of the area located in the City's commercial district surrounding Dempster,
Chicago, and Main. Financing is provided by the City through an annual special service area
property tax levy.
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201 8 ADOPTED BUDGET
Fund Descriptions
Community Development Block Grant Fund - To account for the revenues and expenditures
of the Federal Community Development Block Grant program. Financing is provided by the
federal government on a reimbursement basis in accordance with federal formula. Expenditures
are made in accordance with federal law requirements.
Community Development Block Grant Loan Fund - To account for residential rehabilitation
loans to residents.
Economic Development Fund - To account for costs associated with economic development
activities of the City. Financing is primarily provided by hotel and amusement tax revenues.
Neighborhood Improvement Fund - To account for a portion of sales tax revenues derived
from retail sales at the Home Depot store in Evanston. Sales tax revenues allocated to this fund
are to be expended on public projects that will benefit the immediate neighborhood nearby the
store.
HOME Fund – To account for the Home program. Financing is provided by the federal
government and used to create affordable housing to low-income households. Expenditures are
made in accordance with the requirements of federal law.
Affordable Housing Fund - To account for costs associated with affordable housing programs
for low and moderate income City of Evanston residents.
DEBT SERVICE FUNDS
Debt Service Fund - To account for non-abated, general obligation payments on the principal
and interest related to bonds and/or other City debt.
Special Service Area No. 5 Fund - To account for principal and interest payments on debt
issued for this special taxing district.
Southwest Tax Increment District Fund - To account for principal and interest payments on
debt proceeds issued and allocated to this tax increment financing district.
Howard-Hartrey Tax Increment District Fund - To account for principal and interest
payments on debt proceeds issued and allocated to this tax increment financing district.
Washington National Tax Increment District Fund - To account for principal and interest
payments on debt proceeds issued and allocated to this tax increment financing district.
Howard-Ridge Tax Increment District Fund - To account for principal and interest
payments on debt proceeds issued and allocated to this tax increment financing district.
West Evanston Tax Increment District Fund - To account for principal and interest
payments on debt proceeds issued and allocated to this tax increment financing district.
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201 8 ADOPTED BUDGET
Fund Descriptions
Dempster-Dodge Tax Increment District Fund – To account for principal and interest
payments on debt proceeds issued and allocated to this tax increment financing district.
Chicago-Main Tax Increment District Fund – To account for principal and interest
payments on debt proceeds issued and allocated to this tax increment financing district.
CAPITAL PROJECTS FUNDS
Capital Improvement Fund - To account for capital projects not funded through special
revenue, tax increment financing, or enterprise funds. Capital projects include, but are not
limited to: long term improvements to public buildings, the paving of city streets, and the
improvement and development of recreation facilities. Financing is provided primarily by grants
and general obligation bond proceeds.
Crown Construction Fund - To account for all activity related to the construction of a new
Robert Crown Community Center beginning in 2017. Financing is provided by general
obligation bond proceeds and community contributions.
Special Assessment Fund - To account for capital improvements (primarily alley paving)
financed by both special assessments on property owners and City contributions.
ENTERPRISE FUNDS
Water Fund - To account for all activity related to providing water to Evanston residents, as
well as the Village of Skokie and the Northwest Water Commission. All activities necessary to
provide such services are accounted for in this fund, including, but not limited to:
administration, operation, maintenance, debt service, and billing/collection.
Sewer Fund - To account for all activity related to providing sewer service to City residents and
businesses. Activities necessary to provide such service include, but are not limited to:
administration, operations, financing, capital improvements/maintenance, and billing/collection.
Parking Fund - To account for all City-owned parking facilities/garages, lots, and metered
spaces. Maple Avenue and Sherman Plaza Garage activities have been included in this Fund
beginning in FY09-10. All activities are accounted for including administration, operations,
financing, and revenue collection.
Solid Waste Fund – To account for all activity related to refuse, recycling, and yard waste
collection and disposal. Activities necessary to provide such service include, but are not limited
to: administration, operations and revenue collection.
INTERNAL SERVICE FUNDS
Fleet Services Fund – To account for the cost of operating the municipal service center
maintenance facility for transportation vehicles/equipment used by City departments. Such
costs are billed to the user departments.
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201 8 ADOPTED BUDGET
Fund Descriptions
Equipment Replacement Fund – To account for the costs associated with the purchase of
vehicles and equipment.
Insurance Fund - To account for all costs related to general liability and workers' compensation
claims. Beginning with FY10-11, health insurance premiums are also accounted for in this Fund.
This internal service fund uses “funding premium” payments from City operating funds to pay
claim and premium costs incurred.
TRUST AND AGENCY FUNDS
Fire Pension Fund - To account for the accumulation of resources to pay pension costs.
Resources are contributed by sworn fire members at a fixed rate as mandated by state statute and
by the City through an annual property tax levy as determined by an independent actuary.
Police Pension Fund - To account for the accumulation of resources to pay pension costs.
Resources are contributed by sworn police members at a fixed rate as mandated by state statute
and by the City through an annual property tax levy as determined by an independent actuary.
49
201 8 ADOPTED BUDGET
Budget Policies
In ongoing efforts toward formally addressing long-term budgeting provisions, the City of Evanston
has endorsed a Budget Policy. The City Council initially adopted this Budget Policy in December
2000. This policy was revised in 2014 as follows:
I. Budget Process
Preliminary Pubic Hearing
In September of each year prior to submission of the City Manager’s proposed budget to the City
Council, the Administration and Public Works Committee shall publicize and conduct a public
hearing to receive input from citizens concerning municipal appropriations for the coming fiscal
year.
Mid- year Budget Workshop
Each September the Administration and Public Works Committee shall schedule and hold a mid-
year budget workshop. The workshop shall review but not be limited to:
A revenue and expenditure report for the current fiscal year
Structural or legislative issues affecting the current or future fiscal year
Revenue and expenditure forecast for the upcoming fiscal year
Other issues of policy or indicators that will affect the upcoming fiscal year budget
All members of the City Council shall be invited to participate in the Budget Workshop.
Quarterly Financial Update
Following the end of each financial quarter, the City Manager shall present a report summarizing
budgeted vs. actual revenues and expenditures.
Review of the Comprehensive Annual Financial Report
The Administration and Public Works Committee shall review the Comprehensive Annual Financial
Report. This review shall take place at the earliest meeting date following publication.
Copies of the Proposed and Final Budget
Sufficient copies of the proposed and final budget shall be placed on file in printed form with the
City Clerk, the Public Library, all library branches, and will be available for public inspection at these
locations. An electronic version of the proposed and final budget shall be posted on the City of
Evanston Website. The City of Evanston may offer for sale a printed and electronic copy of the
proposed and final budget for a fee not to exceed the cost of preparation, printing, and distribution
of the budget.
Submission of the Proposed Budget
The City Manager will submit a balanced budget to the City Council by October 31.
50
201 8 ADOPTED BUDGET
Budget Policies
II. Fund Policies
General Fund
The General Fund budget will be balanced each year, subject to the current Fund Reserve level. In
the event the General Fund Reserve balance is below the minimum level of 16.6%, the fund may be
structured with a surplus budget in order to bring reserves up to the minimum. In the event the fund
reserve is above the 20% recommended maximum, the budget may be structured in a deficit to
account for the transfers out to other funds as noted in the reserve policy.
Parking System Fund
This is an enterprise fund and as such is expected to be self-sufficient. Any revenues generated,
especially from sales, should be retained to maintain the fund. Fees should be periodically increased
sufficiently to fund operating costs, depreciation, and a reserve. The General Fund will continue to
be properly compensated for administrative expenses, which support parking system activities.
Water Fund
A minimum of 16.6% of expenses shall be maintained as a reserve; in addition, a sufficient reserve
shall be maintained to meet debt requirements. A portion of the fund reserve shall be used to fund
depreciation and capital improvement needs.
Fire and Police Pension Funds
The Firefighters and Police Pension Funds shall receive funding in accordance with the Joint
Actuarial Report provided by the City and both Funds each year. Actuarial methods and
assumptions shall be reviewed annually and shall meet or exceed Illinois statutory regulations.
Emergency Telephone System Fund
This fund must be maintained at a level adequate to provide for maintenance of current operations,
the capability to respond to unforeseen events, funding of long-term capital improvements, and
needed upgrades. The fund shall be entirely supported by revenues received from the imposed
telephone surcharge.
Motor Fuel Tax Fund
Revenues for this fund are provided by the state motor fuel tax and as such should be used only for
street improvement, repair, and maintenance as allowed by State of Illinois law. Funds may be
accumulated for the purpose of accomplishing major projects, however, the beginning reserve
balance for this fund should not fall below 25% of the annual revenue received in the prior year.
Insurance Fund
The Insurance Fund must be maintained to meet the City’s current and future insurance liability and
self-funded employee benefits program requirements. Liability Insurance Requirements include
current budget year obligations and building a reserve (as noted in the fund reserve section of this
communication) over seven years to prepare for anticipated claims and losses. The City Manager
shall be required to present an annual report itemizing all of the City’s current and long -term claims
and liabilities. Each year City staff will review worker compensation, liability, and property insurance
policies to determine if coverage meets current financial and operational needs. The City Manager
51
201 8 ADOPTED BUDGET
Budget Policies
each year will recommend to the City Council insurance policy coverage and limits and include the
necessary funds in the operating budget. Self-funded Employee Benefit Program costs are accounted
for in this fund and at the Intergovernmental Personal Benefits Cooperative (IPBC). As required by
the IPBC the City will maintain a minimum of one month’s reserve for PPO benefit programs at the
IPBC. Further, the City will set rates and manage program benefit costs to keep cost increases below
the Medical rate of inflation.
Fleet Services Fund
The City of Evanston shall maintain vehicles and equipment, which are safe and adequate for the
demands of the operating departments. Interfund transfers from operating departments shall be
established to maintain the necessary staff, equipment and supplies/parts to service all appropriate
vehicles.
Equipment Replacement Fund
The Equipment Replacement Fund receives interfund transfer from operating department’s
established to replace vehicles within 2 years of the expiration of their useful life as determined by
the fleet maintenance division. General obligation debt shall only be used for vehicles with an
expected equal to or greater than 15 years and with a purchase price greater than or equal to
$250,000.
Debt Service Fund
General Obligation Debt of the City means debt (viz., bonds) for which an unlimited real property
tax levy is made or pledged for payment. General Obligation Debt shall be allocated into two
categories. Self-Supporting General Obligation Debt shall mean General Obligation Debt which, at
the time of issuance, is expected and intended by the Treasurer to be payable out of a source of
funds other than the City’s general real property tax levy, thus permitting the abatement and
avoidance of the property tax levy to pay such bonds; examples of Self-Supporting General
Obligation Debt include (without limitation) bonds payable from the Water Fund or the Sewer
Fund, bonds payable from special assessments, bonds payable from tax increment financing areas,
and bonds payable from Motor Fuel Taxes. Tax-Supported General Obligation Debt shall mean all
other General Obligation Debt, which is expected and intended to be paid from a general real
property tax levy. General Obligation Debt shall not include any obligation of the City not
denominated a bond, including, without limitation, short term notes or warrants or other obligations
which the City may issue from time to time for various purposes and to come due within three (3)
years of issuance. General Obligation Debt does not include bonds which have been refunded or
decreased and which, as a consequence of same, are provided for from a dedicated source of funds
or investments. Self-Supporting General Obligation Debt shall not be limited by this Budget Policy.
Tax-Supported General Obligation Debt shall not exceed $113,000,000 in aggregate principal
amount, which limit is expressly subject to increase from time to time by action of the City Council
as the needs of the City may grow. General Obligation Debt issued as so-called zero coupon bonds
or capital appreciation bonds shall be counted as debt in the original principal amount issued. The
Treasurer shall at all times keep a book or record of all General Obligation Debt and its proper
allocation. The Treasurer’s statements as to the allocation of General Obligation Debt into these
two categories shall be conclusive. Notwithstanding this statement of policy, all bonds or other
52
201 8 ADOPTED BUDGET
Budget Policies
obligations by whatever name designated of the City duly authorized to be issued by the City
Council shall be valid and legally binding as against the City, and there shall be no defense of the
City as against any bondholder or other obligation holder on the basis of this policy.
Sewer Fund
This is an enterprise fund and as such is expected to be self-sufficient. As a result, rates should be
scheduled to increase to meet costs of sewer operations, debt service, and capital projects. Transfers
to other funds for administrative expenses should be maintained to reflect true program costs.
Solid Waste Fund
This is an enterprise fund and as such is expected to be self-sufficient. As a result, rates should be
scheduled to increase to meet costs of solid waste operations, debt service, and capital projects.
Transfers to other funds for administrative expenses should be maintained to reflect true program
costs.
Expenditure Analysis
City Council shall review all significant operational, economic, program, and expenditure proposals
in regard to the short term and long-term budgetary and economic impact. The appropriate City
Department and staff shall provide the budget analysis for the review and consideration by the City
Council.
III. Fund Reserve Policy
The Fund Reserve Policy is as follows:
General Fund
A minimum of 16.6% or two month of operating expenses shall be maintained as a reserve. Any
monies over a 16.6% reserve in this fund shall be re-appropriated to other funds that have not met
their reserve requirements. Once all funds have met their fund requirements additional funds shall
go to the Capital Improvement Program. A minimum of a 5% reserve is required, per bond
agreements.
Parking System Fund
A minimum of 16.6% expenses shall be maintained as a reserve; in addition a sufficient reserve shall
be maintained to meet bond requirements. A portion of the fund reserve shall be used to fund
depreciation and capital improvement needs. A minimum of 5% is required, per bond requirements.
Water Fund
A minimum of 10% expenses shall be maintained as a reserve; in addition a sufficient reserve shall
be maintained to meet bond requirements. A portion of the fund reserve shall be used to fund
depreciation and capital improvement needs. A minimum of a 5% reserve is required, per bond
agreements.
53
201 8 ADOPTED BUDGET
Budget Policies
Sewer Fund
A minimum of 16.6% of expenses shall be maintained as a reserve; in addition, a sufficient reserve
shall be maintained to satisfy both bond and IEPA loan debt requirements. A portion of this fund
reserve shall be used to fund depreciation and capital improvement needs.
Solid Waste Fund
A minimum of 16.6% of expenses shall be maintained as a reserve; in addition, a sufficient reserve
shall be maintained to satisfy debt requirements. A portion of this fund reserve shall be used to fund
depreciation and capital improvement needs.
Motor Fuel Tax Fund
A minimum of 25% expenses shall be maintained as a reserve in order to ensure the efficient startup
of roadway projects each year.
Capital Improvement Fund
A minimum of 25% of expenses funded from non-debt sources shall be maintained as a reserve. No
debt-service costs are located in this fund and therefore no reserve is required for debt service. This
25% reserve shall be used for the startup costs of the current year capital projects in the approved
annual budget. Any funds that remain unspent from incomplete capital projects shall be in addition
to this 25% level. Any funds that are unspent from projects that were completed under budget shall
be included in this 25% level. All projects funded from bond proceeds or other debt issues, shall be
tracked along with that debt issue to comply with arbitrage and issuance compliance regulations.
Tax Increment Finance Funds
Fund reserves shall be based on outstanding debt-service requirements or multi-year development
incentives established by the City. Reserves shall be designated for the funding of these long-term
expenses prior to being released for future capital or development expenses.
Insurance Fund
Health Insurance Reserves should be no less than three months of annual expenses. At least one
month of the three month reserve is required to be kept at the Intergovernmental Personal Benefits
Cooperative (IPBC). This reserve will be utilized to cover the claims payable cycle cost which is
approximately 45 days, and to provide for reserves in the event of major changes in rates/claims
experience. Liability Insurance Reserves are not established to fully fund all potential future claims.
As such, cash reserves should be set at a minimum of 25% of outstanding claims payable as defined
in the prior year audit or twice the current annual self-insured retention coverage level (currently at
$1,250,000).
Fleet Maintenance Fund
Fleet Maintenance Fund Reserves should remain in a positive position with sufficient funds to
operate during the year.
Equipment Replacement Fund
Equipment Replacement Fund Reserves should not exceed the amount of accumulated depreciation
of the City’s fleet as noted in the prior year Annual Audit.
54
Fund Fund #2016 Actual
Amount
2017 Amended
Budget
2017 Estimated
Amount
2018 Adopted
Budget
Net Change in
Proposed Expenses Percent Change
General 100 111,562,594 118,686,191 115,128,078 114,237,796 (4,448,395) -3.7%
General Assistance 175 804,857 1,178,971 1,133,249 1,265,921 86,950 7.4%
Human Services 176 849,394 859,153 859,153 859,153 - 0.0%
Good Neighbor Fund 180 1,000,000 1,000,000 1,000,000 1,000,000 - 0.0%
Library 185 6,785,204 7,250,345 6,888,284 7,471,297 220,952 3.0%
Library - Debt Service 186 1,048,044 345,955 367,288 333,404 (12,551) -3.6%
Library - Capital 187 - 3,774,500 1,422,150 10,095,000 6,320,500 167.5%
Neighborhood Stabilization 195 91,447 98,899 51,167 94,821 (4,078) -4.1%
Motor Fuel 200 2,319,789 2,248,990 1,858,000 2,457,990 209,000 9.3%
Emergency Telephone 205 1,429,460 1,030,418 997,202 1,043,438 13,020 1.3%
Special Service Area # 4 210 323,000 320,000 320,000 370,000 50,000 15.6%
CDBG 215 2,022,452 2,281,978 1,864,064 2,439,512 157,534 6.9%
CDBG Loan 220 160,641 293,000 150,000 293,000 - 0.0%
Economic Development 225 2,145,068 - - - - N/A
Neighborhood Improvement 235 - 100,000 - 100,000 - 0.0%
HOME 240 207,876 586,692 395,825 588,321 1,629 0.3%
Affordable Housing Fund 250 149,207 1,707,252 397,004 489,300 (1,217,952) -71.3%
Washington National TIF 300 5,561,415 10,540,636 7,680,636 9,207,040 (1,333,596) -12.7%
Special Service Area # 5 305 525,284 - - - - N/A
Southwest II TIF 310 1,873,437 599,667 599,667 - (599,667) -100.0%
Debt Service 320 23,604,473 23,656,137 14,465,906 14,297,257 (9,358,880) -39.6%
Howard-Ridge TIF 330 787,249 1,598,600 1,318,000 4,681,500 3,082,900 192.8%
West Evanston TIF 335 37,998 40,000 40,000 40,000 - 0.0%
Dempster-Dodge TIF 340 29,415 2,044,000 2,044,000 72,666 (1,971,334) -96.4%
Chicago-Main TIF 345 1,756,993 3,640,000 3,640,000 108,999 (3,531,001) -97.0%
Special Service Area #6 350 145,003 290,730 290,730 221,500 (69,230) -23.8%
Capital Improvement 415 10,759,111 29,130,782 19,604,527 30,297,527 1,166,745 4.0%
Crown Construction 416 - 1,377,730 1,377,730 9,634,000 8,256,270 599.3%
Special Assessment 420 369,449 513,427 513,427 585,217 71,790 14.0%
Parking 505 9,819,656 14,524,752 13,710,049 12,896,493 (1,628,259) -11.2%
Water 510 15,097,592 29,361,507 21,146,017 45,663,506 16,301,999 55.5%
Sewer 515 7,267,980 14,607,057 14,685,513 14,817,870 210,813 1.4%
Solid Waste 520 4,966,872 5,198,345 5,136,237 5,109,701 (88,644) -1.7%
Fleet 600 3,004,854 3,719,237 3,076,524 3,333,871 (385,366) -10.4%
Equipment Replacement 601 1,726,829 1,530,422 1,603,573 1,597,977 67,555 4.4%
Insurance 605 19,705,379 19,075,611 20,583,965 18,439,931 (635,680) -3.3%
Fire Pension 700 8,603,806 8,705,000 8,745,000 8,795,000 90,000 1.0%
Police Pension 705 11,367,506 11,817,000 11,944,000 12,525,000 708,000 6.0%
Total All Funds 257,909,336$ 323,732,984$ 285,036,965$ 335,464,008$ 11,731,024$ 3.6%
All budget totals in this summary are gross figures prior to eliminating interfund transfers.
Total Budgeted Expenditures - All Funds
FY2017 vs. FY2018
(Prior to Interfund Transfers)
In this summary, the total budgets for all funds are compared with the Amended fund totals for FY17
55
Fund Fund #FY2017 Net
Budget
FY2018 Adopted
Expenditures
Less Transfers to
Other Funds
FY2018 Net
Expenditures Net Change Percent
Change
General 100 81,959,047 114,237,796 (38,920,232) 75,317,564 (6,641,483) -8.1%
General Assistance 175 1,157,729 1,265,921 (44,666) 1,221,255 63,526 5.5%
Human Services 176 859,153 859,153 - 859,153 - 0.0%
Good Neighbor Fund 180 - 1,000,000 (1,000,000) - -
Library 185 6,494,275 7,471,297 (859,191) 6,612,106 117,831 1.8%
Library - Debt Service 186 345,955 333,404 - 333,404 (12,551) -3.6%
Library - Capital 187 3,774,500 10,095,000 - 10,095,000 6,320,500 167.5%
Neighborhood Stabilization 195 89,323 94,821 (8,946) 85,875 (3,448) -3.9%
Motor Fuel 200 1,391,000 2,457,990 (2,457,990) - (1,391,000) -100.0%
Emergency Telephone 205 862,495 1,043,438 (171,064) 872,374 9,879 1.1%
Special Service Area # 4 210 320,000 370,000 - 370,000 50,000 15.6%
CDBG 215 1,696,602 2,439,512 (1,041,040) 1,398,472 (298,130) -17.6%
CDBG Loan 220 293,000 293,000 - 293,000 - 0.0%
Economic Development 225 (970,806) - - - - 0.0%
Neighborhood Improvement 235 100,000 100,000 - 100,000 - 0.0%
HOME 240 586,692 588,321 (4,661) 583,660 (3,032) -0.5%
Affordable Housing Fund 250 1,707,252 489,300 (3,841) 485,459 (1,221,793) -71.6%
Washington National TIF 300 600,000 9,207,040 (7,107,040) 2,100,000 1,500,000 250.0%
Special Service Area # 5 305 - - - - - N/A
Southwest II TIF 310 361,415 - - - - 0.0%
Southwest TIF 315 - - - - - N/A
Debt Service 320 14,431,137 14,297,257 - 14,297,257 (133,880) -0.9%
Howard-Ridge TIF 330 538,600 4,681,500 (1,560,000) 3,121,500 2,582,900 479.6%
West Evanston TIF 335 10,000 40,000 (30,000) 10,000 - 0.0%
Dempster-Dodge TIF 340 40,000 72,666 - 72,666 32,666 81.7%
Chicago-Main TIF 345 60,000 108,999 - 108,999
Special Service Area #6 350 220,000 221,500 - 221,500
Capital Improvement 415 30,008,512 30,297,527 (500,000) 29,797,527 (210,985) -0.7%
Crown Capital 416 9,634,000 - 9,634,000 9,634,000 N/A
Special Assessment 420 - 585,217 (513,427) 71,790 71,790 N/A
Parking 505 13,062,146 12,896,493 (1,998,731) 10,897,762 (2,164,384) -16.6%
Water 510 24,744,982 45,663,506 (4,846,783) 40,816,723 16,071,741 64.9%
Sewer 515 13,182,427 14,817,870 (1,413,267) 13,404,603 222,176 1.7%
Solid Waste 520 4,563,841 5,109,701 (444,860) 4,664,841 101,000 2.2%
Fleet 600 3,507,268 3,333,871 (218,909) 3,114,962 (392,306) -11.2%
Equipment Replacement 601 1,530,422 1,597,977 - 1,597,977 67,555 4.4%
Insurance 605 19,065,979 18,439,931 (9,632) 18,430,299 (635,680) -3.3%
Fire Pension 700 8,705,000 8,795,000 - 8,795,000 90,000 1.0%
Police Pension 705 11,817,000 12,525,000 - 12,525,000 708,000 6.0%
Total All Funds 247,114,946$ 335,464,008$ (63,154,280)$ 272,309,728$ 25,194,782$ 10.2%
Total Budgeted Expenditures
This chart presents the gross total for each fund, less interfund transfers.
The results are net expenditures for each fund and for the FY2017 budget.
The total for each fund is compared with that of the approved FY2018 budget.
Adjusted for Interfund Transfers
56
Budget Budget
Fund Transfers To Fund Transfers From
Revenue To General 270,000 Expense From Library (270,000)
Revenue To General 480,000 Expense From Good Neighbor (480,000)
Revenue To General 957,990 Expense From Motor Fuel (957,990)
Revenue To General 60,000 Expense From E911 (60,000)
Revenue To General 330,701 Expense From CDBG (330,701)
Revenue To General 550,000 Expense From Washington-National TIF (550,000)
Revenue To General 60,000 Expense From Howard-Ridge TIF (60,000)
Revenue To General 30,000 Expense From West Evanston TIF (30,000)
Revenue To General 500,000 Expense From Capital Improvement (500,000)
Revenue To General 900,000 Expense From Parking (900,000)
Revenue To General 3,549,555 Expense From Water (3,549,555)
Revenue To General 330,167 Expense From Sewer (330,167)
Subtotal 8,018,413$ Subtotal (8,018,413)$
Revenue To Police and Fire Pensions 18,807,651 Expense From General (18,807,651)
Subtotal 18,807,651$ Subtotal (18,807,651)$
Revenue To Health and Human Services 828,471 Expense From General (828,471)
Subtotal 828,471$ Subtotal (828,471)$
Revenue To Library Fund 70,000 Expense From Good Neighbor (70,000)
Subtotal 70,000$ Subtotal (70,000)$
Revenue To Capital Fund 610,000 Expense From CDBG (610,000)
Revenue To Capital Fund 2,390,000 Expense From Washington-National TIF (2,390,000)
Revenue To Capital Fund 1,500,000 Expense From Howard-Ridge TIF (1,500,000)
Revenue To Capital Fund 250,000 Expense From Special Assessment (250,000)
Revenue To Capital Fund 350,000 Expense From Parking (350,000)
Revenue To Capital Fund 450,000 Expense From Good Neighbor (450,000)
Revenue To Capital Fund 1,500,000 Expense From Motor Fuel (1,500,000)
Subtotal 7,050,000$ Subtotal (7,050,000)$
Revenue To Debt Service (ERI)775,502 Expense From General (775,502)
Revenue To Debt Service (Debt Reduction)1,891,042 Expense From General (1,891,042)
Revenue To Debt Service (ERI)83,292 Expense From Library (83,292)
Revenue To Debt Service (ERI)4,654 Expense From NSP2 (4,654)
Revenue To Debt Service (ERI)13,366 Expense From E911 (13,366)
Revenue To Debt Service (ERI)6,792 Expense From CDBG (6,792)
Revenue To Debt Service 263,427 Expense From Special Assessment (263,427)
Revenue To Debt Service (includes ERI)469,297 Expense From Sewer (469,297)
Revenue To Debt Service (ERI)33,442 Expense From Fleet (33,442)
Revenue To Debt Service (ERI)9,632 Expense From Insurance (9,632)
Subtotal 3,550,446$ Subtotal (3,550,446)$
City of Evanston
Budgeted Interfund Transfers
2018 Adopted Budget
57
Revenue To Parking 4,167,040 Expense From Washington-National TIF (4,167,040)
Subtotal 4,167,040 Subtotal (4,167,040)
Revenue To Solid Waste 705,967 Expense From General (705,967)
Subtotal 705,967$ Subtotal (705,967)$
Revenue To Fleet 2,175,530 Expense From General (2,175,530)
Revenue To Fleet 5,440 Expense From Library (5,440)
Revenue To Fleet 159,517 Expense From Parking (159,517)
Revenue To Fleet 824 Expense From CDBG (824)
Revenue To Fleet 132,754 Expense From Water (132,754)
Revenue To Fleet 192,213 Expense From Sewer (192,213)
Revenue To Fleet 322,362 Expense From Solid Waste (322,362)
Subtotal 2,988,640$ Subtotal (2,988,640)$
Revenue To Equipment Repl.1,297,608 Expense From General (1,297,608)
Revenue To Equipment Repl.4,885 Expense From Library (4,885)
Revenue To Equipment Repl.1,339 Expense From CDBG (1,339)
Revenue To Equipment Repl.30,900 Expense From Parking (30,900)
Subtotal 1,334,732$ Subtotal (1,334,732)$
Revenue To Insurance 12,438,461 Expense From General (12,438,461)
Revenue To Insurance 44,666 Expense From General Assistance (44,666)
Revenue To Insurance 495,574 Expense From Library (495,574)
Revenue To Insurance 4,292 Expense From NSP2 (4,292)
Revenue To Insurance 97,698 Expense From E911 (97,698)
Revenue To Insurance 91,384 Expense From CDBG (91,384)
Revenue To Insurance 4,661 Expense From Home (4,661)
Revenue To Insurance 3,841 Expense From Affordable Housing (3,841)
Revenue To Insurance 558,314 Expense From Parking (558,314)
Revenue To Insurance 1,164,474 Expense From Water (1,164,474)
Revenue To Insurance 421,590 Expense From Sewer (421,590)
Revenue To Insurance 122,498 Expense From Solid Waste (122,498)
Revenue To Insurance 185,467 Expense From Fleet (185,467)
Subtotal 15,632,920$ Subtotal (15,632,920)$
$ 63,154,280 Grand Total $ (63,154,280)Grand Total
58
Fund Name Fund #
12/31/17
Estimated Fund
Balance*
2018 Adopted
Revenues
2018 Adopted
Expenditures
FY2018 Adopted
Surplus (Deficit)
12/31/18
Estimated
Unreserved Fund
Balance
Fund Balance as a %
of Expenditures
Fund Balance
Reserve Policy
General Fund 100 14,394,985 114,840,754 114,237,796 602,958 14,997,943 13.1%16.6%
General Assistance Fund 175 402,539 953,500 1,265,921 (312,421) 90,118 7.1%N/A
Human Services 176 70,806 828,471 859,153 (30,682) 40,124 4.7%N/A
Good Neighbor Fund 180 - 1,000,000 1,000,000 - - N/A N/A
Library 185 680,045 7,693,209 7,471,297 221,912 901,957 12.1%N/A
Library - Debt Sevice 186 - 345,790 333,404 12,386 12,386 3.7%N/A
Library - Capital 187 30,559 10,095,000 10,095,000 - 30,559 0.3%N/A
Neighborhood Stabilization 195 - 95,147 94,821 326 326 0.3%N/A
Motor Fuel Tax Fund 200 1,508,678 1,922,000 2,457,990 (535,990) 972,688 39.6%25.0%
Emergency Telephone Fund 205 194,459 1,051,700 1,043,438 8,262 202,721 19.4%N/A
Special Service Area # 4 210 (188,775) 370,000 370,000 - (188,775) -51.0%N/A
CDBG 215 64,106 2,330,124 2,439,512 (109,388) (45,282) -1.9%N/A
CDBG Loan 220 210,921 293,000 293,000 - 210,921 72.0%N/A
Economic Development 225 - - - - - N/A N/A
Neighborhood Improvement 235 169,915 - 100,000 (100,000) 69,915 69.9%N/A
HOME 240 2,377 588,936 588,321 615 2,992 0.5%N/A
Affordable Housing Fund 250 1,187,184 450,830 489,300 (38,470) 1,148,714 234.8%N/A
Washington National TIF 300 3,287,040 5,770,000 9,207,040 (3,437,040) (150,000) -1.6%N/A
Special Service Area #5 305 - - - - - N/A N/A
Howard-Hartrey TIF 310 - - - - - N/A N/A
Southwest TIF 315 - - - - - N/A N/A
Debt Service 320 574,255 14,572,016 14,297,257 274,759 849,014 5.9%N/A
Howard-Ridge TIF 330 344,211 4,385,400 4,681,500 (296,100) 48,111 1.0%N/A
West Evanston TIF 335 430,058 150 40,000 (39,850) 390,208 975.5%N/A
Dempster-Dodge TIF 340 14,586 275,000 72,666 202,334 216,920 298.5%N/A
Chicago-Main TIF 345 90,507 425,000 108,999 316,001 406,508 372.9%N/A
Special Service Area #6 350 294 221,500 221,500 - 294 0.1%N/A
Capital Projects Fund 415 9,597,606 22,642,000 30,297,527 (7,655,527) 1,942,079 6.4%N/A
Crown Captial 416 22,270 11,500,000 9,634,000 1,866,000 1,888,270 19.6%N/A
Special Assessment Fund 420 2,754,789 461,367 585,217 (123,850) 2,630,939 449.6%N/A
Parking System Fund 505 5,207,326 11,134,126 12,896,493 (1,762,367) 3,444,959 26.7%16.6%
Water 510 6,537,297 45,695,656 45,663,506 32,150 6,569,447 14.4%10.0%
Sewer 515 2,866,834 14,698,650 14,817,870 (119,220) 2,747,614 18.5%16.6%
Solid Waste 520 (995,553) 4,851,361 5,109,701 (258,340) (1,253,893) -24.5%N/A
Fleet Service 600 1,155,155 3,141,216 3,333,871 (192,655) 962,500 28.9%N/A
Equipment Replacement 601 1,042,035 1,577,830 1,597,977 (20,147) 1,021,888 63.9%N/A
Insurance 605 (5,105,572) 19,093,273 18,439,931 653,342 (4,452,230) -24.1%N/A
Fire Pension 700 75,004,238 13,784,947 8,795,000 4,989,947 79,994,185 909.5%N/A
Police Pension 705 112,572,674 18,719,704 12,525,000 6,194,704 118,767,378 948.2%N/A
Total All Funds 234,127,849$ 335,807,657$ 335,464,008$ 343,649$ 234,471,498$
City of Evanston
FY 2018 Proposed Budget
Fund Balance Summary
59
GENERAL FUND,
114,237,796, 35%
SOCIAL PROGRAMS,
3,219,895 , 1.0%
MOTOR FUEL TAX FUEL,
2,457,990 , 0.7%
EMERGENCY TELEPHONE
(E911) FUND, 1,043,438 ,
0.3%
DEBT SERVICE FUND,
14,297,257 , 4.3%
CAPITAL FUNDS, 39,931,527 ,
11.9%
PARKING FUND, 12,896,493 ,
3.8%
SEWER FUND, 14,817,870 ,
4.4%
SOLID WASTE FUND,
5,109,701 , 1.5%
5.3% FEDERAL PROGRAMS,
2,732,512 , 0.8%
SPECIAL SERVICE AREAS,
1,176,717 , 0.4%
ECONOMIC DEVELOPMENT,
1,177,621 , 0.4%
TIF FUNDS , 14,110,205 ,
4.2%
WATER FUND, 45,663,506 ,
13.6%
FLEET FUND, 4,931,848 ,
1.5%
PENSION FUNDS, 21,320,000,
6.3%
INSURANCE FUND,
18,439,931 , 5.5%
2018 Adopted Budget - All Funds
$335,464,008
60
201 8 ADOPTED BUDGET
Revenues Sources, Assumptions and Trends
The following is a summary of major revenue sources, trends, and assumptions for the FY 2018
Adopted Budget:
SALES TAXES – The City receives two types of sales taxes – one from the State of Illinois and another
from a sales tax imposed through the City’s home-rule status. Both the State tax (retailers’ occupation
tax- a.k.a. ROT) and the home rule tax rates are 1%, although the home rule tax is not assessed on
“listed” property such as vehicles and most grocery food items and medications.
INCOME TAX – Income tax is a State shared tax that is distributed on a per capita basis and is based
on the average income statewide. Based on the year-to-date actual receipts and Illinois Municipal League
(IML) estimates, staff anticipates receiving approximately $7.0 million in income tax revenues. This is
mainly contributed to the distribution reduction by the State of Illinois.
61
201 8 ADOPTED BUDGET
Revenues Sources, Assumptions and Trends
REAL ESTATE TRANSFER TAX – The real estate transfer tax is imposed at $5 dollars per $1,000
increment of value on the sale or transfer of real estate in the City less certain exemptions as specified
per City code. Real estate transfer tax revenues were budgeted based on year-to-date receipts in
conjunction with an analysis of regional real estate sales trends.
WATER REVENUES – Water revenues from Evanston’s water utility customers are expected to
remain fairly constant from the prior year. This revenue is almost entirely dependent on water
consumption with weather playing a major role, especially during the summer. Evanston water sales in
FY2016 saw revenue increases due to sales to the City of Des Plaines.
62
201 8 ADOPTED BUDGET
Revenues Sources, Assumptions and Trends
SEWER REVENUES – This revenue is billed based on water consumption and the two revenues
often go hand in hand. It is important to note that this revenue, unlike water, is not assessed to those
communities outside of Evanston that purchase Evanston water.
PARKING REVENUES – The City owns and operates parking meters, lots, and three major garages,
which combined, will generate an estimated $6.9 million in revenues in FY 2018.
63
201 8 ADOPTED BUDGET
Property Tax Levy Charts
64
201 8 ADOPTED BUDGET
Property Tax Levy Charts
2014 ADOPTED
LEVY
2015 ADOPTED
LEVY
2016 ADOPTED
LEVY
2017 ADOPTED
LEVY
$ VARIANCE
INCREASE /
(DECREASE)
% VARIANCE
INCREASE /
(DECREASE)
GENERAL FUND
Gross Levy 8,841,731 8,556,481 7,889,028 8,060,613 171,586 2.2%
Loss Factor*176,835 171,130 157,781 161,212 3,432 2.2%
Net Levy - General Fund 8,664,896$ 8,385,351$ 7,731,247$ 7,899,401$ 168,154$ 2.2%
GENERAL FUND - IMRF PENSION
Gross Levy 2,777,778 2,719,691 2,719,691 2,548,105 (171,586) -6.3%
Loss Factor*55,556 54,394 54,394 50,962 (3,432) -6.3%
Net Levy - IMRF Pension 2,722,222$ 2,665,297$ 2,665,297$ 2,497,143$ (168,154)$ -6.3%
GENERAL ASSISTANCE FUND
Gross Levy 1,376,074 816,327 918,367 918,367 - 0.0%
Loss Factor*27,521 16,327 18,367 18,367 - 0.0%
Net Levy - General Assistance 1,348,553$ 800,000$ 900,000$ 900,000$ -$ 0.0%
SOLID WASTE FUND
Gross Levy - - - 418,367 418,367 100.0%
Loss Factor*- - - 8,367 8,367 100.0%
Net Levy - Debt Service -$ -$ -$ 410,000$ 410,000$ 100.0%
TOTAL CITY AND GA FUND $ 12,735,671 $ 11,850,648 $ 11,296,544 $ 11,706,544 $ 410,000 3.63%
FIRE PENSION FUND
Gross Levy 6,185,281 7,215,168 8,029,295 8,229,538 200,243 2.5%
Loss Factor*123,706 144,303 160,586 164,591 4,005 2.5%
Net Levy - Fire Pension 6,061,575$ 7,070,865$ 7,868,709$ 8,064,947$ 196,238$ 2.5%
POLICE PENSION FUND
Gross Levy 8,551,232 9,240,755 10,114,490 10,344,596 230,106 2.3%
Loss Factor*171,025 184,815 202,290 206,892 4,602 2.3%
Net Levy - Police Pension 8,380,207$ 9,055,940$ 9,912,200$ 10,137,704$ 225,504$ 2.3%
DEBT SERVICE FUND
Gross Levy 11,275,348 11,275,348 11,102,034 11,102,034 - 0.0%
Loss Factor*225,507 225,507 222,041 222,041 - 0.0%
Net Levy - Debt Service 11,049,841$ 11,049,841$ 10,879,993$ 10,879,993$ -$ 0.0%
TOTAL CITY LEVY
Gross Levy 39,007,443 39,823,770 40,772,904 41,203,253 430,349 1.1%
Loss Factor*780,149 796,475 815,458 824,065 8,607 1.1%
TOTAL CITY NET LEVY $ 38,227,294 $ 39,027,294 $ 39,957,446 $ 40,789,188 $ 831,742 2.08%
LIBRARY FUND
Gross Levy 5,932,148 6,177,735 6,412,610 6,761,668 349,058 5.4%
Loss Factor*118,643 123,555 128,252 135,233 6,981 5.4%
Net Levy - Library 5,813,505$ 6,054,180$ 6,284,358$ 6,626,435$ 342,077$ 5.4%
LIBRARY FUND - DEBT SERVICE
Gross Levy 617,488 393,409 353,015 352,847 (168) 0.0%
Loss Factor*12,350 7,714 7,060 7,057 (3) 0.0%
Net Levy - Library Debt 605,138$ 385,695$ 345,955$ 345,790$ (165)$ 0.0%
TOTAL LIBRARY LEVY
Gross Levy 6,549,636 6,571,144 6,765,626 7,114,515 348,890 5.2%
Loss Factor*130,993 131,269 135,313 142,290 6,978 5.2%
TOTAL LIBRARY NET LEVY $ 6,418,643 $ 6,439,875 $ 6,630,313 $ 6,972,225 $ 341,912 5.16%
TOTAL CITY AND LIBRARY LEVIES $ 44,645,937 $ 45,467,169 $ 46,587,759 $ 47,761,413 $ 1,173,654 2.52%
65
PART III
GENERAL FUND BUDGET
66
Account Number - Description FY 2016 Actual Amount FY 2017 Amended
Budget FY 2017 Estimated Amount FY 2018 Adopted
Budget
Property Taxes 27,302,687 28,639,628 28,355,909 28,849,196
51015 - PROPERTY TAXES 11,070,018 10,608,719 10,325,000 10,396,545
51017 - PENSION PROPERTY TAX 16,228,964 17,780,909 17,780,909 18,202,651
51025 - PRIOR YEAR'S TAXES 3,706 250,000 250,000 250,000
Other Taxes 44,156,868 49,402,274 47,432,274 49,742,274
51515 - STATE USE TAX 1,809,147 1,750,000 1,775,000 1,775,000
51525 - SALES TAX - BASIC 9,966,853 10,942,386 10,552,386 10,542,386
51530 - SALES TAX - HOME RULE 6,156,529 6,613,588 6,223,588 6,413,588
51535 - AUTO RENTAL TAX 57,375 50,000 50,000 55,000
51536 - TRANSPORTATION NETWORK PROVIDER TAX - - - 100,000
51540 - ATHLETIC CONTEST TAX 918,370 1,000,000 1,000,000 1,080,000
51545 - STATE INCOME TAX 7,155,930 7,800,000 7,010,000 7,000,000
51550 - MUNICIPAL HOTEL TAX - 2,100,000 2,100,000 2,390,000
51565 - ELECTRIC UTILITY TAX 2,963,410 3,000,000 3,000,000 3,050,000
51570 - NATURAL GAS UTILITY TAX 870,092 1,300,000 1,200,000 1,325,000
51575 - NAT GAS USE TAX HOME RULE 748,870 900,000 800,000 900,000
51585 - CIGARETTE TAX 420,074 200,000 200,000 200,000
51590 - EVANSTON MOTOR FUEL TAX 796,485 750,000 800,000 1,015,000
51595 - LIQUOR TAX 2,647,321 3,100,000 3,105,000 3,120,000
51597 - MEDICAL CANNABIS TAX 1,255 10,000 - -
51600 - PARKING TAX 2,616,846 3,170,000 2,900,000 3,450,000
51605 - PERSONAL PROPERTY REPLACEMENT TAX 816,037 800,000 800,000 800,000
51606 - PENSION PPRT 605,000 605,000 605,000 605,000
51610 - PERS PROP REPL TAX RECREATION - 46,300 46,300 46,300
51620 - REAL ESTATE TRANSFER TAX 3,527,714 3,100,000 3,100,000 3,300,000
51625 - TELECOMMUNICATIONS TAX 2,079,563 1,900,000 1,900,000 2,100,000
51630 - AMUSEMENT TAX - 265,000 265,000 315,000
53252 - SURFACE LOT PERMITS - - - 160,000
Other Revenue 1,338,382 2,138,046 2,098,792 1,300,217
52546 - POLICE EQUIPMENT REIMBURSEMENT 8,033 4,500 11,000 10,000
53568 - TRANSFER FROM RESTRICTED ACCOUNT 111,076 77,217 77,217 89,217
53632 - REIMBURSEMENTS 36,284 - - -
55166 - Holiday Food Drive Revenue 9,205 10,000 10,000 10,000
56002 - WOMEN OUT WALKING 6,446 5,000 5,000 5,000
56006 - FORFEITED FSA 30,327 - - -
56010 - PROPERTY SALES AND RENTAL 93,379 103,100 93,015 51,100
56011 - DONATIONS 18,725 31,400 34,700 30,400
56016 - Aging Well Conference Revenues - - 1,400 -
56045 - MISCELLANEOUS REVENUE 117,055 321,779 329,945 253,500
56049 - MARKET LINK VOUCHERS 23,398 15,000 15,000 30,000
56065 - SALE OF SURPLUS PROPERTY 931 550 2,150 1,500
56067 - REIMBURSEMENTS-SERVICES AND SUPPLIES 37,460 4,000 22,865 4,000
56068 - REIMB. SALT USAGE DIST 65 ETHS NW 36,619 75,000 75,000 75,000
56069 - REIMBURSEMENT FOR FIRE DEPARTMENT SERVICES 93,997 75,000 75,000 75,000
56105 - PAYMENT IN LIEU OF TAXES 61,500 267,000 267,000 267,000
56106 - FUND BALANCE APPLIED - 1,016,000 1,016,000 266,000
56134 - PRIVATE ELM TREE INSURANCE MONEY 38,710 41,000 41,000 41,000
56157 - CITIZENS CPR CLASS FEES 8,798 6,500 7,500 6,500
56158 - CHARGEBACK REVENUE 360,235 - - -
56175 - PARKING PERMITS-RYAN FIELD 16,876 15,000 15,000 15,000
56587 - SALE OF LAND 229,379 70,000 - 70,000
Licenses, Permits and Fees 17,934,463 17,259,650 14,386,430 12,397,400
52010 - VEHICLE LICENSES 2,609,917 2,850,000 2,850,000 2,850,000
52015 - BUSINESS LICENSES 89,205 50,000 50,150 50,000
52016 - BED & BREAKFAST LICENSE 205 150 150 150
52017 - COLLECTION BOX LICENSE 2,100 2,500 2,500 2,500
52020 - PET LICENSES 20,115 28,000 28,000 28,000
52030 - CONTRACTORS' LICENSES 164,682 150,000 150,000 170,000
52035 - ROOMING HOUSE LICENSES 163,899 215,000 215,000 225,000
52040 - LIQUOR LICENSES 525,139 500,000 500,000 525,000
52041 - ONE DAY LIQUOR LICENSE 10,130 12,000 12,000 12,000
52045 - FARMERS' MARKET LICENSES 48,763 50,000 50,000 51,250
52046 - RENTAL BUILDING REGISTRATIONS 44,260 75,000 90,000 85,000
52050 - OTHER LICENSES - 20,000 20,000 20,000
52055 - LONG TERM CARE LICENSES 94,180 120,000 120,000 120,000
52061 - SEASONAL FOOD ESTABLISHMENT LICENSE 10,938 20,000 20,000 15,000
52062 - MOBILE FOOD VEHICLE VENDOR LICENSE 1,514 1,000 1,030 1,000
52063 - HEN COOP LICENSE 1,000 800 800 800
52070 - RESIDENT CARE HOME LICENSE 1,120 600 1,200 1,200
General Fund - All Revenue
67
Account Number - Description FY 2016 Actual Amount FY 2017 Amended
Budget FY 2017 Estimated Amount FY 2018 Adopted
Budget
52080 - BUILDING PERMITS 8,485,571 9,232,000 6,636,000 4,585,900
52090 - PLUMBING PERMITS 172,363 200,000 175,000 180,000
52095 - ELECTRICAL PERMITS 193,234 300,000 175,000 200,000
52105 - SIGNS AND AWNING PERMITS 10,519 10,000 10,000 10,000
52110 - OTHER/MISC PERMITS 503,239 475,000 475,000 513,000
52115 - ELEVATOR PERMITS 42,010 30,000 40,000 42,000
52120 - HEATING VENT. A/C PERMITS 705,303 700,000 500,000 450,000
52126 - RIGHT-OF-WAY PERMIT 669,806 450,000 450,000 450,000
52127 - PROPERTY CLEAN UP REVENUE 492 20,000 20,000 10,000
52130 - RESIDENTS ANNUAL PARKING PERMITS 104,144 128,000 128,000 128,000
52131 - VISITOR PARKING PERMITS 15,431 13,000 13,000 13,000
52135 - FIRE PLAN REVIEW 111,027 110,000 110,000 110,000
52145 - ANNUAL SIGN FEES 24,593 20,000 20,000 25,000
52146 - MOVING VAN PERMIT FEES 30,310 50,000 50,000 50,000
52155 - PLAT PR.&SIGN APP HRG FEE 1,750 2,100 2,100 2,100
52165 - IL BELL FRANCHISE FEE 243,623 - - -
52170 - ALARM PANEL FRANCHISE FEE 1,680 4,000 4,000 4,000
52175 - NU EASEMENT - - 47,000 47,000
52180 - CABLE FRANCHISE FEE 1,307,634 1,200,000 1,200,000 1,200,000
52181 - PEG FEES - CABLE COMPANIES 200,892 145,000 155,000 145,000
52185 - NICOR FRANCHISE FEE 59,379 75,000 65,000 75,000
52187 - TRANSFER STATION FEES 1,263,248 - - -
55075 - SUMMER FOOD INSPECTIONS 1,050 200 200 200
55150 - TANNING PARLOUR INSPECTION - 300 300 300
Charges for Services 8,777,295 8,933,395 9,434,165 10,077,550
52085 - PLAN REVIEW 2,784 5,000 5,000 5,000
53105 - HEALTH FOOD ESTABLISHMENT LICENSE FEE 230,129 190,000 215,000 200,000
53185 - TEMPORARY FOOD LICENSE 10,765 7,500 10,000 10,000
53190 - FOOD DELIVERY VEHICLE 5,100 5,000 5,000 5,000
53200 - BEV SNACK VENDING MACHINE 36,275 30,000 44,900 31,000
53210 - TOBACCO LICENSE 11,922 17,000 17,000 17,000
53211 - BEEKEEPER LICENSE FEE 100 - - -
53215 - BIRTH CERTIFICATE 119,141 95,000 120,000 110,000
53220 - DEATH CERTIFICATE 20,873 36,000 36,000 36,000
53225 - DEATH CERTIFICATE - 16 OB 131 - 35 -
53230 - FUNERAL DIRECTOR LICENSE 4,787 6,300 6,300 6,300
53235 - TEMP FUNERAL DIRECTOR LICENSE 3,124 4,000 4,000 4,000
53251 - PARKING METER REVENUE (Passport)640,000 640,000 640,000 1,340,000
53516 - PARKING ENFORCEMT REIMB 47,835 - 33,000 33,500
53560 - RECREATION - CHARGES FOR SERVICES 3,909 3,000 3,000 3,000
53565 - RECREATION PROGRAM FEES 5,394,237 5,647,895 5,911,520 5,882,750
53566 - RECREATION - DEFERRED REVENUE 3,417 - - -
53569 - SPECIAL EVENT REVENUE 27,341 25,500 26,500 25,500
53635 - WEIGHTS AND MEASURES EX 80 1,200 - -
53640 - SENIOR TAXI COUPON SALES 82,067 100,000 100,000 115,000
53650 - STATE HIGHWAY MAINTENANCE 82,491 68,000 68,000 68,000
53655 - FIRE COST RECOVERY CHARGE 1,920 1,000 1,600 1,000
53666 - HISTORIC PRESERVATION REVIEWS 46,873 8,000 8,160 20,000
53667 - TREE PRESERVATION REVENUES 15,926 3,500 14,750 10,000
53675 - AMBULANCE SERVICE 1,645,173 1,750,000 1,750,000 1,750,000
53680 - TOWING CHARGES - 1,000 1,000 1,000
53685 - POLICE REPORT FEES 25,705 20,000 22,250 25,000
53690 - WOOD RECYCLING 27,514 40,000 40,000 40,000
53695 - ZONING FEES 63,745 60,000 63,050 75,000
53700 - FIRE REPORT FEES 60 100 100 100
53705 - FIRE BUILDING INSPECTIONS 13,655 9,000 17,600 13,000
53710 - PASSPORT PROCESSING FEE 15,364 6,000 35,000 35,000
53715 - ALARM REGISTRATION FEE 97,065 125,000 125,000 125,000
53720 - SKOKIE ANIMAL BOARD FEE - 8,000 - -
53725 - BACKGR CHKS DAYCARE PROV 450 400 400 400
53736 - NEW PAVEMENT DEGRADATION FEES 97,387 10,000 100,000 80,000
53737 - I HEART EVANSTON TREES PROJECT (50) 10,000 10,000 10,000
Fines and Forfeitures 3,611,901 3,810,000 3,720,500 3,897,500
52505 - TICKET FINES-PARKING 2,815,728 2,750,000 2,750,000 2,850,000
52510 - REGULAR FINES 110,906 115,000 115,000 115,000
52520 - BUILDING CODE VIOLATIONS 335 - - -
52525 - ANIMAL ORDINANCE PENALTIES 1,310 15,000 7,500 7,500
52530 - BOOT RELEASE FEE 53,450 45,000 45,000 45,000
52540 - POLICE & FIRE FALSE ALARM FEES 57,155 115,000 115,000 115,000
52541 - POLICE CTA DETAIL & BARNES DET 278,392 400,000 400,000 400,000
52542 - POLICE DUI REIMBURSEMENT - 15,000 15,000 15,000
52545 - POLICE FALSE ALARM FINES 38,760 - - -
68
Account Number - Description FY 2016 Actual Amount FY 2017 Amended
Budget FY 2017 Estimated Amount FY 2018 Adopted
Budget
52555 - HOUSING CODE VIOL FINES 57,680 65,000 65,000 60,000
52560 - PERMIT PENALTY FEES 8,841 8,000 8,000 8,000
52570 - NON PARKING ORDINANCE VIOLATIONS 189,345 250,000 200,000 250,000
56025 - DAMAGE TO SIGNAGE - 2,000 - 2,000
56030 - DAMAGE TO TRAFFIC SIGNALS - 20,000 - 20,000
56031 - DAMAGE TO STREET LIGHTS - 10,000 - 10,000
Interfund Transfers 8,099,626 7,455,774 8,196,417 7,748,417
57007 - FROM WEST EVANSTON TIF 30,000 30,000 30,000 30,000
57012 - FROM NSP2 GRANT FUND 13,279 - - -
57020 - FROM MOTOR FUEL FUND-S/M 833,000 857,990 857,990 957,990
57030 - TRANSFER FROM CDBG - 330,701 330,701 330,701
57040 - FROM EMERGENCY TEL SYSTEM 129,729 60,000 60,000 60,000
57050 - FROM ECON DEV FUND 849,996 - - -
57057 - TRANSFER FROM OTHER FUNDS 91,445 - 178,000 -
57058 - TRANSFER FROM GOOD NEIGHBOR FUND 500,000 500,000 500,000 480,000
57065 - FROM WASHINGTON NAT'L DS 350,000 350,000 500,000 550,000
57070 - FROM HOW HARTREY DEBT SER 152,450 87,357 - -
57096 - FROM HOWARD RIDGE TIF 60,000 60,000 60,000 60,000
57100 - FROM CAPITAL IMP. FUND 490,000 500,000 500,000 500,000
57130 - FROM PARKING FUND 900,000 900,000 1,400,000 900,000
57135 - FROM WATER FUND 162,235 242,235 242,235 242,235
57140 - FROM WATER FUND-ROI 2,531,102 2,531,102 2,531,102 2,581,102
57145 - FROM WATER FUND-ADMIN. EX 676,222 676,222 676,222 726,222
57165 - FROM SEWER FUND 330,167 330,167 330,167 330,167
Intergovernmental Revenue 1,238,785 1,089,965 1,255,122 778,100
55025 - LOCAL HEALTH PROTECTION GRANT 76,181 76,000 76,200 76,000
55085 - IL TOBACCO FREE COMMUNITY 21,039 26,000 26,000 26,000
55086 - IL HIV SURVEILLANCE GRANT 267 4,000 4,000 4,000
55130 - IL STATE CHILDHOOD LEAD GRANT 2,484 2,000 2,007 2,000
55146 - STATE, COUNTY AND OTHER GRANTS 137,702 51,000 96,230 57,000
55170 - FIRE DEPT TRAINING - 6,000 6,000 6,000
55173 - CRI GRANT-REVENUE HHS 45,075 14,100 31,710 14,100
55174 - PHEP GRANT-REVENUE HHS 71,526 30,000 45,250 30,000
55190 - EVANSTON TOWNSHIP-HOUSING 1,426 - - -
55231 - LEAD PAINT HAZARD GRANT - 100,000 30,000 -
55251 - GRANTS AND AID 345,150 228,000 402,725 8,000
55255 - COMM AGING GRANT - ADVOCATE 98,598 80,000 95,000 95,000
55256 - IL VACANT PROPERTY GRANT 5,575 - - -
55265 - FEMA 38,613 - - -
55270 - POLICE TRAINING 250 5,000 5,000 5,000
55275 - HUD EMERG SHELTER GRANTS 106,218 135,000 135,000 135,000
55290 - OTHER FEDERAL AID 2,016 42,865 10,000 10,000
55311 - YOUTH ORGANIZATION UMBRELLA GRANT 36,666 40,000 40,000 40,000
57009 - TRANSFERS FROM LIBRARY FUND 250,000 250,000 250,000 270,000
Interest Income 30,285 50,100 50,100 50,100
56501 - INVESTMENT INCOME 30,285 50,100 50,100 50,100
Grand Total $ 112,490,292 $ 118,778,832 $ 114,929,709 $ 114,840,754
69
2018 ADOPTED BUDGET - GENERAL FUND
City Council
The City Council consists of the Mayor, who is elected at large, and nine aldermen, one elected from
each of the nine wards for a term of four years.
The City Council formulates policies to guide the orderly development and administration of the City;
determines the use of tax dollars and other funding sources to meet the City's needs; holds public
hearings to provide citizens with opportunities to be heard; participates in conferences, forums, and
meetings of legislative groups and associations; keeps its constituency informed of City issues and
activities through ward meetings and public forums, and responds to citizen requests for services and
information.
Financial Summary
2018 City Council Goals
Invest in City Infrastructure and Facilities
Enhance Community Development and Job Creation Citywide
Expand Affordable Housing Options
Further Police/Community Relations Initiatives
Ensure Equity in All City Operations
Stabilize Long-term City Finances
Ongoing Activity Measures
2016
Actual
2017
Estimated
2018
Projected
Number of ordinances adopted 164 120 130
Number of resolutions adopted 72 100 120
Updated board, committee, commission rosters 35 37 37
Expenses
FY 2016 Actual
Amount
FY 2017
Amended Budget
FY 2017
Estimated
Amount
FY 2018 Adopted
Budget
13 CITY COUNCIL 433,601 498,189 503,036 492,806
Grand Total $ 433,601 $ 498,189 $ 503,036 $ 492,806
70
Account Number - Description
FY 2016
Actual
Amount
FY 2017 Amended
Budget
FY 2017
Estimated
Amount
FY 2018
Adopted Budget
Salary and Benefits 241,112$ 280,586$ 270,079$ 288,766$
61010 - REGULAR PAY 215,266 253,085 240,630 251,952
61420 - ANNUAL SICK LEAVE PAYOUT 1,508 - - -
61615 - LIFE INSURANCE - - - 108
61626 - CELL PHONE ALLOWANCE - - 6,000 9,000
61710 - IMRF 8,511 8,290 7,997 7,662
61725 - SOCIAL SECURITY 12,827 15,570 12,523 16,245
61730 - MEDICARE 3,000 3,641 2,929 3,799
Services and Supplies 60,347$ 72,313$ 64,219$ 64,319$
62206 - TV BROADCASTING - 4,165 500 500
62210 - PRINTING 204 2,904 500 700
62275 - POSTAGE CHARGEBACKS 197 333 333 333
62280 - OVERNIGHT MAIL CHARGES - 167 167 167
62285 - COURIER CHARGES 126 300 600 300
62295 - TRAINING & TRAVEL 6,076 8,000 8,000 8,000
62360 - MEMBERSHIP DUES 44,926 38,000 45,000 38,000
62370 - EXPENSE ALLOWANCE 145 9,125 1,000 7,000
62380 - COPY MACHINE CHARGES 1,068 619 619 619
62456 - OUTSIDE MAIL SERVICES 108 4,000 500 4,000
64505 - TELECOMMUNICATIONS 930 - - -
64540 - TELECOMMUNICATIONS - WIRELESS 286 500 300 500
65010 - BOOKS, PUBLICATIONS, MAPS 37 200 200 200
65025 - FOOD 5,837 2,500 5,000 2,500
65095 - OFFICE SUPPLIES 406 1,500 1,500 1,500
Miscellaneous 8,844$ 7,829$ 6,474$ 7,165$
62490 - OTHER PROGRAM COSTS 482 3,664 2,000 3,000
62605 - OTHER CHARGES - - 309 -
62770 - MISCELLANEOUS 8,362 - - -
66062 - SISTER CITY FUNDING - 4,165 4,165 4,165
Insurance and Other Chargebacks 121,094$ 135,169$ 159,972$ 130,195$
61510 - HEALTH INSURANCE 121,094 133,369 159,972 128,395
66059 - HEALTH INSURANCE OPT OUT EXPENSE - 1,800 - 1,800
Interfund Transfers 2,204$ 2,292$ 2,292$ 2,361$
66025 - TRANSFER TO DEBT SERVICE - ERI 2,204 2,292 2,292 2,361
Grand Total $ 433,601 $ 498,189 $ 503,036 $ 492,806
71
201 8 ADOPTED BUDGET - GENERAL FUND
City Clerk
The City Clerk records the minutes for the City Council and staffs special Council committees. The
Clerk produces official minutes of all Council meetings; maintains the City Code and official City
records; serves as the local election official; is the deputy registrar for voter registration; and performs
other election-related activities.The City Clerk also assists the Mayor, Aldermen, and staff with special
projects and activities and represents the City at various meetings, if requested. The City Clerk shall be
the custodian and keeper of all the books, records, ordinances and papers of the City.
Financial Summary
2018 City Clerk Office Goals
Continued coordination of FOIA requests, and developing a process to electronically log and file
the disposition of FOIA requests.
The Clerk’s Office will continue to maintain a copy of all certifications of the FOIA and Open
Meetings Act (OMA) designee.
Increasing efforts to allow web access for all documents requested from the Clerk’s Office to be
more accessible to citizens and non-citizens.
The City Clerk’s Office will continue to provide voter registration service.
Revenue
FY 2016
Actual
Amount
FY 2017
Amended Budget
FY 2017
Estimated
Amount
FY 2018
Adopted
Budget
56045 - MISCELLANEOUS REVENUE 1,426 2,500 500 500
56070 - OVER AND SHORT (1) - - -
53710 - PASSPORT PROCESSING FEE 15,364 6,000 - -
Grand Total $ 16,789 $ 8,500 $ 500 $ 500
Expenses
FY 2016 Actual
Amount
FY 2017
Amended
Budget
FY 2017
Estimated
Amount
FY 2018
Adopted
Budget
1400 CITY CLERK 294,665 275,488 312,291 191,784
Grand Total $ 294,665 $ 275,488 $ 312,291 $ 191,784
72
Account Number - Description FY 2016 Actual
Amount
FY 2017
Amended
Budget
FY 2017 Estimated
Amount
FY 2018
Adopted
Budget
Salary and Benefits 230,782$ 211,306$ 228,922$ 133,760$
61010 - REGULAR PAY 180,926 179,961 189,302 118,023
61110 - OVERTIME PAY 14,989 - 10,000 -
61710 - IMRF 20,454 17,644 15,313 5,892
61725 - SOCIAL SECURITY 11,682 11,104 11,595 7,979
61730 - MEDICARE 2,732 2,597 2,712 1,866
Services and Supplies 27,239$ 26,931$ 51,331$ 31,021$
61060 - SEASONAL EMPLOYEES - - 21,301 -
62130 - LEGAL SERVICES-GENERAL - - 5,000 -
62210 - PRINTING 117 876 200 876
62275 - POSTAGE CHARGEBACKS 826 200 200 200
62280 - OVERNIGHT MAIL CHARGES - 65 65 65
62295 - TRAINING & TRAVEL 10,343 5,000 1,000 2,000
62315 - POSTAGE 536 35 35 -
62360 - MEMBERSHIP DUES 1,951 525 1,000 525
62380 - COPY MACHINE CHARGES 690 400 400 -
62457 - CODIFICATION SERVICES 9,052 17,330 17,330 16,330
65010 - BOOKS, PUBLICATIONS, MAPS 125 - - -
65025 - FOOD 32 - - -
65095 - OFFICE SUPPLIES 3,565 2,000 4,300 1,525
65175 - ELECTION SUPPLIES - 500 500 9,500
Insurance and Other Chargebacks 32,741$ 33,192$ 27,979$ 21,944$
61510 - HEALTH INSURANCE 31,991 33,192 27,979 21,944
66059 - HEALTH INSURANCE OPT OUT EXPENSE 750 - - -
Interfund Transfers 3,903$ 4,059$ 4,059$ 5,059$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE - - - 500
62309 - RENTAL OF AUTO REPLACEMENT - - - 500
66025 - TRANSFER TO DEBT SERVICE - ERI 3,903 4,059 4,059 4,059
Grand Total $ 294,665 $ 275,488 $ 312,291 $ 191,784
73
201 8 ADOPTED BUDGET - GENERAL FUND
City Manager’s Office
The City Manager and the staff of the City Manager’s Office develop and analyze public policy
alternatives and direct the administration and execution of the policies and goals formulated by the City
Council. Responsibilities include: advising the Council on present and future financial, personnel, and
program needs; implementing immediate and long-range City priorities; establishing procedures which
will assist the City in serving its citizens; and supervising all City departments. Additionally, staff is
involved in assisting with large-scale economic development projects, volunteer efforts, program
evaluation, environmental sustainability, and policy analysis.
The City Manager’s Office coordinates the preparation of the City Council agenda, reviews all items
being considered before the governing body, and responds to inquiries from citizens and elected
officials. City Manager’s Office staff work closely with the public to resolve service delivery problems as
well as disseminate information about the City’s policies. Staff monitors legislation both in Springfield
and Washington D.C. to determine the potential impact on Evanston residents, businesses, and
government. The Office also responds to a wide variety of general inquiries.
Financial Summary
*Economic Development (5300) moved to Community Development Department for 2018.
**Finance Administration (1560) includes major transfers to other funds.
Revenues
FY 2016 Actual
Amount
FY 2017
Amended
Budget
FY 2017
Estimated
Amount
FY 2018 Adopted
Budget
1505 CITY MANAGER 2,374 - - -
1510 PUBLIC INFORMATION 1,508,526 1,345,000 1,355,000 1,345,000
1555 FINANCIAL ADMINISTRATION 1,263,248 - - -
1560 REVENUE & COLLECTIONS 67,072,340 70,224,967 68,733,461 70,356,236
1570 ACCOUNTING 325,663 - 4,500 -
1575 PURCHASING 3,122 2,500 6,500 3,000
1585 ADMINISTRATIVE HEARINGS - 262,000 212,000 262,000
5300 ECON. DEVELOPMENT - 2,445,379 2,445,379 -
Grand Total $ 70,175,272 $ 74,279,846 $ 72,756,840 $ 71,966,236
Expenses
FY 2016 Actual
Amount
FY 2017
Amended
Budget
FY 2017
Estimated
Amount
FY 2018 Adopted
Budget
1505 CITY MANAGER 654,761 672,204 754,908 837,157
1510 PUBLIC INFORMATION 541,293 544,582 534,576 636,195
1525 MISC. BUSINESS OPERATIONS 69,100 200,000 50,000 200,000
1535 SUSTAINABILTY GRANT 121,432 120,352 62,799 47,277
1555 FINANCIAL ADMINISTRATION 2,050,399 2,451,113 649,663 1,378,196
1560 REVENUE & COLLECTIONS 2,558,055 2,530,382 2,215,271 2,918,561
1570 ACCOUNTING 837,346 768,107 734,762 710,285
1571 TAX ASSESSMENT ADVOCACY 99,400 95,276 97,061 96,921
1575 PURCHASING 359,210 384,776 343,141 310,319
1580 COMMUNITY ARTS 178,768 170,911 171,211 173,315
1581 PARKING ENFORCEMENT & TICKETS 152 - - -
1582 SCHOOL CROSSING GUARDS - - - -
5300 ECON. DEVELOPMENT - 1,756,664 1,426,942 -
Grand Total $ 7,471,734 $ 9,878,454 $ 7,162,314 $ 7,540,597
74
201 8 ADOPTED BUDGET - GENERAL FUND
City Manager’s Office
City Council Goal Performance
City Council Goal Department Initiative
City Facilities
Finish the phase 2 upgrade to City Channel 16. This will result in the
output of a true HD signal for streaming, improve broadcast image
quality, and reduce staff production time.
Economic Development Continue efforts to promote and attract "experience-based" businesses
and build upon efforts generated through Evanston Explorers, a group
that supports businesses that are family-friendly and kid-oriented.
Economic Development
City Streets
City Facilities
Implementing Managing to Livability effort, the city will select a subset
of community scale outcomes from the STAR Rating System to
measure, track and report.
Financial Policies and City
Debt
Implement a new city-wide Purchasing Card.
2018 Initiatives
Facilitate greater collaboration between Evanston’s business and arts communities.
Convene two annual meetings with the “Sustain Evanston” network with a focus on
incorporating environmental, economic, and social elements into collaborative programs and
projects
Expand the Community Ambassadors Program to include a second cohort.
Streamline the Boards, Commission and Committee application process.
Ongoing Activity Measures
2016
Actual
2017
Estimated
2018
Projected
Prepare agendas and materials for regular and special
City Council, Planning and Development, Rules and
Administration and Public Works meetings 87 95 100
Number of new volunteers registered on the
VolunteerEvanston.org website 573 720 800
Number of new Agencies registered on the
VolunteerEvanston.org website 54 70 75
Number of volunteer responses on the
VolunteerEvanston.org website 250 675 750
311 center service requests handled 70 75 75
75
Account Number - Description FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Estimated
Amount
FY 2018 Adopted
Budget
Salary and Benefits 2,615,307$ 3,537,059$ 3,025,626$ 2,934,326$
61010 - REGULAR PAY 2,110,783 3,038,145 2,547,022 2,503,987
61050 - PERMANENT PART-TIME 1,476 - - -
61055 - TEMPORARY EMPLOYEES 593 - - -
61110 - OVERTIME PAY 6,989 14,800 7,673 3,700
61415 - TERMINATION PAYOUTS 61,374 - 7,565 -
61420 - ANNUAL SICK LEAVE PAYOUT 13,444 - 3,775 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)13,508 - - -
61610 - DENTAL INSURANCE - - 1,287 -
61615 - LIFE INSURANCE 5 51 382 2,424
61625 - AUTO ALLOWANCE 11,037 10,980 11,230 10,980
61626 - CELL PHONE ALLOWANCE 5,448 8,016 8,016 4,944
61710 - IMRF 229,017 266,834 246,045 222,288
61725 - SOCIAL SECURITY 129,013 158,778 155,836 148,830
61730 - MEDICARE 32,619 39,455 36,795 37,173
Services and Supplies 1,145,977$ 1,919,230$ 1,987,728$ 1,208,540$
61060 - SEASONAL EMPLOYEES 63,406 24,696 113,974 39,698
62110 - AUDITING 157,250 100,000 100,000 100,000
62185 - CONSULTING SERVICES 85,217 160,000 104,500 65,000
62205 - ADVERTISING 16,881 17,794 13,800 13,200
62210 - PRINTING 2,004 3,932 15,900 7,100
62235 - OFFICE EQUIPMENT MAINT - 100 100 100
62275 - POSTAGE CHARGEBACKS 3,391 9,899 9,899 7,499
62280 - OVERNIGHT MAIL CHARGES 685 967 967 767
62295 - TRAINING & TRAVEL 33,176 52,589 39,442 35,089
62315 - POSTAGE 59,199 43,599 43,599 43,499
62340 - COMPTER LICENSE & SUPP 1,982 - - -
62341 - INTERNET SOLUTION PROVIDERS 5,000 - - -
62346 - REAL ESTATE TAX PAYMENTS TO COUNTY - 25,000 12,500 -
62360 - MEMBERSHIP DUES 25,354 28,533 30,633 24,933
62380 - COPY MACHINE CHARGES 5,954 3,450 3,450 3,450
62431 - ARMORED CAR SERVICES 4,217 17,000 19,000 17,000
62449 - CITATION AND SECONDARY COLLECTION PROCESSING 362,144 320,000 375,000 195,000
62456 - OUTSIDE MAIL SERVICES 33 - 150 -
62458 - OUTSIDE COPY SERVICES - 750 750 250
62506 - WORK- STUDY 2,428 3,300 2,500 3,300
62509 - SERVICE AGREEMENTS/ CONTRACTS 2,682 78,000 46,000 185,000
62615 - INSURANCE PREMIUM 450 50 600 50
62659 - ECONOMIC DEVELOPMENT PARTNERSHIP CONTRIBUTIONS - 200,000 200,000 -
62660 - BUSINESS ATTRACTION - 150,000 132,000 -
62662 - BUSINESS RETENTION / EXPANSION INVESTMENTS - 250,000 200,000 -
62665 - CONTRIB TO OTHER AGENCIES 7,762 50,000 10,000 50,000
62705 - BANK SERVICE CHARGES 89,925 - 73,245 30,000
62706 - REVENUE SHARING AGREEMENTS 89,101 325,000 325,000 325,000
64004 - PEG FEE DISTRIBUTION 57,788 - 50,000 -
64505 - TELECOMMUNICATIONS 2,290 - 700 -
64540 - TELECOMMUNICATIONS - WIRELESS 2,342 - 2,000 2,000
64541 - UTILITY TAX AUDIT SERVICES 33,516 2,000 7,000 10,800
64545 - PERSONAL COMPUTER SOFTWARE 3,631 3,500 5,525 1,000
65010 - BOOKS, PUBLICATIONS, MAPS 944 1,383 619 800
65025 - FOOD 75 - - -
65045 - LICENSING/REGULATORY SUPP 5,642 37,000 37,000 37,000
65070 - OFFICE/OTHER EQT MTN MATL 420 - - -
65095 - OFFICE SUPPLIES 11,762 9,633 11,600 9,950
65125 - OTHER COMMODITIES 9,009 880 100 880
65620 - OFFICE MACH. & EQUIP.239 - - -
65635 - PERIODICALS 79 175 175 175
Miscellaneous 487,201$ 28,167$ 24,997$ 12,167$
61655 - INTEREST EXPENSE 7,300 - - -
62490 - OTHER PROGRAM COSTS 15,964 18,550 15,380 2,550
62605 - OTHER CHARGES 314,299 9,617 9,617 9,617
62770 - MISCELLANEOUS 149,638 - - -
Insurance and Other Chargebacks 821,563$ 572,472$ 518,237$ 1,216,845$
61510 - HEALTH INSURANCE 351,580 493,635 441,200 455,456
66030 - TRANSFER TO INSURANCE - RISK 9,588 9,589 9,589 9,589
66040 - GENERAL ADMINISTRATION & SUPPORT 58,446 50,000 50,000 50,000
66059 - HEALTH INSURANCE OPT OUT EXPENSE 1,950 1,800 - 1,800
66130 - TRANSFER TO INSURANCE 400,000 17,448 17,448 700,000
76
Account Number - Description FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Estimated
Amount
FY 2018 Adopted
Budget
Capital Outlay 7,440$ 353,500$ 419,700$ -$
65522 - BUSINESS DISTRICT IMPROVEMENTS - 350,000 418,200 -
65625 - FURNITURE & FIXTURES 7,440 3,500 1,500 -
Contingencies 50,000$ 200,000$ 50,000$ 200,000$
68205 - CONTINGENCIES 50,000 200,000 50,000 200,000
Interfund Transfers 2,344,245$ 3,268,026$ 1,136,026$ 1,968,719$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 443 443 443 443
66020 - TRANSFERS TO OTHER FUNDS 1,296,701 1,444,663 1,044,663 1,891,042
66025 - TRANSFER TO DEBT SERVICE - ERI 72,101 90,920 90,920 77,234
66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND 575,000 1,732,000 - -
69320 - TRANSFERS TO DEBT SERVICE FUND 400,000 - - -
Grand Total $ 7,471,734 $ 9,878,454 $ 7,162,314 $ 7,540,597
77
201 8 ADOPTED BUDGET - GENERAL FUND
Law Department
The Law Department provides all legal services for the City. The Department gives legal advice and
counsel to the City Council and standing committees, City Manager, City staff, elected officials, and City
boards and commissions. The Department drafts ordinances and resolutions. The Department
represents the City in federal and state court, and as necessary, at administrative adjudication hearings.
The Department represents the City in all general litigation matters including, but not limited to, general
tort litigation, personal injury, property damage, employment discrimination, civil rights, and special
assessments. The Department prepares or reviews all contracts, leases, easements and plats, and provides
legal counsel regarding public bidding and procurement. The Department assists the Mayor in
administering liquor licensing activities in the City.
The Department, through the Insurance Fund, supervises the general liability third-party administration
of claims. The Department recommends the purchase of insurance in all areas of exposure including
general liability, property, and cyber-liability. The Department reviews safety and risk issues and all third-
party matters. The Department administers risk transfer and subrogation programs throughout the City
to protect and save taxpayer funds.
Financial Summary
Revenues
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017
Estimated
Amount
FY 2018 Adopted
Budget
52040 - LIQUOR LICENSES 525,139 500,000 500,000 525,000
52041 - ONE DAY LIQUOR LICENSE 10,130 12,000 12,000 12,000
52570 - NON PARKING ORDINANCE VIOLATIONS 188,390 - - -
56045 - MISCELLANEOUS REVENUE 1,322 - 7,000 -
Grand Total $ 724,981 $ 512,000 $ 519,000 $ 537,000
Expenses
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017
Estimated
Amount
FY 2018 Adopted
Budget
17 LAW 1,052,130 854,050 796,617 736,346
Grand Total $ 1,052,130 $ 854,050 $ 796,617 $ 736,346
City Council Goal Performance
City Council Goal Department Initiative
Financial Policies and City
Debt
Ongoing success in litigation defense and risk transfers to other
entities kept City liability at a minimum.
City Facilities Successfully appealed and reversed incorrect County real estate tax
assessments to eliminate tax assessments issued in error for certain
City properties and facilities.
Water and Sewer Worked with City Council, Manager and staff to draft favorable
contracts for use with current and prospective wholesale water
customers.
Economic Development Negotiated several development agreements to assist in growing the local
tax base.
78
201 8 ADOPTED BUDGET - GENERAL FUND
Law Department
2018 Initiatives
Work with City Council and staff to secure new economic and community development
opportunities
Continue to work with City Council and staff to negotiate favorable agreements with current and
prospective wholesale water customers
Analyze, evaluate, and implement new risk management strategies, with specific focus upon
mitigating workers’ compensation claims.
Ongoing Activity Measures
2016
Actual
2017
Estimated
2018
Projected
Ordinance Prosecution 240 230 240
Traffic Prosecution 2450 2600 2700
Legislative Drafting – Ordinance and Resolution 252 250 260
79
Account Number - Description FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Estimated
Amount
FY 2018 Adopted
Budget
Salary and Benefits 779,586$ 631,525$ 591,661$ 603,863$
61010 - REGULAR PAY 651,680 538,468 499,260 511,676
61415 - TERMINATION PAYOUTS 3,500 - - -
61420 - ANNUAL SICK LEAVE PAYOUT 1,611 - 1,346 -
61615 - LIFE INSURANCE 6 7 75 658
61625 - AUTO ALLOWANCE 2,490 2,490 2,594 2,490
61626 - CELL PHONE ALLOWANCE 1,944 1,944 1,944 1,944
61710 - IMRF 67,631 53,457 49,524 49,054
61725 - SOCIAL SECURITY 40,758 27,130 29,921 30,426
61730 - MEDICARE 9,966 8,029 6,997 7,615
Services and Supplies 163,207$ 142,814$ 129,480$ 58,652$
61060 - SEASONAL EMPLOYEES 49,500 - - -
62130 - LEGAL SERVICES-GENERAL 11,515 22,000 12,000 8,000
62275 - POSTAGE CHARGEBACKS 1,000 2,999 2,000 2,999
62295 - TRAINING & TRAVEL 6,199 3,500 8,305 2,500
62315 - POSTAGE - 250 250 250
62345 - COURT COST/LITIGATION 4,993 21,000 13,858 9,000
62360 - MEMBERSHIP DUES 3,931 2,800 5,400 2,800
62380 - COPY MACHINE CHARGES 5,548 3,215 3,215 3,215
62509 - SERVICE AGREEMENTS/ CONTRACTS 62,690 70,000 70,000 20,000
62705 - BANK SERVICE CHARGES 2,193 - 2,000 -
65010 - BOOKS, PUBLICATIONS, MAPS 13,110 14,000 10,000 9,000
65025 - FOOD 56 - - -
65095 - OFFICE SUPPLIES 2,451 3,050 2,452 888
65125 - OTHER COMMODITIES 20 - - -
Miscellaneous 200$ -$ -$ -$
62605 - OTHER CHARGES 200 - - -
Insurance and Other Chargebacks 90,959$ 60,807$ 56,562$ 54,360$
61510 - HEALTH INSURANCE 83,561 54,159 49,914 47,712
66030 - TRANSFER TO INSURANCE - RISK 6,648 6,648 6,648 6,648
66059 - HEALTH INSURANCE OPT OUT EXPENSE 750 - - -
Capital Outlay -$ -$ 10$ -$
65503 - FURNITURE / FIXTURES / EQUIPMENT - - 10 -
Interfund Transfers 18,177$ 18,904$ 18,904$ 19,471$
66025 - TRANSFER TO DEBT SERVICE - ERI 18,177 18,904 18,904 19,471
Grand Total $ 1,052,130 $ 854,050 $ 796,617 $ 736,346
80
2018 ADOPTED BUDGET - GENERAL FUND
Administrative Services Department
As a means to increase efficiency, the Administrative Services Department was created in FY 10-11. The
Administrative Services Department is comprised of multiple divisions that are organized to serve both
internal and external customers. Internal customers are city employees and external customers are the
citizens and businesses of Evanston.
Human Resources
The Human Resources Division provides support to the City’s most critical assets, its people. The
Division is charged with recruiting and hiring quality staff, City-wide training efforts, payroll, benefits
administration, workers compensation, safety and compliance associated with government regulations.
Information Technology
As the technology leader and a strategic partner, the City’s Information Technology (IT) Division aims
to provide excellent technical services and support to City employees, residents, businesses and visitors
through sustainable, reliable, secure and efficient infrastructure and communications. Leveraging state-
of-the art tools and applications, innovative methods of improving business processes and furthering
strategic partnerships through enhanced user experience are top priorities of the Division.
In addition to supporting the existing hardware and numerous software, on-Premise or Software as a
Service (SaaS), the Division provides help desk services, 24/7 technical support, website services, open
data portal support, network engineering and project management support for departmental technology
projects.
In the quest to become the Most Livable City in America, the Division’s IT principles are integrated with
the City’s Strategic Plan. This alignment has enabled the Division to positively impact the evolving needs
of its internal and external customers through progressive partnerships, excellent customer service,
continuous improvement, integrity and accountability.
Parking
Parking Services is responsible for Residential Parking Districts and Permits; parking lot permits;
disabled person’s reserved spaces; parking enforcement; parking meters; and operating and maintaining
City garages and lots.
Fleet Services
Fleet Services General Support maintains operating cost records, provides billing and chargeable data to
all user City departments, develops vehicle specifications, and purchases vehicular and other equipment.
In addition, Fleet Services prepares, documents, and provides disposal of surplus vehicles and equipment
through auction services. Overall supervision of department personnel is provided, as is training,
direction and coordination of all activities to ensure effective and efficient operations. Key emphasis is
placed on reducing down time, which is the amount of time a vehicle or piece of equipment is out of
service for repair.
Facilities Management
The Facilities Management Division supports all City departments by providing functional work
environment, including power, lights, HVAC and plumbing. Staff completes over 3,000 work orders and
provides over 2,000 hours in preventive maintenance annually. They maintain over 2.1 million sq. ft. of
property including 1,129 plumbing fixtures; 294 electrical panels; 3,068 exterior lighting fixtures; 2,294
lock sets and 96 drinking fountains, as well as conduct an annual inspection of 89 RPZ’s (backflow
prevention valves, such as in drinking fountains, to prevent contamination of the City’s water supply).
81
2018 ADOPTED BUDGET - GENERAL FUND
Administrative Services Department
Financial Summary
Revenues
FY 2016 Actual
Amount
FY 2017
Amended
Budget
FY 2017
Estimated
Amount
FY 2018
Adopted
Budget
1910 FINANCE DIVISION - REVENUE (4,382) - - -
1929 HUMAN RESOURCE DIVISION - - 500 -
1932 INFORMATION TECHNOLOGY DIVI.25,020 - 100 -
1941 PARKING ENFORCEMENT & TICKETS 2,869,258 2,795,000 2,795,000 2,895,000
1942 SCHOOL CROSSING GUARDS 47,835 - 33,000 33,500
1950 FACILITIES 190 52,000 - -
Grand Total $ 2,937,920 $ 2,847,000 $ 2,828,600 $ 2,928,500
Expenses
FY 2016 Actual
Amount
FY 2017
Amended
Budget
FY 2017
Estimated
Amount
FY 2018
Adopted
Budget
1905 ADM.SERVICES- GENERAL SUPPORT 355,451 343,221 347,461 342,287
1910 FINANCE DIVISION - REVENUE 30,745 - - -
1915 HUMAN RESOURCE DIVI. - PAYROLL 367,788 305,508 305,201 305,645
1921 TAX ASSESSMENT ADVOCACY 1,646 - 8,232 -
1929 HUMAN RESOURCE DIVISION 963,214 1,261,244 1,073,805 1,034,409
1932 INFORMATION TECHNOLOGY DIVI.2,609,960 2,697,157 2,620,786 2,648,302
1940 MISC. EXPENDITURES / BENEFITS - 141,000 - 141,000
1941 PARKING ENFORCEMENT & TICKETS 1,212,486 1,290,093 1,281,231 1,065,361
1942 SCHOOL CROSSING GUARDS 413,447 462,942 473,344 470,842
1950 FACILITIES 3,210,209 3,199,714 3,400,439 3,067,457
Grand Total $ 9,164,947 $ 9,700,879 $ 9,510,499 $ 9,075,303 *Finance was moved to the City Manager’s Office in 2017
FY 2017 City Council Goal Performance
City Council Goal Department Initiative
City Facilities Continue to work with the Sustainability Coordinator to reduce
energy consumption in all City-owned buildings throughout the fiscal
year through lighting upgrades as well as temperature control
efficiencies.
City Facilities Improve energy management techniques with the use of Building
Automation Systems to reduce energy consumption throughout the
year in City-owned buildings.
City Facilities Civic Center Security Improvements
82
2018 ADOPTED BUDGET - GENERAL FUND
Administrative Services Department
2018 Initiatives
Continue citywide implementation and roll-out of Google Apps
Continue to provide personalized division and departmental training to all staff on Google Apps
Finalize citywide implementation of new timekeeping software
Further reduce City printing costs by analyzing internal workflow processes and assisting in
process improvement
Continue rollout of online time-off requests
Continue conversion to electronic timesheets, paperless checks and online benefit enrollment of
all eligible employees
Implement Performance Management System
Extend progress of citywide Risk Management performance improvement through further
integration and training of staff
Maintain progress of digitizing all personnel files
Explore turning Facilities Management Division into its own internal service fund
Work with Finance and Accounting to ensure all related policies and procedures adhere to best
practices
Work with the City Manager’s Office to further incorporate Livability into the administration of
the city and continue to make Evanston the “Most Livable City”.
Ongoing Activity Measures
2016
Actual
2017
Estimated
2018
Projected
Number of Information Technology Service Desk
requests closed 8,113 7,957 8,000
Public Safety Civil Service Commission Meetings 5 5 5
Deliveries received 1,800 1,850 1,800
Civic Center repair costs/sq. ft. 2.55 2.58 2.64
Meetings scheduled 2,000 2,050 2,100
Room set-ups 1,150 1,150 1,150
Staff-hours tracked to work order 22,000 24,000 24,000
Work orders completed 900 1,100 1,100
83
Account Number - Description FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Estimated
Amount
FY 2018 Adopted
Budget
Salary and Benefits 5,074,485$ 5,591,530$ 5,225,091$ 5,340,928$
61010 - REGULAR PAY 3,986,748 4,499,278 4,150,574 4,272,245
61050 - PERMANENT PART-TIME 64,695 63,397 63,397 69,630
61055 - TEMPORARY EMPLOYEES - - 1,300 -
61110 - OVERTIME PAY 74,643 62,000 98,293 62,000
61415 - TERMINATION PAYOUTS 90,742 - 50,817 -
61420 - ANNUAL SICK LEAVE PAYOUT 2,878 - 4,120 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)10,049 141,000 5,490 141,000
61610 - DENTAL INSURANCE - - 2,011 -
61615 - LIFE INSURANCE 32 27 308 3,264
61625 - AUTO ALLOWANCE 6,330 6,180 7,063 6,780
61626 - CELL PHONE ALLOWANCE 5,204 5,304 5,304 4,104
61630 - SHOE ALLOWANCE 4,885 4,805 4,805 4,495
61665 - FLEXIBLE SPENDING ACCOUNT MAINTENANCE FEES 13,029 - 35,000 -
61710 - IMRF 468,165 434,910 425,639 408,683
61725 - SOCIAL SECURITY 281,122 303,147 300,657 298,383
61730 - MEDICARE 65,965 71,482 70,313 70,344
Services and Supplies 3,014,707$ 2,884,172$ 3,131,291$ 2,740,472$
61060 - SEASONAL EMPLOYEES 418,981 470,609 500,615 478,509
62160 - EMPLOYMENT TESTING SERVICES 57,912 128,000 70,000 100,000
62175 - IS SERVICES 17,071 6,600 6,600 6,600
62185 - CONSULTING SERVICES 9,775 14,000 14,000 19,000
62205 - ADVERTISING 156 - - -
62210 - PRINTING - 750 750 750
62225 - BLDG MAINTENANCE SERVICES 147,037 101,516 158,000 101,516
62240 - AUTOMOTIVE EQMP MAINT 416 - - -
62245 - OTHER EQMT MAINTENANCE 53,815 29,318 65,000 49,318
62250 - COMPUTER EQUIPMENT MAINT 45,982 50,000 50,000 45,000
62270 - MEDICAL/HOSPITAL SERVICES 54,063 51,150 51,150 48,000
62274 - TEST ADMINISTRATION 24,875 86,500 65,000 72,000
62275 - POSTAGE CHARGEBACKS 1,328 400 400 400
62280 - OVERNIGHT MAIL CHARGES - - 50 -
62295 - TRAINING & TRAVEL 13,925 16,200 25,699 20,400
62310 - CITY WIDE TRAINING 20,039 29,000 23,000 21,000
62315 - POSTAGE 134 - 60 -
62335 - DATA PROCESSING SERVICES 599 - - -
62340 - COMPTER LICENSE & SUPP 531,191 500,000 485,000 500,000
62341 - INTERNET SOLUTION PROVIDERS 1,857 9,000 9,000 9,000
62360 - MEMBERSHIP DUES 4,057 5,400 5,675 3,200
62375 - RENTALS 2,596 - - -
62380 - COPY MACHINE CHARGES 12,901 35,000 35,000 40,000
62425 - ELEVATOR CONTRACT COSTS 4,165 4,165 5,504 4,165
62430 - CUSTODIAL CONTRACT SERVICES - 20,000 - -
62431 - ARMORED CAR SERVICES 16,167 - - -
62440 - OVERHEAD DOOR CONTRACT COSTS 5,638 10,000 10,000 10,000
62451 - TOWING AND BOOTING CONTRACTS 38,825 23,000 35,000 23,000
62506 - WORK- STUDY 1,860 2,000 2,000 2,000
62509 - SERVICE AGREEMENTS/ CONTRACTS 218,414 260,031 223,920 265,031
62512 - RECRUITMENT 34,301 40,000 40,000 35,000
62518 - SECURITY ALARM CONTRACTS 428 2,500 2,500 2,500
62630 - UNEMP. COMP. & ADMIN. FEE 49,389 205,000 70,000 142,000
62705 - BANK SERVICE CHARGES - - 3,463 -
64005 - ELECTRICITY 27,106 17,950 17,950 17,950
64015 - NATURAL GAS 35,372 80,000 60,000 60,000
64505 - TELECOMMUNICATIONS 112,738 136,755 136,775 136,755
64510 - TELECOMMUNICATIONS EQUIPMENT MAINTENANCE 7,947 - 42,886 -
64515 - TELECOMMUNICATIONS EQUIPMENT M 686 - 499 -
64540 - TELECOMMUNICATIONS - WIRELESS 32,385 30,300 30,455 31,300
64545 - PERSONAL COMPUTER SOFTWARE 13,485 4,000 23,000 9,000
65010 - BOOKS, PUBLICATIONS, MAPS 253 950 950 950
65015 - CHEMICALS/ SALT 3,035 - - -
65020 - CLOTHING 3,750 3,500 3,500 3,500
65025 - FOOD 59 - 283 -
65040 - JANITORIAL SUPPLIES 12,535 10,000 12,400 10,000
65045 - LICENSING/REGULATORY SUPP 2,690 3,000 3,000 3,000
84
Account Number - Description FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Estimated
Amount
FY 2018 Adopted
Budget
65050 - BLDG MAINTENANCE MATERIAL 453,878 213,074 500,000 213,074
65070 - OFFICE/OTHER EQT MTN MATL - - 1,500 -
65085 - MINOR EQUIPMENT & TOOLS 22,126 7,600 30,754 7,600
65090 - SAFETY EQUIPMENT 14,918 11,554 11,554 11,554
65095 - OFFICE SUPPLIES 12,177 24,500 16,200 14,400
65115 - TRAFFIC CONTROL SUPPLI (150) - - -
65125 - OTHER COMMODITIES 18,404 17,850 18,199 15,000
65555 - PERSONAL COMPUTER EQUIPMENT 394,217 184,000 225,000 184,000
65615 - INFRASTRUCTURE SUPPLIES 59,202 39,000 39,000 24,000
Miscellaneous 171$ -$ -$ -$
62490 - OTHER PROGRAM COSTS 171 - - -
Insurance and Other Chargebacks 719,544$ 879,266$ 865,906$ 832,546$
61510 - HEALTH INSURANCE 715,551 879,174 857,582 832,454
66030 - TRANSFER TO INSURANCE - RISK 96 92 92 92
66054 - MEDICARE SUPPLEMENT- SENIOR'S CHOICE 1,646 - 8,232 -
66059 - HEALTH INSURANCE OPT OUT EXPENSE 2,250 - - -
Capital Outlay 18,648$ 2,000$ 19,300$ 2,000$
65625 - FURNITURE & FIXTURES 18,648 2,000 19,300 2,000
Interfund Transfers 337,391$ 343,911$ 268,911$ 159,357$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 159,946 159,946 109,946 306
62309 - RENTAL OF AUTO REPLACEMENT 57,898 59,636 34,636 30,991
66025 - TRANSFER TO DEBT SERVICE - ERI 119,547 124,329 124,329 128,060
Grand Total $ 9,164,947 $ 9,700,879 $ 9,510,499 $ 9,075,303
85
2018 ADOPTED BUDGET - GENERAL FUND
Community Development Department
The Community Development Department is responsible for the overall administration and execution
of all building, planning and zoning activities, managing affordable housing and other related programs
funded with federal and local grants targeting lower income residents as well as the City’s transportation
and mobility initiatives. The overarching activities of the Community Development Department are
strategically aligned with the City Council goals and supporting the City’s mission to become the most
livable City. The department primarily serves external customers including: residents, developers,
businesses, contractors, architects and local non-profit agencies.
Building and Inspection Services Division
The mission of the Building and Inspection Services Division is to promote a sustainable, safe and high-
quality environment for the residents, workers and visitors of Evanston. The division is committed to
providing quality service in a comprehensive, effective, knowledgeable and friendly manner.
The division is responsible for providing the following services:
● Review and approve building documents for commercial and residential projects.
● Issue building permits and inspect permitted work for compliance with approved documents.
● Review and issue business licenses.
● Oversee review and issuance of elevator permits and semi-annual inspections of conveyance
systems within the City.
● Review and issue sign permits and manage required annual inspection of all signs within the City.
● Remove graffiti tags from public right of way and private properties.
● Assist low to moderate-income homeowners with financial and technical assistance in the
rehabilitation of their homes.
● Staff the Sign Review and Appeals Board.
Housing and Grants Division
The Housing and Grants Division engages in a number of strategies to maintain and enhance living
conditions for low and moderate-income residents. A number of programs are designed to promote
affordable rental and ownership housing as well as other needed services.
The division is responsible for providing the following services:
● Manage grant programs of over $3 million, including Federal Community Development Block
Grant (CDBG), HOME Investment Partnerships (HOME), Emergency Solutions Grant (ESG),
City Affordable Housing Fund and Mental Health Board funds, to address the needs of at-risk
and economically disadvantaged residents.
● Ensure compliance with funding requirements of 40-50 programs and projects annually.
● Conduct research and develop policies on housing-related issues, work with housing developers
to maintain and expand affordable housing to maintain economic and racial diversity, and
improve sustainability.
● Staff the Housing and Community Development Act Committee, Housing and Homelessness
Commission and Mental Health Board.
Planning and Zoning Division
The Planning and Zoning Division is tasked with providing oversight and guidance on sustaining the
architectural vitality of City neighborhoods by aiding in the restoration, rehabilitation and conservation
of historic buildings and districts as well as encouraging new and contemporary developments that
86
2018 ADOPTED BUDGET - GENERAL FUND
Community Development Department
complement existing neighborhoods and enhance the economic vitality of the City. The division is
responsible for providing the following services:
● Administration of the Zoning and Historic Preservation Ordinances.
● Administration and review of map amendments, text amendments, special use permits and
applications for relief (variations) from the Zoning Ordinance.
● Coordinate interdepartmental review and land-use entitlement process for large scale
developments (Planned Developments).
● Lead neighborhood area plans and city-wide comprehensive plan efforts to guide future long-
term growth and development across the City.
● Staff Design and Project Review (DAPR) Committee, Historic Preservation Commission, Plan
Commission, Zoning Board of Appeals and Zoning Committee of the Plan Commission.
Transportation and Mobility Function
The Transportation and Mobility Function coordinates City-wide transportation goals and programs that
improve accessibility, mobility and connectivity. The work function also assists in the delivery of
transportation infrastructure projects and on-going policy work outlined in the City’s Multi-Modal
Transportation and Bike Plans.
Staff is responsible for providing the following services:
● Conduct research and develop policies on emerging new mobility sectors and applications.
● Manage first/last mile programs, including the Transit Planning 4 All grant project and the
Divvy Bike Share program.
● Develop long-term policy and programming objectives, and coordinate improvement projects
with the City’s transit providers.
● Coordinate the implementation of the updated Complete & Green Streets Policy through regular
reporting, and the development of new multi-modal transportation and transportation demand
management tools.
● Improve local transportation services by working with developers to enhance non-motorized
and transit connections and amenities through development proposals.
● Staff the Transportation & Parking Committee and the Bike Technical Advisory Committee.
Financial Summary
Revenues
FY 2016 Actual
Amount
FY 2017
Amended Budget
FY 2017
Estimated
Amount
FY 2018 Adopted
Budget
2105 PLANNING & ZONING 113,104 110,865 79,000 105,000
2126 BUILDING INSPECTION SERVICES 10,366,826 11,177,100 8,243,310 6,236,000
2128 EMERGENCY SOLUTIONS GRANT 106,218 135,000 135,000 135,000
2715 SUMMER YOUTH EMPLOYMENT PROGRAM 1,426 - - -
5300 ECON. DEVELOPMENT - - - 2,745,600
Grand Total $ 10,587,574 $ 11,422,965 $ 8,457,310 $ 9,221,600
87
2018 ADOPTED BUDGET - GENERAL FUND
Community Development Department
*Full Economic Development Division moved from City Manager’s Office in 2018.
City Council Goals
City Council Goal Department Initiative
Economic Development Processed applications for two large-scale Planned Developments: 831
Emerson Street and 1450-1508 Sherman Ave.
Economic Development Administered approval of 13 new (including substitution of existing)
special uses for new businesses.
Economic Development Completed study and processed a text amendment for the reduction of
multi-family residential parking requirements in Transit Oriented
Development areas.
City Streets Community Development staff served on Steering Committees for two
major CIP projects: Sheridan Road and Howard Street Improvements.
City Streets Community Development staff served on Bike TAC, expanded the Divvy
project up to 11 stations and 110 bikes, and assisted with other Bike Plan
infrastructure implementation efforts such as bike parking improvements.
City Streets Continued to maintain and improve the physical appearance of our City
Streets by addressing graffiti tags on public right of ways in an efficient
manner and making the City a more desirable place to live and work.
City Streets Researched best practices on new mobility policies and assisted in updating
the City’s Code to reflect current transportation demands and systems,
including complete & green streets and transportation demand
management approaches.
Financial Policies and City
Debt
Developed and promoted use of online permit application for submittal
and payment.
Services for At-Risk Families Rehabbed multiple dwelling units in single- and multi-family properties to
maintain safe, sanitary, affordable housing for low and moderate-income
residents.
Services for At-Risk Families Continued the Tenant Based Rental Assistance (TBRA) program for
homeless families with children that provides stable housing while the
head(s) of household work to achieve economic independence.
Services for At-Risk Families Integrated and streamlined the grant application and management process
for Community Development Block Grant and Mental Health Board
programs to improve efficiencies for the City, reduced compliance
requirements for grantees and achieved stronger outcomes.
Expenses
FY 2016 Actual
Amount
FY 2017
Amended Budget
FY 2017
Estimated
Amount
FY 2018 Adopted
Budget
2101 COMMUNITY DEVELOPMENT ADMIN 345,207 323,208 269,216 291,162
2105 PLANNING & ZONING 627,187 770,275 668,851 722,543
2115 HOUSING CODE COMPLIANCE 3,149 1 - -
2126 BUILDING INSPECTION SERVICES 1,428,467 1,556,616 1,521,897 1,481,962
2128 EMERGENCY SOLUTIONS GRANT 106,218 154,568 75,020 123,886
2710 HOUSING ADVOCACY 181 - - -
5300 ECON. DEVELOPMENT - - 107,545 995,221
Grand Total $ 2,510,408 $ 2,804,668 $ 2,642,529 $ 3,614,774
88
2018 ADOPTED BUDGET - GENERAL FUND
Community Development Department
2018 Initiatives
Promoting neighborhood revitalization, ensuring a safe built environment and affordable housing and
providing first-last mile transportation connections will continue to be major priorities of the
Community Development Department. Specific actions to achieve these priorities include:
Building and Inspection Services Division
Continue to utilize Accela for all building permit submittal documents with focus on better
management of large documents (building plans).
• Fulfill Office of Emergency Preparedness requirements for Community Development staff including
staffing and training of Crisis Management Team members.
• Continue to update Building Division checklists, worksheets and project information guides.
• Fulfill Community Development responsibilities in the implementation of the City’s Energy
Benchmarking Ordinance to include development of covered building list; creation of
correspondence material and tracking compliance.
• Increase on-line permitting opportunities and develop an implementation schedule for Electronic
Document Review.
Housing and Grants Division
• Continue to focus on substantial rehab of affordable rental and ownership housing units to
maintain safe, sanitary and affordable housing. Projects that correct code violations, address life
safety issues, improve accessibility, include energy and water efficient features to reduce
operating costs, and increase sustainability will be prioritized.
• Continue to manage grant-funded programs and projects to ensure timely completion and
compliance with all federal and local requirements, including affordability restrictions for
housing units.
Planning and Zoning Division
Continue working with Economic Development Division to provide timely and early zoning
information to new businesses wishing to locate in Evanston.
Complete the Survey of Historic Landmark Inventory outside of existing historic districts to
improve resident awareness of historic landmarks and enhance historic preservation within the
community.
Process review of several large-scale Projects and Planned Developments currently planned: 601
Davis Street, 1007 Church Street, 128-130 Chicago Avenue, 1714-1718 Chicago Avenue, 1700
Block of Sherman Avenue/Northlight Theater Tower.
Evaluate and revise sign regulations to improve community aesthetics and provide options for
economic development.
Continue to review and propose amendments to the Zoning Ordinance to improve approval of
private projects and facilitate the type of land uses and development that increase Evanston
livability.
Transportation and Mobility Function
Partner with the City’s transit providers to invest in a strong public transit service core with
connected first/last mile solutions.
Continue to improve connections and expand options for addressing first/last mile networks to
transit for all community members: Divvy bike share, rapid transit, and on-demand services.
89
2018 ADOPTED BUDGET - GENERAL FUND
Community Development Department
Assist the Planning and Zoning Division in securing the full potential for new development
proposals’ improvements to the non-motorized and transit networks.
Integrate mobility and transportation initiatives into existing and new community events,
including community rides and tabling events.
Work across transportation and transit agencies within Evanston to maintain and grow a reliable,
safe, accessible, and active transportation network.
Community Development will continue to provide staff support and improve processes for the
following boards, commissions and committees:
● Age Friendly Evanston Task Force
● Design and Project Review (DAPR)
● Housing and Community Development Act Committee
● Housing, Homelessness, and Human Rights Commission
● Mental Health Board
● Plan Commission
o Zoning Committee of the Plan Commission
o Comprehensive Plan Committee of the Plan Commission
o Rules Committee of the Plan Commission
● Planning and Development Committee
● Preservation Commission
● Transportation & Parking Committee
● Zoning Board of Appeals
90
2018 ADOPTED BUDGET - GENERAL FUND
Community Development Department
Ongoing Activity Measures 2016
Actual
2017
Estimated
2018
Projected
Total Building Permit Revenue Collected $10,317,588 $7,074,749 $6,291,000
Total Building Permits Issued 3,811 3,600 3,600
Total Building Inspections 7,863 7,452 7,452
Total Building Construction Work w/o permits
investigated
150 165 165
Total Business Licenses Issued 66 75 80
Housing units rehabilitated (major) 9 15 12
Total Elevator Inspections 1572 1572 1580
Contractor Licenses Issued/Renewed 1015 1050 1000
Sign Variations/Variations Approved 10/7 10/6 8/6
Graffiti tags removed by graffiti technician 1195 1275 1275
Preservation cases 332 315 315
Zoning Analysis Cases 339 310 305
Special Uses / Major Variation 32 30 21
Minor Variations 54 51 72
Planned Development/Amendments 7 6 5
CDBG & MHB Programs/Projects Managed 47 52 48
Affordable Housing Units Financed 0 2 6
Households Provided Tenant-Based Rental Assistance 26 20 15
HOME/Affordable Housing Fund Programs/Projects
Managed
8 8 10
Age Friendly Evanston Task Force NA 6 6
Design and Project Review Committee Meetings 40 50 45
Housing and Community Development Act Committee 8 7 10
Housing, Homelessness, and Human Relations
Commission Meetings
9 11 10
Mental Health Board 10 11 12
Plan Commission 10 12 12
Planning and Development Committee 17 15 17
Preservation Commission 13 12 12
Zoning Board of Appeals 19 20 19
Bike Technical Advisory Committee Meetings 9 9 9
24-Hour Divvy Passes Purchased at an Evanston Station 1,358 1,700 2,000
Annual Active Divvy Memberships (Evanston’s portion) 904 1,020 1,200
Divvy Bicycle Miles Traveled from Trips that begin at an
Evanston Station
23,036 40,000 46,000
One-Way Divvy Trips that begin at an Evanston Station 10,444 20,000 23,000
91
Account Number - Description FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Estimated
Amount
FY 2018 Adopted
Budget
Salary and Benefits 1,890,271$ 2,023,356$ 2,026,190$ 2,234,907$
61010 - REGULAR PAY 1,554,488 1,716,956 1,692,025 1,855,231
61050 - PERMANENT PART-TIME - - 2,731 -
61110 - OVERTIME PAY 6,272 9,500 9,500 10,500
61415 - TERMINATION PAYOUTS 31,532 - 6,223 -
61420 - ANNUAL SICK LEAVE PAYOUT 5,219 - 4,911 5,000
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)3,492 - - -
61610 - DENTAL INSURANCE - - 500 -
61615 - LIFE INSURANCE 18 23 48 1,378
61625 - AUTO ALLOWANCE 3,735 3,735 2,000 3,735
61626 - CELL PHONE ALLOWANCE 3,366 3,366 3,366 4,566
61630 - SHOE ALLOWANCE 1,395 1,682 1,682 1,217
61710 - IMRF 162,783 159,211 168,511 195,213
61725 - SOCIAL SECURITY 96,294 104,201 107,819 127,868
61730 - MEDICARE 21,677 24,682 26,874 30,199
Services and Supplies 202,203$ 234,315$ 191,791$ 582,825$
61060 - SEASONAL EMPLOYEES 39,851 22,000 25,000 14,000
62150 - CONSTRUCTION ENGINEERING SERVICES 250 6,000 3,000 3,000
62185 - CONSULTING SERVICES 1,259 62,865 4,000 50,000
62190 - GRAFFITI REMOVAL SERVICES 3,774 5,000 5,000 5,000
62205 - ADVERTISING 5,559 2,925 2,925 2,325
62210 - PRINTING 2,571 3,000 3,000 2,200
62236 - SOFTWARE MAINTENANCE - - 1,061 -
62245 - OTHER EQMT MAINTENANCE - 100 100 100
62275 - POSTAGE CHARGEBACKS 4,486 9,100 7,100 6,000
62280 - OVERNIGHT MAIL CHARGES - - - 200
62295 - TRAINING & TRAVEL 8,854 16,000 10,520 20,500
62315 - POSTAGE 439 - - 100
62345 - COURT COST/LITIGATION 540 400 400 400
62346 - REAL ESTATE TAX PAYMENTS TO COUNTY - - - 25,000
62360 - MEMBERSHIP DUES 3,027 4,200 4,200 9,375
62380 - COPY MACHINE CHARGES 4,487 2,600 2,600 1,300
62425 - ELEVATOR CONTRACT COSTS 7,857 5,000 5,000 4,500
62464 - PLUMB, ELEC, PLAN REVEIW SERV 86,607 25,000 80,000 75,000
62509 - SERVICE AGREEMENTS/ CONTRACTS - 50,000 10,000 40,000
62645 - DIGITAL ARCHIVING 13,484 10,000 10,000 10,000
62659 - ECONOMIC DEVELOPMENT PARTNERSHIP CONTRIBUTIONS - - - 100,000
62660 - BUSINESS ATTRACTION - - - 50,000
62662 - BUSINESS RETENTION / EXPANSION INVESTMENTS - - - 150,000
62705 - BANK SERVICE CHARGES 4,321 - 4,200 4,200
64540 - TELECOMMUNICATIONS - WIRELESS - - 205 -
64545 - PERSONAL COMPUTER SOFTWARE - - 1,800 -
65010 - BOOKS, PUBLICATIONS, MAPS 309 1,275 200 1,175
65020 - CLOTHING 1,577 2,000 2,000 1,500
65025 - FOOD 1,562 800 927 400
65050 - BLDG MAINTENANCE MATERIAL 181 - - -
65055 - MATER. TO MAINT. IMP.- 350 350 350
65085 - MINOR EQUIPMENT & TOOLS 675 700 700 700
65095 - OFFICE SUPPLIES 10,535 5,000 7,503 5,500
Miscellaneous -$ -$ 80$ 9,000$
62490 - OTHER PROGRAM COSTS - - 80 9,000
Insurance and Other Chargebacks 242,644$ 301,287$ 264,826$ 304,396$
61510 - HEALTH INSURANCE 257,466 298,481 262,020 284,142
62740 - OTHER CHARGES-CHARGEBACK (18,380) - - -
66030 - TRANSFER TO INSURANCE - RISK 2,808 2,806 2,806 2,806
66059 - HEALTH INSURANCE OPT OUT EXPENSE 750 - - -
66130 - TRANSFER TO INSURANCE - - - 17,448
Capital Outlay -$ -$ -$ 253,500$
65522 - BUSINESS DISTRICT IMPROVEMENTS - - - 250,000
65625 - FURNITURE & FIXTURES - - - 3,500
Community Sponsored Organizations 94,695$ 154,568$ 75,000$ 123,886$
67010 - COMMUNITY SPONSORED ORGANIZATIONS - 154,568 - 123,886
67110 - CONNECTIONS FOR THE HOMELESS 79,695 - 75,000 -
67111 - YWCA 15,000 - - -
Contingencies -$ 8,000$ 1,500$ 5,000$
68205 - CONTINGENCIES - 8,000 1,500 5,000
Interfund Transfers 80,595$ 83,142$ 83,142$ 101,260$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 13,932 13,932 13,932 13,932
62309 - RENTAL OF AUTO REPLACEMENT 12,010 12,370 12,370 12,370
66025 - TRANSFER TO DEBT SERVICE - ERI 54,653 56,840 56,840 74,958
Grand Total $ 2,510,408 $ 2,804,668 $ 2,642,529 $ 3,614,774
92
2018 ADOPTED BUDGET - GENERAL FUND
Police Department
The Evanston Police Department is committed to the protection of life and property. With a staff of 166
sworn officers and 58 civilian personnel, the emphasis is on delivering a public service in harmony with
the values and expectations of the community. This is accomplished through the three divisions of the
Police Department: Field Operations Division, Support Services Division; and Investigative Services
Division.
Field Operations Division
Headed by a Deputy Chief, this division is comprised of three patrol divisions of uniformed officers who
respond to calls for service and proactively patrol the community. This Division also includes the
Department’s K9 unit, Traffic Division and its Community Strategy Division (Problem-Solving Team
and Foot Patrol Unit).
Support Services Division
Charged with the oversight of the internal workings of the Police Department, the Deputy Chief of this
Division oversees the Office of Administration, Records Bureau, the Communications Division (9-1-1
Call Center) and the Support Services Division (Service Desk and 3-1-1 Call Center).
Investigative Services Division
Responsible for the investigation and follow-up of major crimes and incidents, this unit is comprised of
the Juvenile Detective Division as well as the Investigative Services Division. Headed by a Deputy Chief,
this unit includes the Neighborhood Enforcement Team (NET) and the department’s TAC unit, which
is responsible for a variety of tactical response operations. In addition, Victim Services and Youth
Services provide services to the community.
Financial Summary
Revenues
FY 2016 Actual
Amount
FY 2017
Amended
Budget
FY 2017
Estimated
Amount
FY 2018
Adopted
Budget
2205 POLICE ADMINISTRATION 9,806,243 10,678,250 10,687,350 10,898,204
2210 PATROL OPERATIONS 13,892 - - -
2225 SOCIAL SERVICES BUREAU 49,032 44,000 50,000 -
2240 POLICE RECORDS 25,705 20,000 22,250 25,000
2251 311 CENTER 1,983 - - -
2260 OFFICE OF ADMINISTRATION (4,189) - 18,610 50,000
2265 NEIGHBORHOOD ENFORCEMENT TEAM 8,774 - 7,500 -
2270 TRAFFIC BUREAU 155,570 118,000 118,000 130,000
2280 ANIMAL CONTROL 15,270 23,000 8,205 7,500
2285 PROBLEM SOLVING TEAM 2,000 - 2,200 -
Grand Total $ 10,074,279 $ 10,883,250 $ 10,914,115 $ 11,110,704
93
2018 ADOPTED BUDGET - GENERAL FUND
Police Department
*Social Services Bureau activities moved to Health Department
Ongoing Activity Measures
2015
Actual
2016
Actual
2017
Projected
2018
Projected
Part I crimes 1,963 1,811 1,850 1,830
Part II crimes 7,368 5,832 6,330 6,350
Total calls for service * 38,662 38,832 60,000 61,000
Arrests (felony & misdemeanor) 1,710 1,606 1,610 1,620
D.U.I. arrests 88 100 102 105
Ticket & citation production – Parking 18,962 10,857 11,000 12,000
Written Reports ** - - 13,900 14,100
2018 Initiatives
Develop a body-worn- camera program in conjunction with Northwestern University as a
preamble to implementation of body cameras for Evanston police officers.
Research the transition to the STARCOM radio system from the current UHF T-Band
frequency.
Update in-car camera system.
Implement system for in-car printing and electronic submission of citations
*In 2017 there was a computer aided dispatch/record management system upgrade that more
effectively captured activity.
**Written reports include incident, crash and arrest reports.
Expenses
FY 2016
Actual
Amount
FY 2017
Amended
Budget
FY 2017
Estimated
Amount
FY 2018
Adopted
Budget
2205 POLICE ADMINISTRATION 10,102,439 11,624,315 11,023,024 11,854,406
2210 PATROL OPERATIONS 11,382,067 10,958,576 11,808,585 11,658,073
2215 CRIMINAL INVESTIGATION 2,344,949 2,252,216 2,321,037 2,288,057
2225 SOCIAL SERVICES BUREAU 575,231 654,748 634,767 -
2230 JUVENILE BUREAU 1,109,704 1,020,127 1,464,927 1,257,730
2235 SCHOOL LIAISON 485,709 478,839 485,609 492,889
2240 POLICE RECORDS 716,716 704,031 703,236 709,721
2245 COMMUNICATIONS 1,620,366 1,558,798 1,504,812 1,536,497
2250 SERVICE DESK 1,472,405 1,301,979 1,359,753 1,409,016
2251 311 CENTER 527,209 606,523 647,210 604,708
2255 OFFICE-PROFESSIONAL STANDARDS 567,969 525,088 407,870 397,280
2260 OFFICE OF ADMINISTRATION 788,369 732,852 638,017 617,559
2265 NEIGHBORHOOD ENFORCEMENT TEAM 2,534,994 2,212,929 2,193,490 2,089,084
2270 TRAFFIC BUREAU 1,136,606 1,012,090 1,015,980 944,637
2275 COMMUNITY STRATEGIC BUREAU 158,555 158,381 155,203 158,732
2280 ANIMAL CONTROL 246,949 185,005 185,780 185,597
2285 PROBLEM SOLVING TEAM 1,820,639 1,823,351 1,749,099 1,768,691
2291 PROPERTY BUREAU 119,153 238,733 222,240 242,922
2295 BUILDING MANAGEMENT 107,600 175,261 168,553 175,500
Grand Total $ 37,817,627 $ 38,223,842 $ 38,689,192 $ 38,391,099
94
Account Number - Description FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Estimated
Amount
FY 2018 Adopted
Budget
Salary and Benefits 22,889,991$ 22,459,205$ 22,812,009$ 22,586,861$
61010 - REGULAR PAY 19,083,050 19,627,068 19,236,484 19,563,356
61050 - PERMANENT PART-TIME 2,060 76,504 57,138 -
61055 - TEMPORARY EMPLOYEES - - 30,000 -
61062 - SPECIAL EVENT PAY 313 184,446 10,800 -
61070 - JOB TRAINING AND INTERNSHIPS 87,750 97,500 85,000 97,500
61110 - OVERTIME PAY 285,037 146,400 203,194 238,400
61111 - HIREBACK OT PAY 1,073,810 182,200 549,381 466,646
61112 - SPECIAL DETAIL OT 326,922 124,130 268,906 224,130
61415 - TERMINATION PAYOUTS 217,870 275,000 483,038 275,000
61420 - ANNUAL SICK LEAVE PAYOUT 139,338 190,000 100,257 190,000
61425 - ANNUAL HOLIDAY PAYOUT 311,403 204,000 331,893 204,000
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)17,743 - 51,177 -
61440 - EDUCATION PAY 209,100 232,400 245,500 232,400
61610 - DENTAL INSURANCE - - 10,000 -
61615 - LIFE INSURANCE 45 47 1,347 23,826
61626 - CELL PHONE ALLOWANCE 360 360 360 360
61630 - SHOE ALLOWANCE 465 465 465 460
61635 - UNIFORM ALLOWANCE 168,000 195,600 193,600 170,500
61710 - IMRF 412,994 380,646 392,654 351,411
61725 - SOCIAL SECURITY 257,349 258,819 258,622 253,882
61730 - MEDICARE 296,382 283,620 302,193 294,990
Services and Supplies 1,019,652$ 788,928$ 884,095$ 817,426$
61060 - SEASONAL EMPLOYEES 55,831 - 5,691 -
62210 - PRINTING 8,894 3,000 3,679 3,000
62225 - BLDG MAINTENANCE SERVICES 53,762 59,600 56,600 59,600
62240 - AUTOMOTIVE EQMP MAINT 2,517 - - -
62245 - OTHER EQMT MAINTENANCE 968 2,700 2,700 2,700
62270 - MEDICAL/HOSPITAL SERVICES - 1,000 1,000 1,000
62272 - OTHER PROFESSIONAL SERVICES 28,727 65,000 32,098 65,000
62275 - POSTAGE CHARGEBACKS 2,317 6,000 6,000 6,000
62280 - OVERNIGHT MAIL CHARGES 166 - 12 -
62295 - TRAINING & TRAVEL 163,550 127,890 137,174 127,890
62315 - POSTAGE 64 - - -
62335 - DATA PROCESSING SERVICES 189 378 378 378
62360 - MEMBERSHIP DUES 123,266 116,388 122,717 116,388
62370 - EXPENSE ALLOWANCE 1,351 5,700 9,756 2,200
62375 - RENTALS 46,917 33,430 34,269 33,430
62380 - COPY MACHINE CHARGES 15,453 8,954 8,954 8,954
62425 - ELEVATOR CONTRACT COSTS 362 3,112 3,112 3,112
62509 - SERVICE AGREEMENTS/ CONTRACTS 137,691 35,000 41,005 35,000
62645 - DIGITAL ARCHIVING 444 - 457 -
62705 - BANK SERVICE CHARGES 14 600 324 600
64005 - ELECTRICITY 2,766 - 420 -
64015 - NATURAL GAS 14,737 15,000 26,053 15,000
64505 - TELECOMMUNICATIONS 34,722 50,000 100,000 50,000
64540 - TELECOMMUNICATIONS - WIRELESS 44,834 22,000 26,275 22,000
64545 - PERSONAL COMPUTER SOFTWARE - - 30 -
64565 - CABLE - VIDEO 118 - 193 -
65010 - BOOKS, PUBLICATIONS, MAPS 126 520 602 520
65015 - CHEMICALS/ SALT 34,716 35,833 35,833 35,833
65020 - CLOTHING 82,631 40,450 60,817 40,450
65025 - FOOD 1,031 8,050 8,050 8,050
65040 - JANITORIAL SUPPLIES 11,910 6,600 7,186 6,600
65050 - BLDG MAINTENANCE MATERIAL 1,029 - 500 -
65085 - MINOR EQUIPMENT & TOOLS 56,382 54,790 93,495 54,790
65095 - OFFICE SUPPLIES 27,249 22,300 27,673 45,300
65105 - PHOTO/DRAFTING SUPPLIE 309 4,833 4,833 4,833
65125 - OTHER COMMODITIES 64,610 59,800 24,906 68,798
65555 - PERSONAL COMPUTER EQUIPMENT - - 1,303 -
Miscellaneous 48,786$ -$ 20,909$ -$
62001 - SHORT TERM BUDGETING SALARY COSTS - - 800 -
62490 - OTHER PROGRAM COSTS 40,800 - 11,169 -
62770 - MISCELLANEOUS 7,986 - - -
65120 - POLICE DUI EXPENSE - - 8,940 -
95
Account Number - Description FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Estimated
Amount
FY 2018 Adopted
Budget
Insurance and Other Chargebacks 12,834,792$ 13,915,779$ 13,986,929$ 14,058,138$
61510 - HEALTH INSURANCE 3,050,897 3,328,113 3,406,063 3,244,968
62675 - INTERDEPT TRANSFER PENSIONS 9,437,323 10,237,200 10,237,200 10,462,704
66030 - TRANSFER TO INSURANCE - RISK 337,872 337,866 337,866 337,866
66059 - HEALTH INSURANCE OPT OUT EXPENSE 8,700 12,600 5,800 12,600
Capital Outlay -$ -$ 320$ -$
65625 - FURNITURE & FIXTURES - - 320 -
Contingencies (990)$ 2,500$ 2,500$ 2,500$
68205 - CONTINGENCIES (990) 2,500 2,500 2,500
Interfund Transfers 1,025,398$ 1,057,430$ 982,430$ 926,174$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 660,540 660,540 610,540 539,151
62309 - RENTAL OF AUTO REPLACEMENT 256,498 284,194 259,194 279,459
66025 - TRANSFER TO DEBT SERVICE - ERI 108,360 112,696 112,696 107,564
Grand Total $ 37,817,627 $ 38,223,842 $ 38,689,192 $ 38,391,099
96
201 8 ADOPTED BUDGET - GENERAL FUND
Fire Department
The Fire Department exists 24 hours of every day to protect life, property, and the environment. The
Department provides superior quality fire suppression, emergency medical services, fire prevention,
public education, technical rescue, and non-emergency and support services to prevent or minimize
situations that affect Evanston residents, businesses, and visitors. The community service is provided
through four divisions: Fire Administration and Support, Fire Prevention, Fire Suppression, and
Emergency Preparedness.
The Fire Administration and Support Division provides direction, policy, leadership, and management
for moving the organization toward achieving its mission. The Fire Prevention Division provides plan
review, business and mercantile safety assistance, code enforcement, and investigation. The 101
members assigned to the Suppression Division deliver first response to all emergencies and situations
that require prompt attention on a twenty-four hour a day basis. The members of the Suppression
Division staff five fire stations, which house five fire engines, two aerial ladder trucks, three ambulances,
and a Shift Chief. The Emergency Preparedness Division in cooperation with all City Departments
coordinates the disaster preparation, mitigation, and recovery plans and efforts of the City. The
Emergency Preparedness Division integrates the City’s plans with the County and State Emergency
Preparedness Agencies.
Financial Summary
City Council 2017 Goal Performance
City Council Goal Department Initiative
City Facilities Department will implement a video conferencing system
City Facilities CERT members volunteered to assist at City sponsored events
Economic Development Department members presented a successful Citizens Fire Academy
Services for at-risk families Fire Explorer Program is continuing to be led by Department
members
Revenues
FY 2016
Actual Amount
FY 2017
Amended
Budget
FY 2017
Estimated
Amount
FY 2018
Adopted
Budget
2305 FIRE MGT & SUPPORT 7,456,403 8,530,809 8,532,559 8,487,047
2310 FIRE PREVENTION 218,557 244,000 252,600 248,000
2315 FIRE SUPPRESSION 1,750,143 1,831,500 1,832,500 1,831,500
2320 EMERGENCY PREPAREDNESS 38,613 - - -
Grand Total $ 9,463,715 $ 10,606,309 $ 10,617,659 $ 10,566,547
Expenses
FY 2016 Actual
Amount
FY 2017
Amended Budget
FY 2017
Estimated
Amount
FY 2018 Adopted
Budget
2305 FIRE MGT & SUPPORT 8,057,286 8,965,267 8,854,039 9,070,228
2310 FIRE PREVENTION 610,580 642,654 643,907 621,334
2315 FIRE SUPPRESSION 14,558,369 14,671,809 14,632,672 14,228,557
2320 EMERGENCY PREPAREDNESS 9,478 14,271 14,271 14,271
Grand Total $ 23,235,714 $ 24,294,001 $ 24,144,889 $ 23,934,390
97
201 8 ADOPTED BUDGET - GENERAL FUND
Fire Department
2017 Initiatives Update
The Fire Department, in cooperation with Human Resources executed promotional exams and
eligibility lists for the positions of Shift Chief and Captain. The Department has been able to offer
advanced certification to all paramedics in Advanced Cardiac Life Support. In cooperation with the
Emergency Telecommunications Center, the Department implemented an upgraded Computer
Aided Dispatch System, Fire Incident Reporting System and Emergency Pre-Planning mapping
software.
Fire and life safety education programs were expanded to all primary school children (K-5th grade)
in the City. The community engagement programs, Fire Explorer, Citizen CPR, and the ETHS
Public Safety Program were successfully offered. The Department’s strategic plan continues to be
implemented including a community walkthrough of the plan.
2018 Initiatives
In cooperation with Human Resources, the Department will conduct expanded recruitment and
new hire testing for the purpose of creating an eligibility list for new hiring.
In cooperation with Northwestern University work on a cooperative agreement for a shared
Emergency Operations Center will be initiated.
Emergency Management will continue working with City Departments on enhanced emergency
preparedness and NIMS compliance while aiding the business community to prepare for
continuity of their operations in the event of a disaster.
All members will be offered the opportunity to complete Incident Safety Officer and Pediatric
Advanced Life Support (PALS) certification.
In cooperation with Information Technology, the Department will implement an upgraded
Emergency Patient Care Reporting (ePCR) system.
The community engagement programs, Fire Explorer, ETHS Public Safety, Citizen CPR, and
Citizen Fire Academy will be offered through our Department members.
The Department will continue its Strategic Plan implementation.
98
201 8 ADOPTED BUDGET - GENERAL FUND
Fire Department
Ongoing Activity Measures
2016
Actual
2017
Estimated
2018
Projected
City fire insurance rating 2 2 1
Hydrants inspected/flow tested 1,310 1,310 1,310
Construction plans reviewed 446 435 480
Staff hours on cause and origin investigations 93 92 95
All Fire Dept. incidents, excluding ambulance calls 3,826 3,650 3,660
Ambulance calls 6,441 6,100 6,300
Extinguishing Alarm System activations (Included
above) 1,437 1,445 1,450
99
Account Number - Description FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Estimated
Amount
FY 2018 Adopted
Budget
Salary and Benefits 11,954,706$ 11,624,265$ 11,865,249$ 11,627,475$
61010 - REGULAR PAY 10,785,731 10,903,923 10,717,103 10,753,269
61110 - OVERTIME PAY 236,407 128,000 140,000 178,000
61111 - HIREBACK OT PAY 495,579 250,000 573,348 350,000
61113 - TRAINING OT 64,805 33,000 43,000 33,000
61415 - TERMINATION PAYOUTS 69,453 50,000 72,738 50,000
61420 - ANNUAL SICK LEAVE PAYOUT 111,605 50,000 96,375 50,000
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)- - 15,320 -
61610 - DENTAL INSURANCE - - 499 -
61615 - LIFE INSURANCE 108 110 563 6,249
61626 - CELL PHONE ALLOWANCE 2,100 1,200 3,200 3,600
61710 - IMRF 22,642 21,720 22,152 22,616
61725 - SOCIAL SECURITY 15,172 30,155 13,410 14,885
61730 - MEDICARE 151,102 156,157 167,541 165,856
Services and Supplies 384,965$ 428,023$ 427,224$ 368,023$
62210 - PRINTING 3,473 4,000 4,000 4,000
62235 - OFFICE EQUIPMENT MAINT 471 1,100 1,100 1,100
62245 - OTHER EQMT MAINTENANCE 2,760 5,100 5,100 5,100
62250 - COMPUTER EQUIPMENT MAINT 2,513 8,100 8,100 8,100
62270 - MEDICAL/HOSPITAL SERVICES 40,061 50,400 50,400 50,400
62275 - POSTAGE CHARGEBACKS 281 3,000 3,000 3,000
62295 - TRAINING & TRAVEL 63,269 72,400 63,716 52,400
62315 - POSTAGE 205 500 500 500
62335 - DATA PROCESSING SERVICES 327 3,200 3,200 3,200
62355 - LAUNDRY/OTHER CLEANING 278 1,000 1,000 1,000
62360 - MEMBERSHIP DUES 58,848 47,200 47,200 47,200
62380 - COPY MACHINE CHARGES 2,111 1,223 1,223 1,223
62430 - CUSTODIAL CONTRACT SERVICES 5,013 2,000 6,840 2,000
62509 - SERVICE AGREEMENTS/ CONTRACTS 4,580 5,100 5,100 5,100
62518 - SECURITY ALARM CONTRACTS 3,629 6,400 6,400 6,400
62705 - BANK SERVICE CHARGES 626 - 619 -
64015 - NATURAL GAS 44,654 70,000 70,000 50,000
64505 - TELECOMMUNICATIONS - - 278 -
64540 - TELECOMMUNICATIONS - WIRELESS 18,708 12,000 12,000 12,000
65005 - AGRI/BOTANICAL SUPPLIES 214 300 300 300
65010 - BOOKS, PUBLICATIONS, MAPS 708 2,400 2,400 2,400
65015 - CHEMICALS/ SALT 7,170 6,000 6,000 6,000
65020 - CLOTHING 70,798 70,000 70,000 50,000
65040 - JANITORIAL SUPPLIES 13,644 11,000 11,000 11,000
65050 - BLDG MAINTENANCE MATERIAL 6,011 6,000 6,595 6,000
65070 - OFFICE/OTHER EQT MTN MATL 4,093 4,000 4,000 4,000
65075 - MEDICAL & LAB SUPPLIES 7,119 7,000 7,000 7,000
65085 - MINOR EQUIPMENT & TOOLS 4,504 4,500 4,543 4,500
65090 - SAFETY EQUIPMENT 1,493 2,000 2,000 2,000
65095 - OFFICE SUPPLIES 6,576 7,400 7,400 7,400
65105 - PHOTO/DRAFTING SUPPLIE 1,196 1,700 1,700 1,700
65125 - OTHER COMMODITIES 9,631 12,100 12,100 12,100
65555 - PERSONAL COMPUTER EQUIPMENT - - 1,510 -
65620 - OFFICE MACH. & EQUIP.- 900 900 900
Miscellaneous 97,065$ 426,590$ 332,193$ 181,090$
62521 - MEDICAL EQ MAINT AGREEMENTS 25,933 31,400 31,400 31,400
62522 - SCBA EQ MAINT AGREEMENTS 8,269 250,000 221,091 6,000
62523 - EXTRICATION EQ MAINT AGREEMNTS 2,482 3,000 3,000 3,000
62605 - OTHER CHARGES 7,671 8,000 8,000 8,000
62770 - MISCELLANEOUS 8,281 8,202 8,202 8,202
65141 - FITNESS INCENTIVE 44,429 125,988 60,500 124,488
Insurance and Other Chargebacks 9,962,868$ 10,902,378$ 10,763,478$ 10,969,876$
61510 - HEALTH INSURANCE 1,760,133 1,944,123 1,805,223 1,815,383
62675 - INTERDEPT TRANSFER PENSIONS 7,396,641 8,148,709 8,148,709 8,344,947
66030 - TRANSFER TO INSURANCE - RISK 802,344 802,346 802,346 802,346
66059 - HEALTH INSURANCE OPT OUT EXPENSE 3,750 7,200 7,200 7,200
Capital Outlay 26,742$ 70,000$ 64,000$ 35,000$
65625 - FURNITURE & FIXTURES 26,742 70,000 64,000 35,000
Interfund Transfers 809,368$ 842,745$ 692,745$ 752,926$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 532,055 547,055 447,055 457,055
62309 - RENTAL OF AUTO REPLACEMENT 271,500 289,645 239,645 289,645
66025 - TRANSFER TO DEBT SERVICE - ERI 5,813 6,045 6,045 6,226
Grand Total $ 23,235,714 $ 24,294,001 $ 24,144,889 $ 23,934,390
100
2018 ADOPTED BUDGET - GENERAL FUND
Health & Human Services Department
The Health and Human Services Department’s mission is to protect, preserve, and promote wellness for
people who live, work, and play in Evanston through creative and sustainable partnerships. The
Department is a leader in improving the health and well-being of Evanston. The Health and Human
Services Department’s deliverables are based on the idea that health is influenced by more than just
individual choices. One’s physical and psychosocial environment, culture, and government all play a role
in influencing and determining overall health. Healthy outcomes are integrated in a comprehensive
approach to bring health, well-being, and equity considerations into the development and
implementation of policies, programs, and services of traditionally non-health related government
systems or agencies.
With the Department’s food, environmental, property maintenance, emergency preparedness and
communicable disease monitoring activities as well as through the addition of General Assistance and
Emergency Assistance programs, the Health and Human Services Department is an active force in
supporting the health and well-being of Evanston’s residents. The Health and Human Services
Department is responsible for operating programs that prevent infectious and chronic diseases, promote
food safety, and assure quality health care.
The Department is focused on eliminating the social inequities in health between different racial and
cultural groups, giving families a healthy start in life, and adopting health reforms that focus on
prevention as a better integration of medical care, public health and other needed services. We partner
with our community stakeholders to build a culture of health, enabling all in our diverse society to lead
healthier lives now and for generations to come.
Financial Summary
Revenues
FY 2016
Actual Amount
FY 2017
Amended
Budget
FY 2017
Estimated
Amount
FY 2018
Adopted
Budget
2407 HEALTH SERVICES ADMIN 10,912 12,000 5,000 5,000
2435 FOOD AND ENVIRONMENTAL HEALTH 958,379 1,046,550 1,055,297 960,650
2440 VITAL RECORDS 140,445 131,300 156,335 146,300
2455 COMMUNITY HEALTH 27,485 31,000 31,000 31,000
Grand Total $ 1,137,222 $ 1,220,850 $ 1,247,632 $ 1,142,950
Expenses
FY 2016 Actual
Amount
FY 2017
Amended Budget
FY 2017
Estimated
Amount
FY 2018 Adopted
Budget
2407 HEALTH SERVICES ADMIN 326,461 329,428 336,160 283,166
2435 FOOD AND ENVIRONMENTAL HEALTH 1,548,936 1,835,024 1,608,643 1,691,549
2440 VITAL RECORDS 87,626 89,051 133,404 100,500
2455 COMMUNITY HEALTH 248,508 301,819 279,535 595,324
2460 COMMUNITY PURCHASED SERVICES 884,794 1,026,990 859,153 1,026,990
2499 GENERAL ASSISTANCE 1,027 - - -
Grand Total $ 3,097,351 $ 3,582,312 $ 3,216,895 $ 3,697,529
101
2018 ADOPTED BUDGET - GENERAL FUND
Health & Human Services Department
Council Goal Performance
City Council Goal Department Initiative
Services for At-Risk Families The Department continues with the integration of the General
Assistance and Emergency Assistance programs, which were formerly
housed in the Township of Evanston.
Services for At-Risk Families The Department in collaboration with Parks Recreation and
Community Services (Dental Access Days), by providing adult dental
services over a two-day period.
Services for At-Risk Families The Department continues to strengthen outreach to HIV-positive
individuals to help connect them with needed medical care
Services for At-Risk Families The Health and Human Services Department is an active partner in the
Safe and Healthy Homes Committee, a cross-departmental effort,
which addresses emergency housing needs
Services for At-Risk Families The Department hosted 2 Town Hall Meetings on Unnatural Causes:
Inequity is making us Sick. The goal was to raise the profile of health
inequities in our community.
Services for At-Risk Families
The Department hosts General Educational and Adult Basic Education
courses improving literacy for community residents.
Services for At-Risk Families
The Department provides human services to at risk residents assisting
in creating stability in housing, finances and navigating complex
systems.
2017 Accomplishments
Technology
Create electronic application for General and Emergency assistance
Established a Universal Tracking system for all At-risk Groups-Apricot
Services for At-Risk Families
Convener of the Hoarding Taskforce
Established “Rent” Landlord/Tenant Educational Awareness Campaign
Partnerships
Erie Family Health Center
School Based Health Center
NorthShore University Health Systems “Rethink Your Drink 2.0” Public Health Campaign
District 202 “Get Yourself Tested”
District 65 Passive Surveillance School Absenteeism program
Hosted 2nd Men’s Health Fair
102
2018 ADOPTED BUDGET - GENERAL FUND
Health & Human Services Department
Ongoing Activity Measures
2016
Actual
2017
Estimated
2018
Projected
Number of licensed food establishments 436 465 465
Number of foodborne illness investigations performed 26 25 25
Total number of food inspections performed 461 664 665
Temporary food inspections performed 365 480 530
Food complaints evaluated / inspected 58 60 60
Food establishment plans reviewed 16 20 20
Rat and Rodent complaints investigated 1168 753 1000
Number of Communicable Disease Investigations 725 745 745
American Smoke-Out participants 150 300 400
Tobacco Education and Outreach 3 events 3 events 4 events
Environmental Scans of Tobacco Retailers 34 33 33
Grants administered 15 15 15
Dwelling Units Inspected 1166 2636 2650
Occupants Affected by Rooming House Inspections 5517 5600 5750
Get Yourself Tested Participants at ETHS 60 70 75
Number of Women Out Walking Participants 514 393 600
Vacant Building Determinations 53 33 30
2018 Initiatives
Advancing Health Equity by engaging new allies in the Health Equity Movement through policy, systems
and environmental change.
Develop a comprehensive Mental Health resource and referral guide to share with city
departments and community Mental Health partners and continue to update annually.
Work with the Evanston Mental Health Board and other community partners to develop a
method for measuring ratio of Evanston population to Mental Health Providers.
Partner with Presence St. Francis Hospital to offer quarterly Mental Health First Aid training to
all city employees, seeking participation from all City of Evanston departments.
3 community educational seminars on hoarding and create an Evanston hoarding support group,
holding regular meetings for Evanston residents.
103
2018 ADOPTED BUDGET - GENERAL FUND
Health & Human Services Department
Expand Women Out Walking to We’re Out Walking (including men and women) and increase
program participation by 50% from 2016 baseline of 514 participants.
Incorporate a bicycling curriculum into all Evanston District 65 Elementary and Middle Schools
and work with the Evanston Police Department to hold 2 targeted enforcement campaigns per
year at intersections.
Expand the Rethink Your Drink Campaign by conducting the “Sugar Show” for all city staff, 10
Evanston businesses, and 10 nonprofit organizations.
Create a tool to screen for early violence exposure and establish baseline information for youth
exposure to violence and trauma.
104
Account Number - Description FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Estimated
Amount
FY 2018 Adopted
Budget
Salary and Benefits 1,652,310$ 1,674,527$ 1,638,452$ 1,919,517$
61010 - REGULAR PAY 1,357,828 1,420,347 1,338,680 1,589,910
61050 - PERMANENT PART-TIME 3,968 - 1,120 -
61055 - TEMPORARY EMPLOYEES 6,644 - - -
61110 - OVERTIME PAY 10,392 13,506 10,471 13,506
61415 - TERMINATION PAYOUTS 14,987 - 23,506 -
61420 - ANNUAL SICK LEAVE PAYOUT - - 17,908 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)403 - - -
61610 - DENTAL INSURANCE - - 144 -
61615 - LIFE INSURANCE 19 13 55 1,464
61625 - AUTO ALLOWANCE 4,980 4,980 5,188 4,980
61626 - CELL PHONE ALLOWANCE 2,964 2,784 2,784 3,144
61630 - SHOE ALLOWANCE 1,400 930 1,085 1,085
61710 - IMRF 142,624 124,978 133,365 165,585
61725 - SOCIAL SECURITY 85,546 86,236 84,405 112,804
61730 - MEDICARE 20,555 20,753 19,741 27,039
Services and Supplies 110,544$ 198,771$ 153,131$ 160,615$
61060 - SEASONAL EMPLOYEES 64,036 39,075 65,000 58,650
62205 - ADVERTISING - 400 - -
62210 - PRINTING 4,952 5,965 15,965 4,765
62235 - OFFICE EQUIPMENT MAINT - 150 150 150
62275 - POSTAGE CHARGEBACKS 1,945 5,000 4,000 5,000
62295 - TRAINING & TRAVEL 7,827 6,981 6,200 5,600
62345 - COURT COST/LITIGATION 400 1,500 1,000 1,000
62360 - MEMBERSHIP DUES 3,980 4,900 4,650 4,400
62371 - WOMEN OUT WALKING EXPENSE 7,649 5,000 7,000 5,000
62380 - COPY MACHINE CHARGES 3,536 2,049 2,049 2,049
62494 - HOME DAY CARE LICENSE EXPENDITURES 545 - 222 -
62645 - DIGITAL ARCHIVING - 2,500 - 2,500
62705 - BANK SERVICE CHARGES 3,298 - 1,521 -
64540 - TELECOMMUNICATIONS - WIRELESS 1,655 4,851 4,851 4,851
65010 - BOOKS, PUBLICATIONS, MAPS 188 950 250 -
65020 - CLOTHING 1,322 - - -
65025 - FOOD 442 650 473 400
65045 - LICENSING/REGULATORY SUPP 1,056 1,000 500 500
65075 - MEDICAL & LAB SUPPLIES 560 417 417 417
65085 - MINOR EQUIPMENT & TOOLS 603 1,200 400 600
65090 - SAFETY EQUIPMENT - 750 750 -
65095 - OFFICE SUPPLIES 5,454 12,233 4,733 27,533
65125 - OTHER COMMODITIES 583 200 - 200
65127 - LEADPAINT HAZARD GRANT EXPENSE - 100,000 30,000 35,000
65620 - OFFICE MACH. & EQUIP.513 3,000 3,000 2,000
Miscellaneous 135,611$ 332,468$ 191,747$ 367,468$
62468 - IL TOBACCO FREE COMM EXP - 7,300 7,300 7,300
62469 - IL VACANT PROPERTY EXP 37,215 - 35,000 35,000
62471 - VECTOR SURVEILLANCE EXP 6,192 20,500 23,000 20,500
62472 - BEACH WATER TESTING EXP 5,324 10,000 10,000 10,000
62473 - ENVIRONMENTAL HEATH EXP 111 - - -
62474 - HEALTH PROTECTION EXP 14,854 31,227 15,000 31,227
62476 - CRI GRANT -EXPENSE (HHS)7,118 5,500 5,500 5,500
62477 - PHEP GRANT-EXPENSE 11,314 17,500 10,000 17,500
62490 - OTHER PROGRAM COSTS 33,174 197,641 47,804 197,641
62493 - PROPERTY CLEAN UP EXPENSE - 20,000 15,000 20,000
62605 - OTHER CHARGES 20,283 22,800 23,143 22,800
62646 - IL HIV SURVEILLANCE 26 - - -
Insurance and Other Chargebacks 237,682$ 389,754$ 246,773$ 261,870$
61510 - HEALTH INSURANCE 230,266 380,235 239,354 252,351
66030 - TRANSFER TO INSURANCE - RISK 5,916 5,919 5,919 5,919
66059 - HEALTH INSURANCE OPT OUT EXPENSE 1,500 3,600 1,500 3,600
Community Sponsored Organizations -$ 50,000$ 50,000$ 50,000$
62647 - Cradle to Career Programming - 50,000 50,000 50,000
Interfund Transfers 961,205$ 936,792$ 936,792$ 938,059$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 25,827 25,827 25,827 25,827
62309 - RENTAL OF AUTO REPLACEMENT 9,286 9,565 9,565 9,565
62540 - MAINTENANCE OFFICE EQUIP CHARGEBACKS 675 - - -
66020 - TRANSFERS TO OTHER FUNDS - 859,153 859,153 859,153
66025 - TRANSFER TO DEBT SERVICE - ERI 40,623 42,247 42,247 43,514
66132 - TRANSFER TO HEALTH AND HUMAN SERV 884,794 - - -
Grand Total $ 3,097,351 $ 3,582,312 $ 3,216,895 $ 3,697,529
105
2018 ADOPTED BUDGET - GENERAL FUND
Parks, Recreation and Community Services Department
The Parks, Recreation and Community Services Department provides a wide range of services that
improve the quality of life of those who live, work or play in Evanston. The department supports the
following:
Parks, Recreation
Over 70 parks sites, three recreation centers, sports, after school and preschool programs, camps,
recreation programs, special recreation programs for people with special needs, six beaches/boat ramps.
Community Services
Opportunities for youth and young adults through strengthening existing youth services, establishing a
network of service partnerships, creating marketable job training and placement and increasing
opportunities for social and recreational outlets for disengaged youth. Senior Services: Operate the Levy
Senior Center, as well as providing various programs and services for the growing senior population.
Cultural Arts
Ethnic Arts and Lakeshore Arts Festival, camps, arts programs, free Starlight Concert Series and
Starlight Movie Series, and Noyes Theater.
Ecology
Natural history and environmental programs, camps, community gardens, fishing and canoeing
instruction.
Special Events
Coordination of Citywide Special Events (sponsored by the City and other groups).
106
2018 ADOPTED BUDGET - GENERAL FUND
Parks, Recreation and Community Services Department
Financial Summary
Revenues
FY 2016 Actual
Amount
FY 2017
Amended Budget
FY 2017
Estimated
Amount
FY 2018 Adopted
Budget
3005 REC. MGMT. & GENERAL SUPPORT 36,540 35,500 36,500 35,500
3010 REC. BUSINESS & FISCAL MGMT 7,155 - - -
3020 REC GENERAL SUPPORT 133,181 109,000 116,000 97,250
3030 CROWN COMMUNITY CENTER 573,765 453,500 595,000 501,500
3035 CHANDLER COMMUNITY CENTER 687,866 700,500 685,500 700,500
3040 FLEETWOOD JOURDAIN COM CT 231,803 279,500 290,100 299,500
3045 FLEETWOOD/JOURDAIN THEATR 25,514 13,400 29,500 15,900
3050 RECREATION OUTREACH PROGRAM 177,621 125,000 180,000 145,000
3055 LEVY CENTER SENIOR SERVICES 647,395 683,000 712,860 738,000
3065 BOAT RAMP-CHURCH ST 71,158 104,265 95,000 91,000
3075 BOAT STORAGE FACILITIES 122,185 119,475 120,000 127,000
3080 BEACHES 847,284 716,655 845,250 795,000
3081 POOCH PARK 20,346 19,500 20,550 21,500
3085 RECREATION FACILITY MAINTENANCE 50 - - -
3095 CROWN ICE RINK 910,569 1,052,000 1,052,000 1,149,750
3100 SPORTS LEAGUES 100,664 74,300 69,300 81,300
3105 AQUATIC CAMP 294,107 240,000 260,000 250,000
3130 SPECIAL RECREATION 63,420 85,000 85,000 85,000
3135 SUMMER PLAYGROUNDS 690 - 720 -
3205 COMMUNITY RELATIONS 75,631 - - -
3215 YOUTH ENGAGEMENT DIVISION 74,269 65,000 99,560 65,000
3225 GIBBS-MORRISON CULTURAL CENTER 43,935 - 40,000 55,000
3605 ECOLOGY CENTER 143,866 121,000 131,000 -
3610 ECO-QUEST DAY CAMP 235,321 375,000 375,000 400,000
3710 NOYES CULTURAL ARTS CENTER 348,163 362,917 362,917 372,917
3720 CULTURAL ARTS PROGRAMS 300,916 340,000 349,115 340,000
3805 FACILITIES ADMINISTRATION 1,400 - - -
Grand Total $ 6,174,814 $ 6,074,512 $ 6,550,872 $ 6,366,617
107
2018 ADOPTED BUDGET - GENERAL FUND
Parks, Recreation and Community Services Department
Expenses
FY 2016 Actual
Amount
FY 2017
Amended Budget
FY 2017
Estimated
Amount
FY 2018 Adopted
Budget
2555 FARMER'S MARKET 258 - - -
3005 REC. MGMT. & GENERAL SUPPORT 394,184 410,180 423,534 440,096
3010 REC. BUSINESS & FISCAL MGMT 399,372 387,313 390,545 284,616
3015 COMM & MARKETING SERV 2,400 - - -
3020 REC GENERAL SUPPORT 1,017,464 1,020,879 990,135 980,560
3025 PARK UTILITIES 84,241 79,500 79,500 82,750
3030 CROWN COMMUNITY CENTER 1,041,173 912,163 966,765 925,068
3035 CHANDLER COMMUNITY CENTER 882,434 896,073 919,953 722,871
3040 FLEETWOOD JOURDAIN COM CT 918,974 915,808 918,517 910,042
3045 FLEETWOOD/JOURDAIN THEATR 163,935 151,114 158,830 157,244
3050 RECREATION OUTREACH PROGRAM 240,472 237,889 324,488 300,828
3055 LEVY CENTER SENIOR SERVICES 1,371,803 1,518,134 1,641,526 1,536,012
3065 BOAT RAMP-CHURCH ST 61,090 53,500 62,877 61,000
3075 BOAT STORAGE FACILITIES 12,743 11,450 13,337 11,450
3080 BEACHES 671,653 640,057 657,084 618,083
3095 CROWN ICE RINK 1,284,218 1,260,470 1,301,804 1,207,028
3100 SPORTS LEAGUES 97,557 215,563 164,051 79,287
3105 AQUATIC CAMP 113,139 114,250 133,287 104,250
3110 TENNIS 50,354 15,289 33,505 -
3130 SPECIAL RECREATION 396,937 394,991 449,536 324,037
3140 BUS PROGRAM 67,589 90,920 83,078 112,059
3150 PARK SERVICE UNIT 97,314 64,625 114,302 112,186
3155 GOLF 89 - - -
3215 YOUTH ENGAGEMENT DIVISION 1,249,647 1,488,740 1,466,905 1,560,444
3225 GIBBS-MORRISON CULTURAL CENTER 152,137 225,872 216,890 222,189
3605 ECOLOGY CENTER 409,517 391,523 426,482 409,576
3610 ECO-QUEST DAY CAMP 114,604 116,080 131,754 116,080
3700 NOYES CULTURAL ARTS CTR 106 - - -
3710 NOYES CULTURAL ARTS CENTER 211,820 207,502 214,933 219,630
3720 CULTURAL ARTS PROGRAMS 485,305 541,575 553,247 458,426
3729 NCAP-LAKESHORE FESTIVAL - - 25 -
3806 CIVIC CENTER SERVICES 4,947 - 5,000 -
Grand Total $ 11,997,476 $ 12,361,460 $ 12,841,890 $ 11,955,812
108
2018 ADOPTED BUDGET - GENERAL FUND
Parks, Recreation and Community Services Department
City Council Goal Performance
City Council Goal Department Initiative
Services for At-Risk Families The mobile produce program provided food for approximately 325
individuals/families each month at the Robert Crown Center. Staff is
researching the possibility of adding a new site in 2018.
Services for At-Risk Families The Recreation department provides numerous camp and program
scholarships to income qualified individuals throughout the year, 2017
is on track to provide $190,000 in scholarships to Evanston families at
or below the 130% poverty level.
Services for At-Risk Families The Mayor’s Summer Youth Employment Program has set a goal of
employing 650 youth in Evanston.
Services for At-Risk Families In response to community demand to continue efforts in violence
reduction, the outreach division will remain fully staffed.
2018 Initiatives
Recreation, Ecology, Arts and Community Services Division:
Begin to assess current programs at all facilities to provide specificity in determining the
effectiveness of programs and develop a recreation program plan which will guide direction for
current and future programs.
Enhance and diversify Special Recreation division programs by fall 2018 in order to better meet
the needs and interests of participants. Programs will include a mix of athletic, social, arts,
ecology and trips.
By summer 2018, the Lakefront staff will have applied to become a United States Lifeguard
Association certifying agency, which allows us to provide our lifeguards the most quality
certification for working in an open water surf environment.
Improve out of school programming for youth on school half days and holidays.
Develop a Senior Citizens Theatre Summer Camp with Levy Center members by May 2018.
Partner with the Levy Senior Center Foundation to conduct a “Happy Hour” Concert Series at
the Levy Center by September 2018
Provide more pickleball sport opportunities by working with the pickleball community to grow
the sport by June 2018.
Partner with Evanston Township High School and the Youth Job Center of Evanston to host
the 2018 Mayor's Summer Youth Employment Program Annual Job Fair for 14 to 18 year
olds. Host young adult 18 to 25 year old job fair with the Youth Job Center of Evanston.
Secure corporate and business sponsorship for the MSYEP Annual Job Fair by March 2018.
Establish public Youth and Young Adult Division success board that highlights youth and young
adult client achievements and successes.
Establish a Youth and Young Adult Kingian Nonviolence Summer Leadership Academy as part
of the MSYEP.
Establish joint ventures that help local residents to obtain local union sponsorships for skilled
trades opportunities.
Establish and implement seasonal youth and young adult peace and reconciliation campaigns.
109
2018 ADOPTED BUDGET - GENERAL FUND
Parks, Recreation and Community Services Department
Establish data sharing with District's 65 and 202 to support homeless youth and young adults
with housing and safety plans.
Develop and implement educational public and school programs for the apiary by Fall 2018
Continue partnership with NU's Arts Circle, Northwestern Libraries and Science in Society to
expand opportunities for Evanston youth and families
Introduce first adult Co-ed Flag Football league for the summer of 2018 at Foster Field.
Ongoing Activity Measures 2016
Actual
2017
Estimated
2018
Projected
Beach token sales to Evanston residents 20,657 21,006 19,000
Beach Token donation fund 8,075 10,044 10,000
Number of vendors at the Farmers’ Market 58 58 58
Number of staff trained and certified in American
Red Cross CPR/AED 60 60 60
Total participants in all Special Recreation
programs 756 649 700
Social Media account likes and followers
(Facebook, Twitter, Instagram, Mobile App) 6,355 9,576 10,000
Scholarships granted (funds not collected) 173,000 190,000 195,000
Number of meals served (Summer Food program) 36,418 38,400 39,000
Number of meals served senior congregate lunch
program 7,583 7,846 8,000
Special Event Permits Issued (City & Private
Events) 119 104 125
Total number of camp program registrations 5,655 5,847 6,000
Number of Youth hired for Mayor’s Summer
Youth Employment Program 550 600 650
110
Account Number - Description FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Estimated
Amount
FY 2018 Adopted
Budget
Salary and Benefits 6,260,198$ 6,264,861$ 6,370,735$ 5,914,192$
61010 - REGULAR PAY 3,365,814 3,729,087 3,558,641 3,390,037
61011 - RECREATION INSTRUCTORS REG PAY 473,989 425,308 428,297 415,308
61013 - PROGRAM ASSISTANTS 217,160 292,674 315,867 270,074
61050 - PERMANENT PART-TIME 962,152 991,880 963,839 969,968
61062 - SPECIAL EVENT PAY 3,148 - 1,323 2,000
61110 - OVERTIME PAY 110,462 47,475 111,663 46,725
61415 - TERMINATION PAYOUTS 101,862 - 1,658 -
61420 - ANNUAL SICK LEAVE PAYOUT 21,126 - 9,890 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)17,339 - 8,365 -
61610 - DENTAL INSURANCE - - 2,233 -
61615 - LIFE INSURANCE 54 54 667 3,535
61625 - AUTO ALLOWANCE 13,360 13,044 19,487 19,045
61626 - CELL PHONE ALLOWANCE 12,668 11,108 13,497 15,745
61630 - SHOE ALLOWANCE 5,135 5,580 6,510 4,960
61710 - IMRF 435,850 399,372 428,889 410,279
61725 - SOCIAL SECURITY 420,967 282,061 404,950 296,301
61730 - MEDICARE 99,114 67,218 94,959 70,215
Services and Supplies 3,968,826$ 4,194,924$ 4,631,608$ 4,291,484$
61060 - SEASONAL EMPLOYEES 1,650,809 1,881,519 1,991,043 1,900,775
62205 - ADVERTISING 13,362 30,916 30,916 51,516
62210 - PRINTING 64,579 95,208 58,283 91,125
62215 - PHOTOGRAPHERS/BLUEPRINTS - 600 600 600
62225 - BLDG MAINTENANCE SERVICES 34,843 4,883 11,138 8,383
62235 - OFFICE EQUIPMENT MAINT 816 3,183 3,383 3,183
62245 - OTHER EQMT MAINTENANCE 26,977 32,599 36,060 31,766
62275 - POSTAGE CHARGEBACKS 1,540 15,148 15,148 14,148
62280 - OVERNIGHT MAIL CHARGES 905 - - -
62295 - TRAINING & TRAVEL 30,906 29,327 34,371 28,327
62315 - POSTAGE 21,942 24,533 20,243 24,533
62360 - MEMBERSHIP DUES 8,662 9,783 13,873 11,783
62365 - RECEPTION/ENTERTAINMEN - 483 548 483
62375 - RENTALS 12,959 9,900 9,900 6,400
62380 - COPY MACHINE CHARGES 32,998 19,120 19,120 19,120
62425 - ELEVATOR CONTRACT COSTS - 2,660 2,660 2,660
62495 - LICENSED PEST CONTROL SERVICES 4,748 5,958 7,358 5,958
62500 - TECHNICAL INFORMATION SERVICES 9,564 16,800 17,000 16,800
62505 - INSTRUCTOR SERVICES 224,801 232,475 356,181 231,975
62506 - WORK- STUDY 12,982 17,166 15,666 15,666
62507 - FIELD TRIPS 127,756 131,546 152,735 131,546
62508 - SPORTS OFFICIALS 13,554 25,664 20,900 21,400
62509 - SERVICE AGREEMENTS/ CONTRACTS 26,161 20,078 26,654 20,078
62510 - EDUCATOR SERVICES 1,409 - - -
62511 - ENTERTAIN/PERFORMER SERV 80,877 80,550 80,550 74,550
62513 - COMMUNITY PICNIC-SPECIAL EVENTS 4,507 8,000 8,000 8,000
62515 - RENTAL SERVICES 25,515 26,680 26,680 30,180
62518 - SECURITY ALARM CONTRACTS 12,061 8,841 12,246 3,841
62520 - OTHER CONTRACTUAL SERVICES 600 - - -
62525 - CONTRACTUAL SERVICES CHARGEBACK - - 670 -
62695 - COUPON PMTS-CAB SUBSIDY 164,634 235,000 288,000 235,000
62705 - BANK SERVICE CHARGES 79,009 75,000 75,149 75,000
62996 - Holiday Food Drive Expenses 13,619 10,000 10,000 10,000
64005 - ELECTRICITY 360,787 362,362 362,362 362,362
64015 - NATURAL GAS 93,878 133,159 134,835 133,159
64530 - TELECOMMUNICATIONS - HANDHELD EQUIPMENT - 83 - 83
64540 - TELECOMMUNICATIONS - WIRELESS 15,894 10,655 16,145 10,655
65005 - AGRI/BOTANICAL SUPPLIES 1,334 2,633 2,633 2,633
65010 - BOOKS, PUBLICATIONS, MAPS 39 983 817 566
65020 - CLOTHING 20,885 24,475 29,464 26,175
65025 - FOOD 275,636 192,601 275,523 257,413
65040 - JANITORIAL SUPPLIES 40,572 41,065 41,572 43,465
65045 - LICENSING/REGULATORY SUPP 10,570 9,700 12,953 9,100
65050 - BLDG MAINTENANCE MATERIAL 64,794 51,496 77,480 58,996
65055 - MATER. TO MAINT. IMP.- 3,582 3,582 3,582
65070 - OFFICE/OTHER EQT MTN MATL 9,501 14,015 14,405 14,848
65075 - MEDICAL & LAB SUPPLIES 897 1,666 1,736 1,583
65080 - MERCHANDISE FOR RESALE 4,762 - - -
65085 - MINOR EQUIPMENT & TOOLS 1,536 2,800 3,137 6,050
65090 - SAFETY EQUIPMENT 493 3,200 3,545 3,200
65095 - OFFICE SUPPLIES 38,607 29,155 34,244 29,405
65105 - PHOTO/DRAFTING SUPPLIE 199 200 200 200
65110 - RECREATION SUPPLIES 315,967 246,124 260,000 245,363
111
Account Number - Description FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Estimated
Amount
FY 2018 Adopted
Budget
65125 - OTHER COMMODITIES 9,380 11,350 11,900 7,850
Miscellaneous 332,284$ 405,427$ 353,783$ 388,427$
62490 - OTHER PROGRAM COSTS 331,066 405,343 351,471 385,343
62560 - TELEPHONE TELEGR CHBK - 84 - 84
62605 - OTHER CHARGES 4 - - -
66461 - Aging Well Conference Expenses 1,214 - 2,312 3,000
Insurance and Other Chargebacks 1,109,185$ 1,194,853$ 1,164,446$ 1,057,070$
61510 - HEALTH INSURANCE 693,242 781,432 751,025 643,649
66030 - TRANSFER TO INSURANCE - RISK 409,824 409,821 409,821 409,821
66040 - GENERAL ADMINISTRATION & SUPPORT 119 - - -
66059 - HEALTH INSURANCE OPT OUT EXPENSE 6,000 3,600 3,600 3,600
Capital Outlay 51,672$ 20,000$ 38,820$ 20,000$
62251 - CROWN CENTER SYSTEMS REPAIR 27,660 20,000 35,000 20,000
62482 - CONSTRUCTION 789 - - -
65510 - BUILDINGS - - 40 -
65515 - OTHER IMPROVEMENTS 23,223 - - -
65625 - FURNITURE & FIXTURES - - 3,780 -
Community Sponsored Organizations -$ -$ 1,103$ -$
63095 - HANDYMAN PROGRAM - - 1,103 -
Interfund Transfers 275,312$ 281,395$ 281,395$ 284,639$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 107,312 107,312 107,312 107,312
62309 - RENTAL OF AUTO REPLACEMENT 64,080 66,003 66,003 66,003
66025 - TRANSFER TO DEBT SERVICE - ERI 103,920 108,080 108,080 111,324
Grand Total $ 11,997,476 $ 12,361,460 $ 12,841,890 $ 11,955,812
112
201 8 ADOPTED BUDGET - GENERAL FUND
Public Works Agency
The Public Works Agency consists of four individual Bureaus: Water Production, Environmental
Services, Capital Planning & Engineering, and Infrastructure and Maintenance. Each of these Bureaus
has a number of functions. The Agency includes General Fund funds as well as Solid Waste, Parking,
Sewer, and Water Funds.
The Water Production Bureau oversees the operation and maintenance of the water treatment plant and
the storage facilities in the Evanston distribution system. Potable water is provided to the retail
customers in Evanston, as well as two wholesale water customers, the Village of Skokie and the
Northwest Water Commission (Arlington Heights, Buffalo Grove, Palatine, Wheeling, and Des Plaines).
A new water supply agreement has been executed with Morton Grove & Niles. Water delivery is
anticipated to begin in late 2018.
The Environmental Services Bureau consists of three Divisions. The Greenways Division maintains the
landscapes at all City owned facilities, parks and athletic fields. The Forestry Division maintains the
City’s urban forest including the trimming of trees, inoculating elm trees, removal of diseased / dying
trees and planting of new trees. The Recycling and Environmental Service Division collects and
disposes of recycling materials and bulk materials (special pickups), performs maintenance in smaller
business districts and performs street sweeping throughout the City.
The Capital Planning & Engineering Bureau is responsible for implementing the citywide capital
improvement program. This includes the planning, design and construction of projects to rehabilitate or
otherwise improve physical city assets, including (but not limited to) streets, water main, sewer, bridges,
sidewalks, facilities, parks, and the water treatment plant.
The Infrastructure and Maintenance Bureau consists of four Divisions. The Traffic Division performs
maintenance on all City traffic signs, traffic signals, street lights and parking lot lights. The Street
Division is responsible of the patching of the paved streets and alleys, grading of unimproved alleys, leaf
collection and leads the snow removal effort. The Distribution Division performs maintenance on the
water distribution system including water mains, water services, fire hydrants, and valves. The Sewer
Division performs maintenance on the City’s sewer system including the cleaning and repair of sewer
pipes, manholes and drainage structures.
Financial Summary
Revenues
FY 2016
Actual Amount
FY 2017
Amended
Budget
FY 2017
Estimated
Amount
FY 2018
Adopted
Budget
4105 PUBLIC WORKS AGENCY ADMIN 1,189,007 923,600 1,037,181 1,000,100
4320 FORESTRY (5,147) - - -
4520 TRAF. SIG.& ST LIGHT MAINT 13,867 - - -
Grand Total $ 1,197,727 $ 923,600 $ 1,037,181 $ 1,000,100
113
201 8 ADOPTED BUDGET - GENERAL FUND
Public Works Agency
Expenses
FY 2016 Actual
Amount
FY 2017
Amended Budget
FY 2017
Estimated
Amount
FY 2018 Adopted
Budget
4105 PUBLIC WORKS AGENCY ADMIN 3,408,008 3,462,827 3,326,498 3,585,536
4300 ENVIRONMENTAL SERVICES 201,851 238,493 216,271 233,967
4310 RECYCLING AND ENVIRONMENTAL MAIN 693,407 1,732,956 1,787,435 1,113,648
4320 FORESTRY 1,917,572 2,753,812 2,707,299 2,273,218
4330 GREENWAYS 1,654,496 1,886,597 1,814,000 2,013,455
4400 CAPITAL PLANNING & ENGINEERING 130,624 166,279 166,376 91,833
4410 STREETS AND RIGHT OF WAY 483,520 575,853 508,827 461,777
4420 TRANSPORTATION 214,515 216,477 215,926 216,013
4430 PARKS AND FACILITIES 260,113 262,278 379,028 314,658
4500 INFRASTRUCTURE MAINTENANCE 227,622 274,911 242,934 222,301
4510 STREET MAINTENANCE 2,015,117 2,176,404 2,122,887 1,830,599
4520 TRAF. SIG.& ST LIGHT MAINT 1,269,062 1,303,011 1,214,686 1,288,906
4530 SEWER MAINTENANCE 1,068,946 - 5,015 -
4540 DISTRIBUTION MAINTENANCE 560 - - -
4550 MAINT-SNOW & ICE 942,724 1,162,950 600,744 961,445
Grand Total $ 14,488,137 $ 16,212,848 $ 15,307,926 $ 14,607,356
City Council Goal Performance
City Council Goal Department Initiative
City Facilities Completed the design of the Fountain Square Design
City Streets Completed the 50/50 Sidewalk Replacement Program
City Streets Completed the Citywide Traffic Calming Program
City Streets Constructed the Emerson-Ridge-Green Bay Improvements
City Streets Completed the MFT Street Resurfacing Project
City Streets Completed the Street Patching, Crack Sealing and Pavement Marking
Programs
2018 Initiatives
Complete design and installation of the meter vault at the point of delivery for the Morton
Grove / Niles water supply
Complete the design of the Howard Streetscape Improvements project
MFT Street Resurfacing Program
Citywide Street Patching fixing 27,000 square yards of pavement, Crack Sealing program
completing 10 streets, and Pavement Marking program completing the 2018 area.
Sheridan Road / Chicago Avenue Improvement Construction
Fleetwood Jourdain Community Center HVAC / Electrical Improvements
Continue efforts to remove dead and dying Ash trees infested with Emerald Ash Borers before
they become hazardous. Staff will utilize an outside contractor to speed up the replacement tree
plantings to try and shorten the overall wait for residents to receive new parkway trees after the
removals.
Continue fundraising efforts begun in 2013 to increase the number of trees being planted on
City parkways to help offset the additional losses due to EAB
114
201 8 ADOPTED BUDGET - GENERAL FUND
Public Works Agency
Ongoing Activity Measures
2016
Actual
2017
Estimated
2018
Projected
In-house design of CIP infrastructure projects 22 26 25
Miles of streets resurfaced – primary routes 1.9 1.7 1.2
Miles of streets resurfaced – residential streets 1.1 1.9 2.0
Miles of streets plowed/season 725 750 1,450
Miles of streets salted/season 2,250 2,175 4,200
Tons of salt used/season 3,800 2,000 5,500
Mowing rotation in days 4.5 4.5 4.5
Parkway trees trimmed by City crews 1,300 3,000 3,500
Total number of parkway elm removed due to DED 15 12 11
Percentage of parkway elms actually removed 0. 58 0.46 0.43
Total number of other trees removed 750 550 550
Total number of new park and parkway trees planted 500 685 500
Elm trees covered under private insurance program 305 410 400
Percentage of trees that are removed by the City and
replaced within one year (data source: Division
tracking) 15 20 20
115
Account Number - Description FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Estimated
Amount
FY 2018 Adopted
Budget
Salary and Benefits 7,858,614$ 8,322,690$ 7,734,107$ 7,557,717$
61010 - REGULAR PAY 5,985,815 6,267,895 6,159,090 5,711,237
61050 - PERMANENT PART-TIME 28,743 84,879 28,044 31,025
61110 - OVERTIME PAY 182,191 429,500 185,901 343,057
61114 - SNOW OT 388,443 393,500 120,000 325,000
61615 - LIFE INSURANCE 192 70 299 4,618
61625 - AUTO ALLOWANCE 9,990 9,990 10,407 9,090
61626 - CELL PHONE ALLOWANCE 3,024 3,360 3,360 3,360
61630 - SHOE ALLOWANCE 11,708 11,548 11,858 10,773
61710 - IMRF 685,290 594,321 637,446 612,315
61725 - SOCIAL SECURITY 398,677 382,828 393,898 410,279
61730 - MEDICARE 95,838 90,799 92,121 96,963
Services and Supplies 1,672,406$ 2,826,369$ 2,674,659$ 2,086,414$
61060 - SEASONAL EMPLOYEES 62,975 120,600 133,542 85,600
62195 - LANDSCAPE MAINTENANCE SERVICES 74,138 142,000 112,199 142,000
62199 - PARK MNTNCE & FURNITURE RPLCMN 21,454 20,000 20,000 20,000
62210 - PRINTING 11,893 6,750 20,300 6,750
62235 - OFFICE EQUIPMENT MAINT 1,337 2,500 2,500 2,500
62245 - OTHER EQMT MAINTENANCE 450 2,800 2,800 2,200
62275 - POSTAGE CHARGEBACKS 570 2,700 2,700 2,700
62295 - TRAINING & TRAVEL 19,052 28,500 15,573 21,200
62315 - POSTAGE 1,072 1,250 1,408 1,250
62340 - COMPTER LICENSE & SUPP 2,000 2,100 2,100 2,100
62360 - MEMBERSHIP DUES 3,588 6,760 6,760 6,760
62375 - RENTALS 6,568 51,810 26,118 51,810
62380 - COPY MACHINE CHARGES 4,382 2,500 2,500 2,500
62385 - TREE SERVICES 41,988 75,000 75,000 75,000
62415 - DEBRIS/REMOVAL CONTRACTUAL COSTS 16,822 59,200 73,600 48,000
62451 - TOWING AND BOOTING CONTRACTS 51,290 60,000 5,250 55,000
62496 - DED INOCULATION 36,000 38,000 38,288 38,000
62497 - INOCULATION FUNDING- ANNUAL AMORTIZATION - 750,000 693,150 250,000
62509 - SERVICE AGREEMENTS/ CONTRACTS 83,783 125,000 133,200 85,000
62705 - BANK SERVICE CHARGES 862 1,000 1,000 1,000
64005 - ELECTRICITY - 13,000 13,244 13,000
64006 - LIGHTING 152,832 220,000 160,000 170,000
64007 - TRAFFIC LIGHT ELECTRICITY 68,743 85,000 75,000 75,000
64008 - FESTIVAL LIGHTING 4,568 5,000 5,000 5,000
64015 - NATURAL GAS 32,423 48,000 30,000 40,000
64505 - TELECOMMUNICATIONS 4,523 33,000 3,000 13,000
64540 - TELECOMMUNICATIONS - WIRELESS 33,481 25,000 42,477 22,000
64545 - PERSONAL COMPUTER SOFTWARE 8,000 11,000 11,000 18,500
65005 - AGRI/BOTANICAL SUPPLIES 110,450 162,000 162,000 162,000
65010 - BOOKS, PUBLICATIONS, MAPS 718 1,033 1,166 1,033
65015 - CHEMICALS/ SALT 421,882 384,100 385,623 331,095
65020 - CLOTHING 61,923 56,700 56,700 63,350
65025 - FOOD 958 1,350 1,000 1,350
65055 - MATER. TO MAINT. IMP.98,534 113,750 113,750 88,750
65070 - OFFICE/OTHER EQT MTN MATL 76,392 57,500 65,245 72,500
65075 - MEDICAL & LAB SUPPLIES 161 500 500 500
65085 - MINOR EQUIPMENT & TOOLS 45,749 30,550 54,153 25,550
65090 - SAFETY EQUIPMENT 12,119 13,850 20,214 10,850
65095 - OFFICE SUPPLIES 4,461 6,516 7,100 6,516
65105 - PHOTO/DRAFTING SUPPLIE - 1,750 1,750 750
65115 - TRAFFIC CONTROL SUPPLI 69,995 50,000 50,000 58,000
65125 - OTHER COMMODITIES - 1,300 300 1,300
65555 - PERSONAL COMPUTER EQUIPMENT 14,448 5,000 3,000 5,000
65620 - OFFICE MACH. & EQUIP.- 2,000 2,000 2,000
Insurance and Other Chargebacks 1,870,252$ 1,936,340$ 1,952,862$ 2,371,948$
61510 - HEALTH INSURANCE 1,159,726 1,229,563 1,246,085 1,265,171
66030 - TRANSFER TO INSURANCE - RISK 706,776 706,777 706,777 1,106,777
Capital Outlay 55,147$ 53,500$ 24,368$ 43,500$
65515 - OTHER IMPROVEMENTS 2,863 3,000 3,812 3,000
65550 - AUTOMOTIVE EQUIPMENT - 36,000 - 26,000
65625 - FURNITURE & FIXTURES 52,283 14,500 14,190 14,500
Contingencies 2,826$ 3,019$ 1,000$ 1,000$
68205 - CONTINGENCIES 2,826 3,019 1,000 1,000
Interfund Transfers 1,972,925$ 3,070,930$ 2,920,930$ 2,546,777$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 1,211,004 1,211,004 1,111,004 1,031,004
62309 - RENTAL OF AUTO REPLACEMENT 571,918 609,075 559,075 609,075
66025 - TRANSFER TO DEBT SERVICE - ERI 190,003 194,884 194,884 200,731
69520 - TRANSFER TO SOLID WASTE - 1,055,967 1,055,967 705,967
Grand Total $ 14,488,137 $ 16,212,848 $ 15,307,926 $ 14,607,356
116
PART IV
OTHER FUNDS
117
2018 ADOPTED BUDGET - OTHER FUNDS
#175 – General Assistance
Fund Description
The General Assistance Program is mandated by the State of Illinois, is administered by the City of
Evanston and supported by Evanston tax revenues. The program provides assistance (up to $875
monthly) to Evanston residents who are not eligible for other forms of state or federal financial
assistance and do not have resources to support their basic needs. The goals of the General Assistance
Program are to assist individuals and prepare them to become employment-ready through resources
available in the General Assistance program as well as through programs administered by other City
departments. Services will be delivered through a comprehensive system of care, which emphasizes
identifying the most appropriate, least restrictive setting to promote the highest level of functioning.
General Assistance staff members are committed to:
● Deliver services professionally and treat all clients with dignity and respect
● Manage business operations effectively and efficiently
● Promote accountability, transparency, and equity in all program services
The Emergency Assistance Services Program is administered through the General Assistance Program
and is available to all City of Evanston residents who meet income and asset guidelines as established by
the General Assistance Office. The Emergency Assistance Program is operated and funded by the
General Assistance Program and is provided according to adopted and written standards set forth by the
General Assistance Program. Emergency Assistance benefits can only be issued once in a 12-month
period and must meet the definition of an emergency or life-threatening situation, such as imminent
eviction, utility disconnection, and or food insecurities.
Financial Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Property Taxes 827,615 900,000 920,900 925,000
Other Revenue 49,590 25,000 27,500 27,500
Interest Income 802 1,000 1,000 1,000
Total Revenue 878,006$ 926,000$ 949,400$ 953,500$
Salary and Benefits 246,916 282,103 281,008 356,180
Services and Supplies 529,013 858,900 702,542 858,200
Miscellaneous 2,723 7,000 7,000 7,000
Insurance and Other Chargebacks 26,205 30,968 42,699 44,541
Interfund Transfers - - 100,000 -
Total Expenses 804,857$ 1,178,971$ 1,133,249$ 1,265,921$
Net Surplus (Deficit) $ 73,149 $ (252,971) $ (183,849) $ (312,421)
Beginning Fund Balance $ 513,239 $ 586,388 $ 402,539
Ending Fund Balance $ 586,388 $ 402,539 $ 90,118
118
2018 ADOPTED BUDGET - OTHER FUNDS
#175 – General Assistance
2018 Initiatives
● Serve the needs of financially distressed residents
● Prevent temporary financial difficulty
● Facilitate job readiness training
● Assist in identifying potential employment for eligible candidates
● Improve financial and health literacy
● Provide centralized case management and referral services
Ongoing Activity Measures 2017
Estimated
2017
Actuals
2018
Projections
Job readiness training participants 32 15 10
Financial literacy skills workshop participants 65 23 20
GED course participants 12 9 7
Clients securing part- or full-time employment 25 42 25
Referrals to community partner agencies 10 12 10
Clients receiving short-term case management
services
80 100 95
Client housing stabilized/homelessness averted 110 111 115
Clients receiving utility assistance 5 40 42
Clients in a tobacco cessation program 3 2 3
Substance abuse treatment 7 5 6
Mental health services 25 28 25
Clients participating in Dental Access Days 30 30 30
119
175 GENERAL ASSISTANCE FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Salary and Benefits 246,916$ 282,103$ 281,008$ 356,180$
61010 - REGULAR PAY 204,457 244,736 239,364 311,397
61110 - OVERTIME PAY 488 - - -
61415 - TERMINATION PAYOUTS 4,345 - - -
61615 - LIFE INSURANCE 10 7 - 125
61630 - SHOE ALLOWANCE - - 155 155
61710 - IMRF 21,781 18,919 23,646 24,552
61725 - SOCIAL SECURITY 12,835 14,945 14,461 16,169
61730 - MEDICARE 3,002 3,496 3,382 3,782
Services and Supplies 529,013$ 858,900$ 702,542$ 858,200$
62210 - PRINTING 1,088 - 1,642 -
62275 - POSTAGE CHARGEBACKS 160 800 800 800
62295 - TRAINING & TRAVEL 475 2,500 2,500 2,000
62315 - POSTAGE 1,352 - - -
62360 - MEMBERSHIP DUES - 500 500 300
62380 - COPY MACHINE CHARGES 2,825 - - -
62705 - BANK SERVICE CHARGES 333 - - -
64566 - RENTAL EXPENSE- GA CLIENT 156,702 300,000 350,000 300,000
64567 - PERSONAL EXPENSE- GA CLIENT 342,490 500,000 300,000 500,000
64568 - TRANSPORTATION EXPENSE- GA CLIENT 2,232 4,000 4,000 4,000
64569 - 50/50 WORK PROGRAM- GA CLIENT - 1,500 1,500 1,500
64570 - CLIENT OTHER NEEDS- GA CLIENT - 500 1,500 500
64573 - ALL OTHER PHYSICIANS- GA CLIENT - 500 500 500
64574 - DRUGS- GA CLIENT - 300 300 300
64577 - EMERGENCY ROOM PHYSICIANS- GA CLIENT - 500 500 500
64578 - PSYCH OUTPATIENT/MENTAL- GA CLIENT - 300 300 300
64582 - MORTGAGE/RENTAL EXPENSE-EAS CLIENT 14,885 30,000 15,000 30,000
64584 - FOOD VOUCHERS - EMERGENCY-EAS CLIENT - 500 500 500
64585 - UTILITIES - COMED-EAS CLIENT 834 5,000 10,000 5,000
64586 - UTILITIES - NICOR-EAS CLIENT - 5,000 6,000 5,000
64587 - UTILITIES - COE WATER -EAS CLIENT - 5,000 5,000 5,000
65010 - BOOKS, PUBLICATIONS, MAPS - 1,000 1,000 1,000
65025 - FOOD 826 - - -
65090 - SAFETY EQUIPMENT 19 - - -
65095 - OFFICE SUPPLIES 4,791 1,000 1,000 1,000
Miscellaneous 2,723$ 7,000$ 7,000$ 7,000$
62490 - OTHER PROGRAM COSTS 2,618 7,000 7,000 7,000
62605 - OTHER CHARGES 105 - - -
Insurance and Other Chargebacks 26,205$ 30,968$ 42,699$ 44,541$
61510 - HEALTH INSURANCE 25,455 30,968 42,699 44,541
66059 - HEALTH INSURANCE OPT OUT EXPENSE 750 - - -
Interfund Transfers -$ -$ 100,000$ -$
66131 - TRANSFER TO GENERAL FUND - - 100,000 -
Grand Total $ 804,857.47 $ 1,178,971 $ 1,133,249 $ 1,265,921
120
201 8 ADOPTED BUDGET - OTHER FUNDS
#176 – Human Services
Fund Description
The Human Services Fund was created to protect Evanston's most vulnerable residents and to provide
individuals and families with access to services that promote self-sufficiency and address mental well-
being. This also includes crisis intervention services and the community action program. Crisis
intervention needs are currently being addressed through an agreement with Presence Behavioral Health
to offer clinical 24-hour crisis services. The Community Action Program supports community initiatives
to provide needed opportunities for at-risk families, veterans, and vulnerable populations.
2017 Accomplishments
Served the needs of financially distressed residents
Provide short- and long-term case management
Improved financial and health literacy for 30 residents
Provided central case management and referral services via Apricot
Fund Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Interfund Transfers 884,794 859,153 859,153 828,471
Total Revenue 884,794$ 859,153$ 859,153$ 828,471$
Operating Expenses
Services and Supplies 61 767,055 - 859,153
Community Sponsored Organizations 849,333 92,098 859,153 -
Total Expense 849,394$ 859,153$ 859,153$ 859,153$
Net Surplus (Deficit) $ 35,400 $ - $ - $ (30,682)
Beginning Fund Balance $ 35,406 $ 70,806 $ 70,806
Ending Fund Balance $ 70,806 $ 70,806 $ 40,124
121
176 HEALTH AND HUMAN SERVICES FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Services and Supplies -$ 767,055$ -$ 859,153$
65546 - COMMUNITY GRANTS PROGRAMS - 767,055 - 859,153
Supplies 61$ -$ -$ -$
64540 - TELECOMMUNICATIONS - WIRELESS 61 - - -
Community Sponsored Organizations 849,333$ 92,098$ 859,153$ -$
62491 - COMMUNITY INTERVENTION PROGRAM COSTS 107,333 73,333 383,229 -
62890 - INFANT WELFARE SOCIETY 74,500 - 40,393 -
62940 - LAF (LEGAL ASSIST FOUNDATION)11,900 - 5,282 -
62970 - CONNECTION FOR HOMELESS 29,700 - 27,964 -
62980 - NORTH SHORE SENIOR CENTER 27,000 - 18,643 -
62990 - METROPOLITAN FAMILY SERV 63,300 - 43,501 -
63067 - CHILDCARE NETWORK EVANSTON 123,755 - 62,144 -
63068 - HOUSING OPTIONS 58,900 - 37,286 -
63069 - JAMES MORAN CENTER 41,500 - 25,479 -
63070 - PEER SERVICES 101,000 - 60,902 -
63071 - SHORE COMMUNITY SERVICES 39,000 - 22,993 -
63120 - MEALS AT HOME 7,850 - 4,972 -
67006 - Community Action Program 4,944 18,765 27,210 -
67030 - FAMILY FOCUS 29,895 - 21,751 -
67045 - YOU 92,655 - 48,507 -
67090 - Child Care Center Of Evanston 19,600 - 17,711 -
67146 - NORTHWEST CASA 16,500 - 11,186 -
Grand Total $ 849,394 $ 859,153 $ 859,153 $ 859,153
122
201 8 ADOPTED BUDGET - OTHER FUND S
#180 – Good Neighbor
Fund Description
The Good Neighbor Fund was created in 2016 as a result of Northwestern University’s commitment to
contributing $1 million to the City for the support of operations and capital projects.
Fund Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Donation from Northwestern University 1,000,000 1,000,000 1,000,000 1,000,000
Total Revenue 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$
Operating Expenses
Transfer to General Fund 500,000 500,000 500,000 480,000
Transfer to Capital Improvements Fund 500,000 500,000 500,000 450,000
Transfer to Library Fund - - - 70,000
Total Expenses 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$
Net Surplus (Deficit) $ - $ - $ - $ -
Beginning Fund Balance $ - $ - $ -
Ending Fund Balance $ - $ - $ -
123
180 GOOD NEIGHBOR FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Interfund Transfers 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$
66131 - TRANSFER TO GENERAL FUND 500,000 500,000 500,000 480,000
66142 - TRANSFER TO CIP-STREET REPAIR 500,000 500,000 500,000 450,000
66157 - TRANSFER TO LIBRARY FUND - - - 70,000
Grand Total 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$
124
201 8 ADOPTED BUDGET - OTHER FUNDS
#185 – Library
Fund Description
The Evanston Public Library aims to be the heart of the community by promoting the development of
independent, self-confident and literate citizens by providing open access to cultural, intellectual,
technological and informational resources.
The Library Fund budget is passed annually by the Library Board.
Fund Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Property Taxes 6,136,248 6,376,358 6,284,000 6,685,000
Other Taxes 4,141 46,100 - -
Other Revenue 67,943 24,849 64,936 130,000
Charges for Services - - 500 -
Fines and Forfeitures 152,537 164,000 130,000 130,000
Interfund Transfers 235,800 190,200 - 265,771
Intergovernmental Revenue 75,418 57,418 110,238 152,418
Interest Income 4,717 5,400 5,000 5,400
Library Revenue 339,027 386,020 323,000 324,620
Total Revenue 7,015,830$ 7,250,345$ 6,917,674$ 7,693,209$
Operating Expenses
Salary and Benefits 4,246,657 4,460,836 4,214,378 4,595,792
Services and Supplies 1,733,725 1,940,058 1,831,919 2,004,688
Insurance and Other Chargebacks 406,708 500,433 498,019 493,468
Capital Outlay 57,842 5,400 350 10,400
Interfund Transfers 340,272 343,618 343,618 366,949
Total Expenses 6,785,204$ 7,250,345$ 6,888,284$ 7,471,297$
Net Surplus (Deficit) $ 230,626 $ - $ 29,390 $ 221,912
Beginning Fund Balance 420,029$ 650,655$ 680,045$
Ending Fund Balance 650,655$ 680,045$ 901,957$
125
185 LIBRARY FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Salary and Benefits 4,246,657$ 4,460,836$ 4,214,378$ 4,595,792$
61010 - REGULAR PAY 2,366,572 2,459,125 2,406,191 2,533,417
61012 - LIBRARY SUBSTITUES - 17,200 - -
61050 - PERMANENT PART-TIME 1,163,807 1,256,660 1,090,671 1,358,094
61055 - TEMPORARY EMPLOYEES - 10,600 - -
61110 - OVERTIME PAY 15,673 7,000 2,500 7,000
61415 - TERMINATION PAYOUTS 56,126 67,550 81,630 47,500
61420 - ANNUAL SICK LEAVE PAYOUT 10,570 - 6,270 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)3,950 - - -
61610 - DENTAL INSURANCE - - (49) -
61615 - LIFE INSURANCE 66 60 450 2,106
61625 - AUTO ALLOWANCE 7,200 7,200 7,200 7,200
61626 - CELL PHONE ALLOWANCE 4,115 2,300 3,900 3,400
61630 - SHOE ALLOWANCE 620 620 620 465
61710 - IMRF 346,735 355,786 338,615 343,098
61725 - SOCIAL SECURITY 219,351 223,725 224,565 237,205
61730 - MEDICARE 51,873 53,010 51,815 56,307
Services and Supplies 1,733,725$ 1,940,058$ 1,831,919$ 2,004,688$
61060 - SEASONAL EMPLOYEES 42,536 - 41,100 41,000
62185 - CONSULTING SERVICES 188,784 141,700 123,000 241,700
62205 - ADVERTISING 9,339 8,000 8,000 8,000
62210 - PRINTING 7,745 8,000 8,000 8,000
62225 - BLDG MAINTENANCE SERVICES 214,081 212,700 208,700 162,700
62235 - OFFICE EQUIPMENT MAINT 6,741 12,000 12,000 12,000
62240 - AUTOMOTIVE EQMP MAINT 15 - - -
62245 - OTHER EQMT MAINTENANCE 34 1,300 1,300 1,300
62275 - POSTAGE CHARGEBACKS 1,554 2,600 2,600 2,600
62290 - TUITION - 5,000 5,000 5,000
62295 - TRAINING & TRAVEL 31,892 42,000 32,000 42,000
62315 - POSTAGE 5,369 4,500 4,892 4,500
62340 - COMPTER LICENSE & SUPP 59,168 46,300 86,300 44,000
62341 - INTERNET SOLUTION PROVIDERS 282,654 353,800 327,950 368,600
62360 - MEMBERSHIP DUES 5,625 2,100 2,100 2,100
62375 - RENTALS 43,712 46,238 46,238 46,238
62380 - COPY MACHINE CHARGES 24,476 12,900 4,000 12,900
62506 - WORK- STUDY 3,157 8,700 10,300 8,700
62705 - BANK SERVICE CHARGES 5,500 5,700 6,000 5,700
64015 - NATURAL GAS 22,993 29,900 29,984 29,900
64505 - TELECOMMUNICATIONS 3,197 - - -
64540 - TELECOMMUNICATIONS - WIRELESS 2,568 2,000 2,000 2,000
65040 - JANITORIAL SUPPLIES 12,356 12,000 12,000 12,000
65050 - BLDG MAINTENANCE MATERIAL 29,467 32,000 27,500 30,000
65095 - OFFICE SUPPLIES 63,788 98,100 75,000 98,100
65100 - LIBRARY SUPPLIES 98,567 103,850 79,200 103,850
65125 - OTHER COMMODITIES - 30,000 - -
65555 - PERSONAL COMPUTER EQUIPMENT 10,417 55,970 55,970 49,100
65630 - LIBRARY BOOKS 428,542 518,200 480,000 518,200
65635 - PERIODICALS 28,828 17,700 20,000 17,700
65640 - AUDIO RECORDINGS - - 85 -
65641 - AUDIO VISUAL COLLECTIONS 100,619 126,800 120,700 126,800
Insurance and Other Chargebacks 406,708$ 500,433$ 498,019$ 493,468$
61510 - HEALTH INSURANCE 402,958 500,433 498,019 493,468
66059 - HEALTH INSURANCE OPT OUT EXPENSE 3,750 - - -
Capital Outlay 57,842$ 5,400$ 350$ 10,400$
62911 - ESSENTIAL REPAIRS 56,879 - - -
65503 - FURNITURE / FIXTURES / EQUIPMENT 963 5,400 350 5,400
Interfund Transfers 340,272$ 343,618$ 343,618$ 366,949$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 5,440 5,440 5,440 5,440
62309 - RENTAL OF AUTO REPLACEMENT 4,743 4,885 4,885 4,885
66019 - COMPONENT UNIT DISBURSEMENT 330,089 - - -
66025 - TRANSFER TO DEBT SERVICE - ERI - 83,293 83,293 86,624
66131 - TRANSFER TO GENERAL FUND - 250,000 250,000 270,000
Grand Total 6,785,204$ 7,250,345$ 6,888,284$ 7,471,297$
126
201 8 ADOPTED BUDGET - OTHER FUNDS
#186 – Library Debt Service
Fund Description
The Library Debt Fund was created to repay the outstanding debt obligation associated with the
financing of the Evanston Public Library Main Branch. This fund accounts for the debt service costs
associated with Library debt issuance to fund capital projects. Revenues for this fund come from the
Library’s tax levy, and expenses are paid to the City as a part of the annual payment of all outstanding
bonds.
Fund Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Property Taxes 364,827 345,955 367,288 345,790
Other Revenue 676,150 - - -
Total Revenue 1,040,977$ 345,955$ 367,288$ 345,790$
Operating Expenses
Services and Supplies 12,349 - - -
Debt Service 385,696 345,955 367,288 333,404
Interfund Transfers 650,000 - - -
Total Expenses 1,048,044$ 345,955$ 367,288$ 333,404$
Net Surplus (Deficit)(7,067)$ -$ -$ 12,386$
Beginning Fund Balance 36,776$ 29,709$ 29,709$
Ending Fund Balance 29,709$ 29,709$ 42,095$
127
186 LIBRARY DEBT SERVICE FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
62716 - BOND ISSUANCE COSTS 12,349 - - -
Debt Service 385,696$ 345,955$ 367,288$ 333,404$
68305 - DEBT SERVICE- PRINCIPAL 323,241 330,955 294,011 231,831
68315 - DEBT SERVICE- INTEREST 62,455 15,000 73,277 101,573
Interfund Transfers 650,000$ -$ -$ -$
66019 - COMPONENT UNIT DISBURSEMENT 650,000 - - -
Grand Total 1,048,044$ 345,955$ 367,288$ 333,404$
128
201 8 ADOPTED BUDGET - OTHER FUNDS
#187 – Library Capital Fund
Fund Description
This fund accounts for all of the library’s capital outlay expenditures not financed by annual operations
or maintenance. Projects funded from Fund 187 are included in the City’s Capital Improvement Plan.
They are developed as part of a multi-year long-term program to construct, rehabilitate or otherwise
improve the library’s assets.
Financial Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Other Revenue - 3,774,500 1,423,000 10,095,000
Total Revenue -$ 3,774,500$ 1,423,000$ 10,095,000$
Operating Expenses
Capital Outlay - 3,774,500 1,422,150 10,095,000
Total Expenses -$ 3,774,500$ 1,422,150$ 10,095,000$
Net Surplus (Deficit)-$ -$ 850$ -$
Beginning Fund Balance -$ -$ -$ 850$
Ending Fund Balance -$ -$ 850$ 850$
129
187 LIBRARY CAPITAL IMPROVEMENT FD
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Capital Outlay -$ 3,774,500$ 1,422,150$ 10,095,000$
65515 - OTHER IMPROVEMENTS - 3,774,500 1,422,150 10,095,000
Grand Total -$ 3,774,500$ 1,422,150$ 10,095,000$
130
2018 ADOPTED BUDGET - OTHER FUNDS
#195 – Neighborhood Stabilization Program 2
Fund Description
The Neighborhood Stabilization Program 2 (NSP2) was funded by the American Recovery and
Reinvestment Act of 2009 to stabilize neighborhoods that have been negatively impacted by high
numbers of foreclosed and vacant homes.
Evanston's NSP2 proposal includes two strategies to stabilize neighborhoods in two Census tracts, 8092
and 8102:
● The acquisition, rehabilitation, and re-occupancy of 100 units of foreclosed or abandoned
housing.
● The redevelopment of two blighted parcels of vacant land in West Evanston into new housing
consistent with the West Evanston Master Plan.
All housing units rehabbed or developed with NSP2 funds are rented or sold to households with
incomes at or below 120% of the area median income (AMI); 25% of total grant funds have been used
to benefit households with incomes at or below 50% AMI, as required by the Department of Housing
and Urban Development (HUD). Disposition of two remaining properties will be determined within ten
years following grant closeout, which is expected to be complete by July 2018. Remaining NSP2 program
income will be used to maintain land banked properties and for required compliance.
Financial Summary
2018 Initiatives
● Complete all required rental and ownership compliance work.
● Submit land banking plan to HUD for approval.
● Submit required documents for grant closeout following drawdown of all grant funds and
approval of land banking plan.
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Intergovernmental Revenue 91,447 139,500 51,017 95,147
Interest Income - - 150 -
Total Revenue 91,447$ 139,500$ 51,167$ 95,147$
Operating Expenses
Salary and Benefits 22,569 28,297 22,169 23,800
Services and Supplies 6,060 5,100 - 5,100
Miscellaneous 1,705 50,000 20,000 50,000
Insurance and Other Chargebacks 4,173 3,984 4,480 4,267
Capital Outlay 39,316 7,000 - 7,000
Interfund Transfers 17,623 4,518 4,518 4,654
Total Expenses 91,447$ 98,899$ 51,167$ 94,821$
Net Surplus (Deficit)-$ 40,601$ -$ 326$
Beginning Fund Balance -$ -$ -$
Ending Fund Balance -$ -$ 326$
131
195 NEIGHBORHOOD STABILIZATION FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Salary and Benefits 22,569$ 28,297$ 22,169$ 23,800$
61010 - REGULAR PAY 18,837 23,207 18,913 19,405
61110 - OVERTIME PAY - 1,000 - 1,000
61420 - ANNUAL SICK LEAVE PAYOUT 352 - - -
61615 - LIFE INSURANCE - 2 2 25
61710 - IMRF 1,985 2,351 1,882 1,859
61725 - SOCIAL SECURITY 1,131 1,407 1,112 1,224
61730 - MEDICARE 265 330 260 287
Services and Supplies 6,060$ 5,100$ -$ 5,100$
62205 - ADVERTISING - 1,000 - 1,000
62275 - POSTAGE CHARGEBACKS - 500 - 500
62285 - COURIER CHARGES - 150 - 150
62295 - TRAINING & TRAVEL - 100 - 100
62380 - COPY MACHINE CHARGES - 150 - 150
62509 - SERVICE AGREEMENTS/ CONTRACTS 4,200 3,000 - 3,000
64545 - PERSONAL COMPUTER SOFTWARE 1,860 - - -
65095 - OFFICE SUPPLIES - 200 - 200
Miscellaneous 1,705$ 50,000$ 20,000$ 50,000$
62490 - OTHER PROGRAM COSTS 1,705 50,000 20,000 50,000
Insurance and Other Chargebacks 4,173$ 3,984$ 4,480$ 4,264$
61510 - HEALTH INSURANCE 4,173 3,984 4,480 4,267
Capital Outlay 39,316$ 7,000$ -$ 7,000$
62483 - DEVELOPER FEES 25,967 - - -
62484 - DISPOSITION - 2,000 - 2,000
62489 - SITE MAINTENANCE 13,348 5,000 - 5,000
Interfund Transfers 17,623$ 4,518$ 4,518$ 4,654$
66025 - TRANSFER TO DEBT SERVICE - ERI 4,344 4,518 4,518 4,654
66131 - TRANSFER TO GENERAL FUND 13,279 - - -
Grand Total 91,447$ 98,899$ 51,167$ 94,821$
132
201 8 ADOPTED BUDGET - OTHER FUNDS
#200 – Motor Fuel Tax
Fund Description
The Motor Fuel Tax Funds are authorized by the Illinois Department of Transportation and are
appropriated as part of the City's share of the gasoline tax. Funding is used for capital improvements
involving street maintenance, street resurfacing, and signal upgrade projects. The Motor Fuel Tax funds
are also used for operations and maintenance activities such as street cleaning, street sweeping, and snow
removal operations.
Fund Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Intergovernmental Revenue 1,896,461 1,920,000 1,940,000 1,910,000
Interest Income 6,613 1,000 13,000 12,000
Total Revenue 1,903,074$ 1,921,000$ 1,953,000$ 1,922,000$
Operating Expenses
Capital Outlay 130,789 1,391,000 1,000,000 1,500,000
Interfund Transfers 2,189,000 857,990 858,000 957,990
Total Expenses 2,319,789$ 2,248,990$ 1,858,000$ 2,457,990$
Net Surplus (Deficit)(416,715)$ (327,990)$ 95,000$ (535,990)$
Beginning Fund Balance 1,830,393$ 1,413,678$ 1,508,678$
Ending Fund Balance 1,413,678$ 1,508,678$ 972,688$
133
200 MOTOR FUEL TAX FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Capital Outlay 130,789$ 1,391,000$ 1,000,000$ 1,500,000$
65515 - OTHER IMPROVEMENTS 130,789 1,391,000 1,000,000 1,500,000
Interfund Transfers 2,189,000$ 857,990$ 858,000$ 957,990$
66131 - TRANSFER TO GENERAL FUND 833,000 857,990 858,000 957,990
66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND 1,356,000 - - -
Grand Total $ 2,319,789 $ 2,248,990 $ 1,858,000 $ 2,457,990
134
201 8 ADOPTED BUDGET- OTHER FUNDS
#205 – Emergency Telephone System
Fund Description
In accordance with Illinois Public Act 85-978, the City of Evanston enacted Ordinance 133-O-90 by
referendum in December of 1990. The purpose of the Ordinance was to establish an Enhanced 9-1-1
system. Per the legislature, an Emergency Telephone System Board (ETSB) was established. The
function of the ETSB is to design and implement an enhanced 9-1-1 system for the City of Evanston
and monitor the system once in place.
Financial Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Other Taxes 1,038,331 1,020,700 1,023,000 1,050,700
Interest Income 2,472 1,000 5,600 1,000
Total Revenues 1,040,803$ 1,021,700$ 1,028,600$ 1,051,700$
Expenses
Salary and Benefits 509,028 517,524 501,229 535,547
Services and Supplies 263,105 282,400 272,470 282,400
Insurance and Other Chargebacks 91,628 102,517 95,526 97,125
Capital Outlay 423,493 55,000 55,000 55,000
Interfund Transfers 142,207 72,977 72,977 73,366
Total Expenses 1,429,460$ 1,030,418$ 997,202$ 1,043,438$
Net Surplus (Deficit)(388,657)$ (8,718)$ 31,398$ 8,262$
Beginning Fund Balance 551,718$ 163,061$ 194,459$
Ending Fund Balance 163,061$ 194,459$ 202,721$
135
205 EMERGENCY TELEPHONE (E911) FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Salary and Benefits 509,028$ 517,524$ 501,229$ 535,547$
61010 - REGULAR PAY 409,685 436,537 425,143 452,587
61070 - JOB TRAINING AND INTERNSHIPS 1,500 - - -
61110 - OVERTIME PAY 11,370 2,000 1,500 2,000
61415 - TERMINATION PAYOUTS 6,461 - - -
61420 - ANNUAL SICK LEAVE PAYOUT 2,067 - - -
61615 - LIFE INSURANCE - - - 573
61635 - UNIFORM ALLOWANCE 1,700 1,700 1,700 1,700
61710 - IMRF 44,499 44,383 41,927 43,351
61725 - SOCIAL SECURITY 25,729 26,667 25,091 28,638
61730 - MEDICARE 6,017 6,237 5,868 6,698
Services and Supplies 263,105$ 282,400$ 272,470$ 282,400$
62225 - BLDG MAINTENANCE SERVICES - 3,500 1,500 3,500
62295 - TRAINING & TRAVEL 2,295 7,500 6,000 7,500
62360 - MEMBERSHIP DUES 1,150 900 500 900
62509 - SERVICE AGREEMENTS/ CONTRACTS 194,852 220,000 230,000 220,000
64505 - TELECOMMUNICATIONS 7,038 15,000 5,000 15,000
64540 - TELECOMMUNICATIONS - WIRELESS 22,818 15,000 15,000 15,000
64560 - CABLE - NETWORK 23,712 - - -
65020 - CLOTHING - 1,200 - 1,200
65035 - PETROLEUM PRODUCTS 379 800 520 800
65085 - MINOR EQUIPMENT & TOOLS 8,518 15,000 11,000 15,000
65095 - OFFICE SUPPLIES 1,120 1,500 950 1,500
65620 - OFFICE MACH. & EQUIP.1,223 2,000 2,000 2,000
Insurance and Other Chargebacks 91,628$ 102,517$ 95,526$ 97,125$
61510 - HEALTH INSURANCE 73,430 85,069 78,078 79,677
66059 - HEALTH INSURANCE OPT OUT EXPENSE 750 - - -
66130 - TRANSFER TO INSURANCE 17,448 17,448 17,448 17,448
Capital Outlay 423,493$ 55,000$ 55,000$ 55,000$
65625 - FURNITURE & FIXTURES 423,493 55,000 55,000 55,000
Interfund Transfers 142,207$ 72,977$ 72,977$ 73,366$
66025 - TRANSFER TO DEBT SERVICE - ERI 12,478 12,977 12,977 13,366
66131 - TRANSFER TO GENERAL FUND 129,729 60,000 60,000 60,000
Grand Total $ 1,429,460 $ 1,030,418 $ 997,202 $ 1,043,438
136
201 8 ADOPTED BUDGET - OTHER FUNDS
#210 – Special Service Area 4
Fund Description
Special Service Area 4 (SSA4) was established to provide certain public services to supplement services
currently or customarily provided by the City to the Area, the promotion and advertisement of the Area
in order to attract businesses and consumers to the Area, and provide any other public services to the
Area which the City may deem appropriate from time to time. Special services, as they apply to SSA4,
include maintenance of public improvements (e.g. landscaping) together with any such other further
services necessary to the accomplishment of the improvement. SSA4 is managed by Downtown
Evanston (formerly EvMark), an Illinois not-for-profit corporation.
Fund Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Property Taxes 321,266 320,000 323,500 370,000
Interest Income 2 - - -
Total Revenue 321,268$ 320,000$ 323,500$ 370,000$
Operating Expenses
Services and Supplies 323,000 320,000 320,000 370,000
Total Expenses 323,000$ 320,000$ 320,000$ 370,000$
Net Surplus (Deficit)(1,732)$ -$ 3,500$ -$
Beginning Fund Balance (190,544)$ (192,276)$ (188,776)$
Ending Fund Balance (192,276)$ (188,776)$ (188,776)$
137
210 SPECIAL SERVICE AREA (SSA) #4 FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
62517 - SPECIAL SERVICE AREA AGREEMENT 323,000 320,000 320,000 370,000
Grand Total $ 323,000 $ 320,000 $ 320,000 $ 370,000
138
2018 ADOPTED BUDGET - OTHER FUNDS
#215 – Community Development Block Grant
Fund Description
The City is a federal entitlement community and receives Community Development Block Grant funds
annually to address the needs of low- and moderate-income residents. Statutory program goals are to
provide decent housing, a suitable living environment, and economic opportunity primarily for residents
whose incomes do not exceed 80% of the area median income.
2018 Initiatives
● Focus CDBG funding on City capital projects in primarily low/moderate income neighborhoods
that otherwise would not be undertaken due to limited funding for capital projects.
● Begin work on the new Cook County regional Assessment of Fair Housing required for the
2020-2024 Consolidated Plan, working with Cook County, CMAP, the Housing Authority of
Cook County, and other entitlement communities.
● Expand the reach of the CDBG Housing Rehab program to address code and life safety
violations, and make accessibility improvements in owner-occupied and rental housing for
low/moderate income residents, in coordination with the Handyman Program, Rebuilding
Together, and other programs for greatest impact and efficiencies.
Performance Report on FY 2017 Major Program Objectives
Despite the latest receipt of our CDBG grant funding in the past 11 years, the 2017 CDBG program:
● Completed two major public improvement projects: paving of an unimproved alley using
permeable pavers and resurfacing residential streets in low-income neighborhoods.
● Worked with Ridgeville Park District to renovate Brummel Park, an important amenity in south
Evanston.
● Provided business loans for two new businesses opening on Howard Street as part of the
revitalization of that important business/commercial corridor.
● Provided needed public services to at-risk low/moderate income residents through 16 different
programs, including after school programs, job training and placement, home-delivered meals
for seniors and people with disabilities, domestic violence programs, Summer Youth
Employment and the Certificate of Rehab program that enables residents with criminal
backgrounds to be eligible for a wide range of jobs that are otherwise not open to them.
139
2018 ADOPTED BUDGET - OTHER FUNDS
#215 – Community Development Block Grant
Fund Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Other Revenue 10,197 - - -
Intergovernmental Revenue 2,016,478 2,272,494 1,864,064 2,330,124
Total Revenue 2,026,675$ 2,272,494$ 1,864,064$ 2,330,124$
Operating Expenses
Salary and Benefits 414,848 393,090 381,563 432,370
Services and Supplies 6,219 220,840 206,600 220,840
Miscellaneous 61,555 569,970 195,457 569,970
Insurance and Other Chargebacks 405,247 93,120 94,104 91,176
Capital Outlay 608,829 - 47,226 -
Community Sponsored Organizations 507,815 175,500 50,000 175,500
Interfund Transfers 17,938 829,458 889,114 949,656
Total Expenses 2,022,452$ 2,281,978$ 1,864,064$ 2,439,512$
Net Surplus (Deficit)4,224$ (9,484)$ -$ (109,388)$
Beginning Fund Balance 59,882$ 64,106$ 64,106$
Ending Fund Balance 64,106$ 64,106$ (45,282)$
140
215 CDBG FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Salary and Benefits 414,848$ 393,090$ 381,563$ 432,370$
61010 - REGULAR PAY 302,761 290,555 288,771 322,087
61050 - PERMANENT PART-TIME 45,245 43,132 31,032 45,613
61110 - OVERTIME PAY 1,138 - 1,334 -
61415 - TERMINATION PAYOUTS - - 780 -
61420 - ANNUAL SICK LEAVE PAYOUT 1,407 - 717 -
61615 - LIFE INSURANCE 10 10 16 208
61626 - CELL PHONE ALLOWANCE 1,466 414 414 414
61630 - SHOE ALLOWANCE 723 179 179 179
61710 - IMRF 36,264 33,796 33,445 35,220
61725 - SOCIAL SECURITY 20,937 20,263 20,161 23,218
61730 - MEDICARE 4,897 4,741 4,714 5,431
Services and Supplies 6,219$ 220,840$ 206,600$ 220,840$
62205 - ADVERTISING 760 750 750 750
62210 - PRINTING 156 250 250 250
62275 - POSTAGE CHARGEBACKS 101 350 350 350
62285 - COURIER CHARGES 22 150 150 150
62295 - TRAINING & TRAVEL 2,087 1,500 1,500 1,500
62360 - MEMBERSHIP DUES - - 940 -
62380 - COPY MACHINE CHARGES - 800 800 800
62665 - CONTRIB TO OTHER AGENCIES - 216,640 200,000 216,640
64540 - TELECOMMUNICATIONS - WIRELESS 671 - - -
64545 - PERSONAL COMPUTER SOFTWARE 1,860 - 1,860 -
65020 - CLOTHING 536 - - -
65095 - OFFICE SUPPLIES 26 400 - 400
Miscellaneous 61,555$ 569,970$ 195,457$ 569,970$
62490 - OTHER PROGRAM COSTS 9,555 569,970 195,457 569,970
63045 - SUMMER YOUTH EMPLOYMENT 52,000 - - -
Insurance and Other Chargebacks 405,247$ 93,120$ 94,104$ 91,176$
61510 - HEALTH INSURANCE 68,946 72,472 73,456 70,528
62740 - OTHER CHARGES-CHARGEBACK 317,836 - - -
66130 - TRANSFER TO INSURANCE 18,466 20,648 20,648 20,648
Capital Outlay 608,829$ -$ 47,226$ -$
62780 - ACCESSIBLE CURB RAMP 95,265 - - -
62795 - STREETLIGHT UPGRADE 64,101 - 45,376 -
62800 - F/J LOCKER ROOMS 230,569 - - -
62840 - ALLEY PAVING PROGRAM 2,406 - 1,850 -
65682 - STREETS 216,489 - - -
Community Sponsored Organizations 507,815$ 175,500$ 50,000$ 175,500$
62935 - JAMES MORAN CENTER 25,000 - - -
62940 - LAF (LEGAL ASSIST FOUNDATION)7,250 - - -
62945 - YOUTH JOB CENTER OF EVANSTON 31,817 - - -
62954 - IMPACT BEHAVIORAL HLT PTNRS (COMMUNITY UNITY 1)17,500 - - -
62955 - YWCA SHELTER PROGRAM 31,817 - - -
62960 - INTERFAITH ACTION COUNCIL 10,000 - - -
62980 - NORTH SHORE SENIOR CENTER 13,000 - - -
62995 - FAMILY FOCUS CENTER REHAB 56,900 - - -
63064 - SUNSHINE ENTERPRISES 147,500 175,500 50,000 175,500
63070 - PEER SERVICES 14,000 - - -
63120 - MEALS AT HOME 15,000 - - -
63125 - OPEN STUDIO PROJECT 5,000 - - -
67030 - FAMILY FOCUS 20,000 - - -
67045 - YOU 113,031 - - -
Interfund Transfers 17,938$ 829,458$ 889,114$ 949,656$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 10,547 824 824 824
62309 - RENTAL OF AUTO REPLACEMENT 3,876 1,339 1,339 1,339
66025 - TRANSFER TO DEBT SERVICE - ERI 3,515 6,594 6,594 6,792
66131 - TRANSFER TO GENERAL FUND - 330,701 405,357 330,701
66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND - 490,000 475,000 610,000
Grand Total $ 2,022,452 $ 2,281,978 $ 1,864,064 $ 2,439,512
141
2018 ADOPTED BUDGET - OTHER FUNDS
#220 – Community Development Block Grant Loan
Fund Description
The CDBG Loan Fund is a revolving loan fund. Its purpose is to provide 0-3% interest loans that may
be deferred or amortizing to rehab income eligible one- and two-unit owner-occupied residential
properties and multi-family rental properties that are occupied by income-eligible households under
HUD regulations. It also funds deferred loans for income-eligible homeowners to demolish unsafe
garages and dangerous trees. Funds are prioritized for properties with code violations, as well as for
energy efficiency and accessibility. This fund was established with HUD approval using Community
Development Block Grant funds. Principal and interest payments from loans are returned to the
Revolving Loan Fund and are used for additional eligible projects. Additionally, repayments on CDBG
loans made to businesses are deposited into this fund and designated for CDBG economic development
activities.
Fund Summary
Notes for Financial Summary: In 2015 all loan receivables were classified as forgivable loans and
therefore no longer included in fund balance.
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Other Revenue 208,541 293,000 149,785 293,000
Interest Income 4,656 - 215 -
Total Revenue 213,197$ 293,000$ 150,000$ 293,000$
Operating Expenses
Services and Supplies 160,641 293,000 150,000 293,000
Total Expenses 160,641$ 293,000$ 150,000$ 293,000$
Net Surplus (Deficit)52,555$ -$ -$ -$
Beginning Fund Balance 158,366$ 210,921$ 210,921$
Ending Fund Balance 210,921$ 210,921$ 210,921$
142
220 CDBG LOAN FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Services and Supplies 160,641$ 293,000$ 150,000$ 293,000$
65535 - REHAB LOANS 160,641 293,000 150,000 293,000
Grand Total $ 160,641 $ 293,000 $ 150,000 $ 293,000
143
201 8 ADOPTED BUDGET - OTHER FUNDS
#225 – Economic Development
Fund Description
The Economic Development Fund provided support for the implementation of the City Council
adopted Economic Development Plan and funding for the City's economic development initiatives as
well as staff, consulting services, and marketing efforts needed to support these activities. In addition, the
Economic Development Fund was a resource for business assistance, in the form of loans and grants,
particularly in areas outside of the five TIF Districts.
The Economic Development Fund was closed at the end of 2016, with all revenues, expenditures, and
fund balances being moved into the General Fund.
Fund Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Other Taxes 2,257,692 - - -
Other Revenue 271,359 - - -
Interfund Transfers 47,500 - - -
Interest Income 8,761 - - -
Total Revenue 2,585,312$ -$ -$ -$
Operating Expenses
Salary and Benefits 539,508 - - -
Services and Supplies 423,972 - - -
Miscellaneous 1,845 - - -
Insurance and Other Chargebacks 73,245 - - -
Capital Outlay 241,180 - - -
Interfund Transfers 865,318 - - -
Total Expenses 2,145,068$ -$ -$ -$
Net Surplus (Deficit)440,244$ -$ -$ -$
Beginning Fund Balance 2,555,982$ -$ -$
Ending Fund Balance 2,996,226$ -$ -$
144
225 ECONOMIC DEVELOPMENT FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Salary and Benefits 539,508$ -$ -$ -$
61010 - REGULAR PAY 452,033 - - -
61110 - OVERTIME PAY 550 - - -
61415 - TERMINATION PAYOUTS 1,319 - - -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)1,191 - - -
61615 - LIFE INSURANCE 15 - - -
61625 - AUTO ALLOWANCE 1,245 - - -
61626 - CELL PHONE ALLOWANCE 2,700 - - -
61710 - IMRF 46,974 - - -
61725 - SOCIAL SECURITY 27,054 - - -
61730 - MEDICARE 6,428 - - -
Services and Supplies 423,972$ -$ -$ -$
61060 - SEASONAL EMPLOYEES 1,768 - - -
62185 - CONSULTING SERVICES 13,666 - - -
62295 - TRAINING & TRAVEL 3,696 - - -
62346 - REAL ESTATE TAX PAYMENTS TO COUNTY (1,059) - - -
62360 - MEMBERSHIP DUES 820 - - -
62659 - ECONOMIC DEVELOPMENT PARTNERSHIP CONTRIBUTIONS 98,000 - - -
62660 - BUSINESS ATTRACTION 57,225 - - -
62662 - BUSINESS RETENTION / EXPANSION INVESTMENTS 244,535 - - -
65010 - BOOKS, PUBLICATIONS, MAPS 79 - - -
65095 - OFFICE SUPPLIES 241 - - -
65525 - PAINT GRANTS 5,000 - - -
Miscellaneous 1,845$ -$ -$ -$
62490 - OTHER PROGRAM COSTS 1,315 - - -
62770 - MISCELLANEOUS 530 - - -
Insurance and Other Chargebacks 73,245$ -$ -$ -$
61510 - HEALTH INSURANCE 59,283 - - -
66130 - TRANSFER TO INSURANCE 13,962 - - -
Capital Outlay 241,180$ -$ -$ -$
65522 - BUSINESS DISTRICT IMPROVEMENTS 234,211 - - -
65625 - FURNITURE & FIXTURES 6,969 - - -
Interfund Transfers 865,318$ -$ -$ -$
66025 - TRANSFER TO DEBT SERVICE - ERI 15,322 - - -
66131 - TRANSFER TO GENERAL FUND 849,996 - - -
Grand Total $ 2,145,068 $ - $ - $ -
145
201 8 ADOPTED BUDGET - OTHER FUNDS
#235 – Neighborhood Improvement
Fund Description
The Neighborhood Improvement Fund is used for special improvement projects in the Dempster-Dodge
Shopping Center and the Main Street Commons area.
Financial Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Total Revenue -$ -$ -$ -$
Operating Expenses
Miscellaneous - 100,000 - 100,000
Total Expenses -$ 100,000$ -$ 100,000$
Net Surplus (Deficit)-$ (100,000)$ -$ (100,000)$
Beginning Fund Balance 169,915$ 169,915$ 169,915$
Ending Fund Balance 169,915$ 169,915$ 69,915$
146
235 NEIGHBORHOOD IMPROVEMENT
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Miscellaneous -$ 100,000$ -$ 100,000$
62490 - OTHER PROGRAM COSTS - 100,000 - 100,000
Grand Total $ - $ 100,000 $ - $ 100,000
147
2018 ADOPTED BUDGET - OTHER FUNDS
#240 – HOME
Fund Description
The HOME Investment Partnership Program addresses the affordable housing needs of low- and
moderate-income individuals and families by promoting, preserving, and producing affordable housing;
providing housing-related services; and funding private and non-profit entities that address these needs.
HOME funds are used to:
● Finance the acquisition and/or rehabilitation of existing residential units;
● Fund new construction of affordable housing;
● Fund Tenant Based Rental Assistance (TBRA).
2018 Initiatives
Ongoing Activity Measures
2016
Actual
2017
Estimated
2018
Projected
Number of housing units acquired, rehabbed or
constructed
153 2 5
Number of households helped with TBRA 10 20 15
Housing, Homeless, and Human Relations
Commission meetings
9 10 10
Fund Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Other Revenue 27,259 - - -
Intergovernmental Revenue 178,211 585,861 395,825 588,936
Interest Income 14 - - -
Total Revenue 205,484$ 585,861$ 395,825$ 588,936$
Operating Expenses
Salary and Benefits 31,964 41,005 40,477 42,964
Services and Supplies 180,110 540,200 350,000 540,200
Miscellaneous 100 500 500 500
Insurance and Other Chargebacks (4,297) 4,987 4,848 4,657
Total Expenses 207,876$ 586,692$ 395,825$ 588,321$
Net Surplus (Deficit)(2,392)$ (831)$ -$ 615$
Beginning Fund Balance 4,769$ 2,377$ 2,377$
Ending Fund Balance 2,377$ 2,377$ 2,992$
148
240 HOME FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Salary and Benefits 31,964$ 41,005$ 40,477$ 42,964$
61010 - REGULAR PAY 27,031 34,869 34,528 36,605
61615 - LIFE INSURANCE 3 4 - 4
61710 - IMRF 2,907 3,527 3,404 3,507
61725 - SOCIAL SECURITY 1,639 2,111 2,063 2,308
61730 - MEDICARE 383 494 482 540
Services and Supplies 180,110$ 540,200$ 350,000$ 540,200$
62185 - CONSULTING SERVICES 590 - - -
62360 - MEMBERSHIP DUES 200 200 - 200
65535 - REHAB LOANS 179,320 540,000 350,000 540,000
Miscellaneous 100$ 500$ 500$ 500$
62490 - OTHER PROGRAM COSTS 100 500 500 500
Insurance and Other Chargebacks (4,297)$ 4,987$ 4,848$ 4,657$
61510 - HEALTH INSURANCE 3,178 4,167 4,028 3,837
62740 - OTHER CHARGES-CHARGEBACK (8,295) - - -
66130 - TRANSFER TO INSURANCE 820 820 820 820
Grand Total $ 207,876 $ 586,692 $ 395,825 $ 588,321
149
2018 ADOPTED BUDGET - OTHER FUNDS
#250 – Affordable Housing
Fund Description
The Affordable Housing Fund addresses the housing needs of low-, moderate and middle-income
individuals and families by promoting, preserving, and producing affordable housing; providing housing-
related services; and providing support for non-profit organizations that actively address these housing
needs, through:
● Funding a comprehensive tenant/landlord program through Open Communities.
● Providing funds for the acquisition, rehabilitation, and new construction of affordable housing.
● Providing gap funding for affordable housing projects funded primarily with Low Income
Housing Tax Credits or other sources, particularly for projects with units restricted to
households with incomes that do not exceed 50% of the area median.
● Providing funding support for the Homeless Management Information System (HMIS).
● Providing funding support for transitional housing, housing education, and related services.
● Providing local match funds for Federal housing grants where appropriate.
● Funding housing programs like the Senior Handyman Program that are not eligible for Federal
HOME or CDBG funding.
Fund Summary
Notes for Financial Summary: In 2015, all loan receivables were reclassified as forgivable loans and
therefore no longer included in fund balance. The fund balance listed above is composed mainly of
cash/investments and represents available balances for future Affordable Housing Fund activities
(approximately $1.0 million per the 2016 Comprehensive Annual Financial Report).
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Other Taxes 106,780 50,000 50,000 50,000
Other Revenue 448,343 585,600 130,000 400,600
Interest Income 1,392 230 3,000 230
Total Revenue 556,515$ 635,830$ 183,000$ 450,830$
Operating Expense
Salary and Benefits 34,138 63,452 40,476 92,963
Services and Supplies 201 1,077,500 250,000 279,500
Miscellaneous 110,956 102,500 102,500 43,000
Insurance and Other Chargebacks 3,178 8,800 4,028 3,837
Community Sponsored Organizations 735 455,000 - 70,000
Total Expenses 149,207$ 1,707,252$ 397,004$ 489,300$
Net Surplus (Deficit)407,308$ (1,071,422)$ (214,004)$ (38,470)$
Beginning Fund Balance 993,880$ 1,401,188$ 1,187,184$
Ending Fund Balance 1,401,188$ 1,187,184$ 1,148,714$
150
250 AFFORDABLE HOUSING FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Salary and Benefits 34,138$ 63,452$ 40,476$ 92,963$
61010 - REGULAR PAY 29,206 53,955 34,528 86,604
61615 - LIFE INSURANCE 3 4 - 4
61710 - IMRF 2,907 5,460 3,404 3,507
61725 - SOCIAL SECURITY 1,639 3,268 2,062 2,308
61730 - MEDICARE 383 765 482 540
Services and Supplies 201$ 1,077,500$ 250,000$ 279,500$
62227 - ADVOCACY SERVICES - 27,500 - 27,500
62705 - BANK SERVICE CHARGES 201 - - -
65497 - LANDLORD-TENANT - - - 41,000
65498 - EMERGENCY HOTEL VOUCHERS - - - 17,500
65499 - SENIOR BRIDGE HOUSING - - - 10,000
65500 - HMIS - - - 18,500
65530 - REHAB GRANTS - 50,000 - -
65535 - REHAB LOANS - 1,000,000 250,000 165,000
Miscellaneous 110,956$ 102,500$ 102,500$ 43,000$
62490 - OTHER PROGRAM COSTS 73,645 75,000 75,000 40,500
62770 - MISCELLANEOUS 590 27,500 27,500 2,500
66017 - BAD DEBT EXPENSE 36,721 - - -
Insurance and Other Chargebacks 3,178$ 8,800$ 4,028$ 3,837$
61510 - HEALTH INSURANCE 3,178 8,800 4,028 3,837
Community Sponsored Organizations 735$ 455,000$ -$ 70,000$
63095 - HANDYMAN PROGRAM 735 - - -
68325 - BLIGHT REDUCTION EXPENSE - 455,000 - 70,000
Grand Total $ 149,207 $ 1,707,252 $ 397,004 $ 489,300
151
201 8 ADOPTED BUDGET - OTHER FUNDS
#300 – Washington National TIF
Fund Description
The City Council adopted the Washington National Tax Increment Financing District (TIF) on September
15, 1994. This TIF will expire in 2017, with last collection of incremental property taxes in 2018. The TIF
District consists of approximately 83,000 square feet of land (bounded by Church Street on the north,
Davis Street on the south, and Chicago Avenue on the east) located in the downtown business area of the
city.
This fund is responsible for the receipt of all debt proceeds issued and allocated to the TIF, as well as
principal and interest payments on outstanding debt. The Washington National TIF typically transfers
funds to the Parking Garage Fund and Parking Fund to assist with debt payments related to the Sherman
Avenue Parking Garage. The 2017 Adopted Budget includes $5.5 million for the rehabilitation of Fountain
Square in Downtown Evanston. The Proposed 2018 Budget includes $1.0 million for the participation in
the Red/Purple Modernization Project ongoing with the City of Chicago.
Financial Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Property Taxes 4,729,649 5,145,000 5,313,000 5,750,000
Interest Income 14,012 10,000 30,000 20,000
Total Revenue 4,743,661$ 5,155,000$ 5,343,000$ 5,770,000$
Operating Expenses
Services and Supplies 2,750 500,000 - 2,000,000
Miscellaneous 1,098,676 100,000 100,000 100,000
Capital Outlay 4,473 - - -
Interfund Transfers 4,455,515 9,940,636 7,580,636 7,107,040
Total Expenses 5,561,415$ 10,540,636$ 7,680,636$ 9,207,040$
Net Surplus (Deficit)(817,754)$ (5,385,636)$ (2,337,636)$ (3,437,040)$
Beginning Fund Balance 6,442,430$ 5,624,676$ 3,287,040$
Ending Fund Balance 5,624,676$ 3,287,040$ (150,000)$
152
300 WASHINGTON NATIONAL TIF FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Services and Supplies 2,750$ 500,000$ -$ 2,000,000$
62185 - CONSULTING SERVICES 2,750 - - -
62665 - CONTRIB TO OTHER AGENCIES - 500,000 - 2,000,000
Miscellaneous 1,098,676$ 100,000$ 100,000$ 100,000$
62605 - OTHER CHARGES 98,676 100,000 100,000 100,000
69010 - SURPLUS DISTRIBUTION 1,000,000 - - -
Capital Outlay 4,473$ -$ -$ -$
65515 - OTHER IMPROVEMENTS 4,473 - - -
Interfund Transfers 4,455,515$ 9,940,636$ 7,580,636$ 7,107,040$
66020 - TRANSFERS TO OTHER FUNDS 3,711,768 4,120,636 4,120,636 4,167,040
66131 - TRANSFER TO GENERAL FUND 350,000 350,000 350,000 550,000
66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND 393,747 5,470,000 3,110,000 2,390,000
Grand Total $ 5,561,415 $ 10,540,636 $ 7,680,636 $ 9,207,040
153
201 8 ADOPTED BUDGET - OTHER FUNDS
#305 – Special Service Area #5
Fund Description
The City Council adopted Special Service Area #5 (SSA #5) on June 27, 1994. Special Service Area #5 is
comprised of the City’s downtown business district. The City Council also approved a $9,500,000
Downtown Public Works Improvement Program for Area #5. The ordinances establishing the area
authorized the issuance of up to $5,000,000 in Special Service Area bonds. On June 21, 1995, the City
sold $3,060,000 of the Special Service Area bonds at public bid, and sold another $1,940,000 of service
bonds on July 9, 1996. The City issued series 2002C bonds in October 2002. A portion of the proceeds
were used to refund series 1995 and series 1996 SSA #5 property tax bonds.
The City issued Series 2012A Bonds in July 2012. A portion of the proceeds were used to retire 2002C
Bonds, which were used to retire Series 1995 and Series 1996 SSA #5 Bonds.
SSA #5 was closed at the end of 2016.
Fund Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Property Taxes (180) - - -
Interest Income 35 - - -
Total Revenue (145)$ -$ -$ -$
Operating Expenses
Services and Supplies 5,652 - - -
Debt Service 428,186 - - -
Interfund Transfers 91,445 - - -
Total Expenses 525,284$ -$ -$ -$
Net Surplus (Deficit)(525,429)$ -$ -$ -$
Beginning Fund Balance 525,429$ -$ -$
Ending Fund Balance -$ -$ -$
154
305 SPECIAL SERVICE AREA (SSA) #5 FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Services and Supplies 5,652$ -$ -$ -$
62346 - REAL ESTATE TAX PAYMENTS TO COUNTY 5,652 - - -
Debt Service 428,186$ -$ -$ -$
68305 - DEBT SERVICE- PRINCIPAL 405,000 - - -
68315 - DEBT SERVICE- INTEREST 23,186 - - -
Interfund Transfers 91,445$ -$ -$ -$
66020 - TRANSFERS TO OTHER FUNDS 91,445 - - -
Grand Total $ 525,284 $ - $ - $ -
155
201 8 ADOPTED BUDGET - OTHER FUNDS
#310 – Howard-Hartrey TIF
Fund Description
The City Council adopted the Southwest II Tax Increment Finance (TIF) District – also called the
Howard-Hartrey TIF – on April 27, 1992. This TIF expired in 2015, with the last collection of
incremental property taxes in 2016. The TIF District consisted of a 23-acre site located at 2201 West
Howard Street in the southwest corner of the city. The development consists of a shopping center with
several large stores. The total project cost was $39,266,932, of which the City provided $7,390,000 in
land acquisition and public improvement costs.
This fund was responsible for the payment of principal and interest on any outstanding debt service
associated with this TIF. The debt service payment schedule extended through FY 2015.
The TIF was expanded to include property north of the existing TIF that included property at 222
Hartrey Avenue, a property acquired for use by the car dealership, Autobarn. Approximately $2,500,000
was approved by City Council in April 2014 in support of rehabilitation at the property. Work on this
project was completed in mid-2016 and the property is has been utilized for repairs and inventory for
Evanston’s only car dealership. Final distribution of remaining TIF funds was made to Cook County in
2017 and this TIF is closed.
Financial Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Property Taxes 1,233,675 - - -
Other Revenue - - (45,325) -
Interest Income 2,319 - 1,320 -
Total Revenue 1,233,675$ -$ (45,325)$ -$
Operating Expenses
Services and Supplies 2,488 - 599,667 -
Miscellaneous 129,192 - - -
Capital Outlay - - - -
Interfund Transfers 1,741,757 599,667 - -
Total Expenses 1,873,437$ 599,667$ 599,667$ -$
Net Surplus (Deficit)(639,762)$ (599,667)$ (644,992)$ -$
Beginning Fund Balance 1,283,434$ 643,672$ (1,320)$
Ending Fund Balance 643,672$ (1,320)$ (1,320)$
156
310 HOWARD-HARTREY TIF FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Services and Supplies 2,488$ -$ 599,667$ -$
62185 - CONSULTING SERVICES 2,488 - - -
62665 - CONTRIB TO OTHER AGENCIES - - 599,667 -
Miscellaneous 129,192$ -$ -$ -$
62605 - OTHER CHARGES 129,192 - - -
Interfund Transfers 1,741,757$ 599,667$ -$ -$
66131 - TRANSFER TO GENERAL FUND 152,450 - - -
66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND 1,589,307 599,667 - -
Grand Total $ 1,873,437 $ 599,667 $ 599,667 $ -
157
2018 ADOPTED BUDGET - OTHER FUNDS
#320 – Debt Service
Fund Description
The budgeted property tax revenue for FY 2018 is on the cash basis and represents 2017 levy, which will
primarily be received in calendar year 2018. The FY 2018 expenditures are budgeted on cash basis and
are the actual payments required to be made during the fiscal year according to debt maturity schedules.
Financial Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Property Taxes 10,438,928 10,879,993 11,036,000 10,879,993
Other Revenue (2006B Bond Proceeds)8,211,196 - - -
Interfund Transfers 2,999,879 3,160,852 3,160,872 3,460,821
Intergovernmental Revenue 80,089 83,292 83,292 83,292
Interest Income 24,264 1,500 14,000 1,500
Total Revenue 21,754,356$ 14,125,637$ 14,294,164$ 14,425,606$
Operating Expenses
Services and Supplies 149,553 120,250 121,025 120,000
Miscellaneous 57 - - -
Debt Service 23,454,863 23,535,887 14,344,881 14,177,257
Total Expenses 23,604,473$ 23,656,137$ 14,465,906$ 14,297,257$
Net Surplus (Deficit)(1,850,118)$ (9,530,500)$ (171,742)$ 128,349$
Beginning Fund Balance 2,596,115$ 745,997$ 574,255$
Ending Fund Balance 745,997$ 574,255$ 702,604$
158
320 DEBT SERVICE FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Services and Supplies 149,553$ 120,250$ 121,025$ 120,000$
62350 - FISCAL AGENT SERVICES 11,525 120,250 121,025 120,000
62716 - BOND ISSUANCE COSTS 138,028 - - -
Miscellaneous 57$ -$ -$ -$
62605 - OTHER CHARGES 57 - - -
Debt Service 23,454,863$ 23,535,887$ 14,344,881$ 14,177,257$
68305 - DEBT SERVICE- PRINCIPAL 19,255,943 19,663,863 10,463,863 10,346,234
68315 - DEBT SERVICE- INTEREST 4,198,920 3,872,024 3,881,018 3,831,023
Grand Total $ 23,604,473 $ 23,656,137 $ 14,465,906 $ 14,297,257
159
201 8 ADOPTED BUDGET - OTHER FUNDS
#330 – Howard-Ridge TIF
Fund Description
The City Council adopted the Howard-Ridge Tax Increment Financing (TIF) District on January 26,
2004. This TIF will expire in 2027, with last year of collection in 2028. The TIF District is generally
bounded on the north by various parcels that front Howard Street and Chicago Avenue, on the east by
the City of Evanston's boundaries and the Chicago Transit Authority (CTA) Red Line, on the south by
City boundaries, and on the west by Ridge Avenue. The TIF District contains mixed residential uses,
retail/commercial properties, and institutional uses.
This TIF district has supported the residential development at 415 Howard Street and the revitalization
of commercial buildings at 629-631 and 623 Howard Street. Additional City-owned properties at 633,
717-723, and 727-729 Howard Street offer new opportunities for business expansion on this commercial
corridor. In 2018 the City will complete developments for a new Theater to be located at 717-723
Howard Street and will begin construction of a mixed use housing/retail development on Chicago
Avenue.
Financial Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Property Taxes 533,105 555,000 582,285 605,000
Other Revenue 282,307 1,030,000 1,080,000 3,780,000
Interest Income 374 400 10 400
Total Revenue 815,787$ 1,585,400$ 1,662,295$ 4,385,400$
Operating Expenses
Services and Supplies 679,056 538,000 556,000 461,500
Capital Outlay - 1,000,000 700,000 3,200,000
Debt Service 693 600 2,000 960,000
Interfund Transfers 107,500 60,000 60,000 60,000
Total Expenses 787,249$ 1,598,600$ 1,318,000$ 4,681,500$
Net Surplus (Deficit)28,537$ (13,200)$ 344,295$ (296,100)$
Beginning Fund Balance (28,621)$ (84)$ 344,211$
Ending Fund Balance (84)$ 344,211$ 48,111$
160
330 HOWARD-RIDGE TIF FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Services and Supplies 679,056$ 538,000$ 556,000$ 461,500$
62185 - CONSULTING SERVICES 216 - 3,000 -
62346 - REAL ESTATE TAX PAYMENTS TO COUNTY 110,302 23,000 38,000 23,000
62705 - BANK SERVICE CHARGES 2,490 - - -
62706 - REVENUE SHARING AGREEMENTS 562,237 510,000 510,000 433,500
64015 - NATURAL GAS 3,811 5,000 5,000 5,000
Capital Outlay -$ 1,000,000$ 700,000$ 3,200,000$
62483 - DEVELOPER FEES - - 500,000 1,700,000
65507 - PROPERTY ACQUISITIONS - 1,000,000 - -
65509 - PROPERTY REHAB WORK - - 200,000 1,500,000
Debt Service 693$ 600$ 2,000$ 960,000$
68305 - DEBT SERVICE- PRINCIPAL - - - 900,000
68315 - DEBT SERVICE- INTEREST 693 600 2,000 60,000
Interfund Transfers 107,500$ 60,000$ 60,000$ 60,000$
66020 - TRANSFERS TO OTHER FUNDS 47,500 - - -
66131 - TRANSFER TO GENERAL FUND 60,000 60,000 60,000 60,000
Grand Total $ 787,249 $ 1,598,600 $ 1,318,000 $ 4,681,500
161
201 8 ADOPTED BUDGET - OTHER FUNDS
#335 – West Evanston TIF
Fund Description
The City Council adopted the West Evanston Tax Increment Financing (TIF) District in September
2005. The TIF District is generally bounded on the north by Emerson Street and by various parcels that
front Church Street, on the east by parcels that front Florence Avenue and Dodge Avenues, on the
south by Dempster Street properties that front Dempster Street and Greenleaf Street, and on the west by
the City of Evanston's border, properties that front Hartrey Avenue, and the property that fronts the
west side of Dodge Avenue. The TIF District contains mixed residential uses, retail, commercial,
industrial and institutional uses.
Fund Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Property Taxes - - 42,160 -
Other Revenue 11,311 - 8,500 -
Interest Income 1,684 150 2,138 150
Total Revenue 12,995$ 150$ 52,798$ 150$
Operating Expenses
Services and Supplies 507 - - -
Capital Outlay (1,028) - - -
Debt Service 8,519 10,000 10,000 10,000
Interfund Transfers 30,000 30,000 30,000 30,000
Total Expenses 37,998$ 40,000$ 40,000$ 40,000$
Net Surplus (Deficit)(25,003)$ (39,850)$ 12,798$ (39,850)$
Beginning Fund Balance 442,263$ 417,260$ 430,058$
Ending Fund Balance 417,260$ 430,058$ 390,208$
162
335 WEST EVANSTON TIF FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Services and Supplies 507$ -$ -$ -$
62185 - CONSULTING SERVICES 216 - - -
62705 - BANK SERVICE CHARGES 291 - - -
Capital Outlay (1,028)$ -$ -$ -$
65515 - OTHER IMPROVEMENTS (1,028) - - -
Debt Service 8,519$ 10,000$ 10,000$ 10,000$
68315 - DEBT SERVICE- INTEREST 8,519 10,000 10,000 10,000
Interfund Transfers 30,000$ 30,000$ 30,000$ 30,000$
66131 - TRANSFER TO GENERAL FUND 30,000 30,000 30,000 30,000
Grand Total $ 37,998 $ 40,000 $ 40,000 $ 40,000
163
2018 ADOPTED BUDGET - OTHER FUNDS
#340 – Dempster-Dodge TIF
Fund Description
The City Council approved the creation of the Dempster-Dodge Tax Increment Financing (TIF) District
on June 25, 2013. The Dempster-Dodge TIF District area is comprised of a single parcel. This parcel is a
shopping center located at the southwest corner of the intersection of Dempster Street and Dodge
Avenue.
Fund Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Property Taxes - - 48,001 275,000
Other Revenue - 50,000 2,040,000 -
Total Revenue -$ 50,000$ 2,088,001$ 275,000$
Operating Expenses
Services and Supplies 971 - - -
Debt Services 28,444 2,044,000 2,044,000 72,666
Total Expenses 29,415$ 2,044,000$ 2,044,000$ 72,666$
Net Surplus (Deficit)(29,415)$ -$ 44,001$ 202,334$
Beginning Fund Balance -$ (29,415)$ 14,586$
Ending Fund Balance (29,415)$ 14,586$ 216,920$
164
340 DEMPSTER-DODGE TIF FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Services and Supplies 971$ -$ -$ -$
62705 - BANK SERVICE CHARGES 971 - - -
Debt Service 28,444$ 2,044,000$ 2,044,000$ 72,666$
68305 - DEBT SERVICE- PRINCIPAL - 2,004,000 2,000,000 -
68315 - DEBT SERVICE- INTEREST 28,444 40,000 44,000 72,666
Grand Total $ 29,415 $ 2,044,000 $ 2,044,000 $ 72,666
165
201 8 ADOPTED BUDGET- OTHER FUNDS
#345 – Chicago-Main TIF
Fund Description
The City Council adopted the Chicago-Main Tax Increment Financing (TIF) district #8 in January 2013.
The goal of this TIF district is to support the continued development of the thriving business district
located near the intersection of Chicago Avenue and Main Street. In October 2013, the Chicago Main
TIF Advisory Committee held its inaugural meeting. This committee reviews all expenditures from the
TIF and provides recommendations to the City Council prior to review of any expenditure from the
TIF. In 2015, with $2.9 million in financial assistance, Riverside Development constructed
approximately 10,000 square feet of office space in a mixed use building at the southeast corner of
Chicago Avenue and Main Street.
Engineering work in this TIF area will begin in 2018, funded through the Capital Improvements
Fund, with debt services expenses beginning in 2019.
Fund Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Property Taxes - - 75,430 425,000
Other Revenue 1,580,000 - 3,520,000 -
Total Revenue 1,580,000$ -$ 3,595,430$ 425,000$
Operating Expenses
Services and Supplies 437 - - -
Capital Outlay 1,740,000 3,580,000 580,000 -
Debt Service 16,556 60,000 3,060,000 108,999
Total Expenses 1,756,993$ 3,640,000$ 3,640,000$ 108,999$
Net Surplus (Deficit)(176,993)$ (3,640,000)$ (44,570)$ 316,001$
Beginning Fund Balance 312,070$ -$ 135,077$ 90,507$
Ending Fund Balance 135,077$ -$ 90,507$ 406,508$
166
345 CHICAGO-MAIN TIF
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Services and Supplies 437$ -$ -$ -$
62705 - BANK SERVICE CHARGES 437 - - -
Capital Outlay 1,740,000$ 3,580,000$ 580,000$ -$
62483 - DEVELOPER FEES 1,740,000 3,580,000 580,000 -
Debt Service 16,556$ 60,000$ 3,060,000$ 108,999$
68305 - DEBT SERVICE- PRINCIPAL - - 3,000,000 -
68315 - DEBT SERVICE- INTEREST 16,556 60,000 60,000 108,999
Grand Total $ 1,756,993 $ 3,640,000 $ 3,640,000 $ 108,999
167
201 8 ADOPTED BUDGET - OTHER FUNDS
#350 – Special Service Area #6
Fund Description
The City Council adopted Special Service Area #6 (SSA #6) on July 13, 2015. Special Service Area #6 is
comprised of the commercial areas of Dempster Street, Chicago Avenue, and Main Street. SSA #6 is
intended to provide marketing as well as aesthetic and streetscape improvements such as signage,
lighting, landscaping, additional garbage collections and holiday decorations to the area. SSA #6 will
remain in place for 12 years, for which the tax cap will be set at 0.45% of the equalized assessed value.
Fund Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Property Taxes 223,296 220,000 212,730 221,000
Interest Income 2 500 - 500
Total Revenue 223,298$ 220,500$ 212,730$ 221,500$
Operating Expenses
Services and Supplies 145,003 290,730 212,730 221,500
Interfund Transfers - - 78,000 -
Total Expenses 145,003$ 290,730$ 290,730$ 221,500$
Net Surplus (Deficit)78,294$ (70,230)$ (78,000)$ -$
Beginning Fund Balance -$ 78,294$ 294$
Ending Fund Balance 78,294$ 294$ 294$
168
350 SPECIAL SERVICE AREA (SSA) #6 FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Services and Supplies 145,003$ 290,730$ 212,730$ 221,500$
62272 - OTHER PROFESSIONAL SERVICES 145,003 290,730 212,730 221,500
Interfund Transfers -$ -$ 78,000$ -$
66020 - TRANSFERS TO OTHER FUNDS - - 78,000 -
Grand Total $ 145,003 $ 290,730 $ 290,730 $ 221,500
169
2018 ADOPTED BUDGET - OTHER FUNDS
#415 – Capital Improvements
Fund Description
This fund accounts for all capital outlay expenditures not financed by annual operations or maintenance
budgets included in other funds as outlined in the detailed Capital Improvement Plan. Projects financed
in the capital improvement fund are developed as part of a multi-year long-term program to construct,
rehabilitate or otherwise improve physical city assets, including (but not limited to) streets, water main,
sewer, bridges, sidewalks, facilities, parks, and the water treatment plant. More information on projects
can be found in the detailed Capital Improvement Plan in Part VI of the budget document.
Fund Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Other Revenue 9,591,988 12,295,000 11,586,912 12,002,000
Licenses, Permits and Fees - - 359,707 -
Charges for Services 96,586 - - -
Interfund Transfers 4,864,054 7,710,000 5,468,000 6,450,000
Intergovernmental Revenue 2,177,914 1,920,000 277,150 4,190,000
Interest Income 16,690 - 5,200 -
Total Revenue 16,747,233$ 21,925,000$ 17,696,969$ 22,642,000$
Operating Expenses
Salary and Benefits - - - 85,527
Services and Supplies 1,320,475 - 1,773,527 -
Capital Outlay 8,948,635 28,630,782 17,331,000 29,712,000
Interfund Transfers 490,000 500,000 500,000 500,000
Total Expenses 10,759,111$ 29,130,782$ 19,604,527$ 30,297,527$
Net Surplus (Deficit)5,988,122$ (7,205,782)$ (1,907,558)$ (7,655,527)$
Beginning Fund Balance 5,517,042$ 11,505,164$ 9,287,229$
Reserved for IDOT Payables 310,377$
Ending Fund Balance 11,505,164$ 9,287,229$ 1,631,702$
170
415 CAPITAL IMPROVEMENTS FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Salary and Benefits -$ -$ -$ 85,527$
61010 - REGULAR PAY - - - 85,527
Services and Supplies 1,320,475$ -$ 1,773,527$ -$
62145 - ENGINEERING SERVICES 782,468 - 1,752,227 -
62185 - CONSULTING SERVICES 352,923 - - -
62205 - ADVERTISING 12,200 - 21,300 -
62210 - PRINTING 63 - - -
62350 - FISCAL AGENT SERVICES 2,000 - - -
62705 - BANK SERVICE CHARGES 33 - - -
62716 - BOND ISSUANCE COSTS 170,790 - - -
Capital Outlay 8,948,635$ 28,630,782$ 17,331,000$ 29,712,000$
65502 - CONSTRUCTION 26,935 - - -
65515 - OTHER IMPROVEMENTS 8,921,700 28,630,782 17,331,000 29,712,000
Interfund Transfers 490,000$ 500,000$ 500,000$ 500,000$
66131 - TRANSFER TO GENERAL FUND 490,000 500,000 500,000 500,000
Grand Total $ 10,759,111 $ 29,130,782 $ 19,604,527 $ 30,297,527
171
201 8 ADOPTED BUDGET - OTHER FUNDS
#416 – Crown Construction Fund
Fund Description
The Crown Construction Fund is created with this 2018 budget for the purpose of tracking revenues and
expenditures related to the construction of the Robert Crown Community Center. It has been the
practice of the City of Evanston to create discrete funds for major construction projects.
The project will be funded through private fundraising led by the Friends of the Robert Crown Center, a
501(c)(3) organization. Fundraising revenues will be given from FRCC as a donation to the City for the
construction of the new facility. The project will also be financed by general obligation bond proceeds.
Construction is expected to begin in summer 2018 and continue through 2020.
Prior to 2018, Crown project revenues and expenses were accounted for in the Capital Improvement
Fund. These will be moved to the Crown Construction Fund through a 2017 budget amendment.
Financial Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year
End Estimated
FY 2018 Adopted
Budget
Other Revenue - - 1,400,000 11,500,000
Total Revenue -$ -$ 1,400,000$ 11,500,000$
Operating Expenses
Services and Supplies - 1,377,730 1,377,730 1,634,000
Capital Outlay - - - 8,000,000
Total Expenses -$ 1,377,730$ 1,377,730$ 9,634,000$
Net Surplus (Deficit)-$ (1,377,730)$ 22,270$ 1,866,000$
Beginning Fund Balance -$ -$ 22,270$
Ending Fund Balance -$ 22,270$ 1,888,270$
172
416 CROWN CONSTRUCTION FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Services and Supplies -$ -$ 1,377,730$ 1,634,000$
62145 - ENGINEERING SERVICES - - 1,027,000 1,632,000
62205 - ADVERTISING - - 730 2,000
62272 - OTHER PROFESSIONAL SERVICES - - 350,000 -
Capital Outlay -$ 1,377,730$ -$ 8,000,000$
65515 - OTHER IMPROVEMENTS - 1,377,730 - 8,000,000
Grand Total $ - $ 1,377,730 $ 1,377,730 $ 9,634,000
173
201 8 ADOPTED BUDGET - OTHER FUNDS
#420 – Special Assessment
Fund Description
The Special Assessment Fund serves as a collection center for special assessments by residential
homeowners for their share of the cost of alley paving.
Financial Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Other Revenue 513,349 250,000 250,000 250,000
Interest Income 29,661 51,033 19,000 31,200
Special Assessment 142,874 180,167 - 180,167
Total Revenue 685,884$ 481,200$ 269,000$ 461,367$
Operating Expenses
Salary and Benefits - - - 71,790
Services and Supplies 8,751 - - -
Interfund Transfers 360,698 513,427 513,427 513,427
Total Expenses 369,449$ 513,427$ 513,427$ 585,217$
Net Surplus (Deficit)316,435$ (32,227)$ (244,427)$ (123,850)$
Beginning Fund Balance 2,682,781$ 2,999,216$ 2,754,789$
Ending Fund Balance 2,999,216$ 2,754,789$ 2,630,939$
174
420 SPECIAL ASSESSMENT FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Salary and Benefits -$ -$ -$ 71,790$
61010 - REGULAR PAY - - - 71,790
Services and Supplies 8,751$ -$ -$ -$
62705 - BANK SERVICE CHARGES 12 - - -
62716 - BOND ISSUANCE COSTS 8,739 - - -
Interfund Transfers 360,698$ 513,427$ 513,427$ 513,427$
66020 - TRANSFERS TO OTHER FUNDS 260,698 263,427 263,427 263,427
66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND 100,000 250,000 250,000 250,000
Grand Total $ 369,449 $ 513,427 $ 513,427 $ 585,217
175
201 8 ADOPTED BUDGET - OTHER FUNDS
#505 – Parking
Fund Description
The Parking Fund is a City of Evanston Enterprise Fund that generates revenues from the fees paid for the
use of metered parking spaces by the general public, the lease of office space, fees charged for the use of
surface lots, parking spaces at the City parking garages and lots.
Financial Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Other Revenue 195,895 203,216 213,500 193,316
Licenses, Permits and Fees 3,350 - 1,900 -
Charges for Services 6,509,492 6,802,875 6,793,675 6,676,575
Interfund Transfers 3,711,768 4,120,636 4,120,636 4,217,040
Intergovernmental Revenue - 12,125 - 12,125
Interest Income 38,159 35,070 35,000 35,070
Total Revenue 10,458,663$ 11,173,922$ 11,164,711$ 11,134,126$
Operating Expenses
Salary and Benefits 1,462,702 1,247,921 1,247,515 1,611,078
Services and Supplies 3,084,543 3,501,275 3,271,110 3,451,775
Miscellaneous 255,626 304,000 304,000 304,000
Insurance and Other Chargebacks 504,784 524,102 544,970 557,598
Capital Outlay (24,598) 3,020,000 2,416,000 2,450,000
Contingencies 5,910 11,000 10,000 11,000
Debt Service 390,235 4,331,771 4,331,771 3,070,625
Depreciation Expense 2,836,672 - - -
Interfund Transfers 1,303,783 1,584,683 1,584,683 1,440,417
Total Expenses 9,819,656$ 14,524,752$ 13,710,049$ 12,896,493$
Net Surplus (Deficit)639,007$ (3,350,830)$ (2,545,338)$ (1,762,367)$
Beginning Fund Balance 7,113,657$ 7,752,664$ 5,207,326$
Ending Fund Balance 7,752,664$ 5,207,326$ 3,444,959$
2018 Initiatives
Continue to develop strategies to provide adequate and reasonable parking for business and
employees in partnership with Community and Economic Development in an effort to bring
business opportunities to the City. This will be a continuing initiative in every fiscal year
Develop an RFP/Bid Document to select a firm by October of 2018 for the installation of
cameras in the three downtown parking decks. The current equipment has reached its useful life
cycle and needs to be upgraded providing enhanced security.
Work with revenue in implementing a new cashiering and parking citation management program
by February 2018.
Staff to continue training and familiarization using the New World financial system
Staff to continue training and familiarization of new Duncan and Cale parking meter technology
Staff to continue training and familiarization of the new parking access revenue control system
“PARCS” in the three parking garages.
176
505 PARKING SYSTEM FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Salary and Benefits 1,462,702$ 1,247,921$ 1,247,515$ 1,611,078$
61010 - REGULAR PAY 1,103,964 1,037,931 990,227 1,403,446
61050 - PERMANENT PART-TIME 1,716 - - -
61110 - OVERTIME PAY 23,456 26,000 29,044 26,000
61114 - SNOW OT 3,009 - - -
61415 - TERMINATION PAYOUTS 18,550 - 40,000 -
61420 - ANNUAL SICK LEAVE PAYOUT 3,102 - 1,611 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)- - 7,325 -
61447 - OPEB EXPENSES 3,002 - - -
61615 - LIFE INSURANCE 16 13 13 716
61626 - CELL PHONE ALLOWANCE 672 336 336 336
61630 - SHOE ALLOWANCE 1,708 1,318 1,628 1,473
61710 - IMRF 226,586 104,802 101,616 89,203
61725 - SOCIAL SECURITY 62,633 62,824 61,364 72,861
61730 - MEDICARE 14,290 14,697 14,351 17,043
Services and Supplies 3,084,543$ 3,501,275$ 3,271,110$ 3,451,775$
61060 - SEASONAL EMPLOYEES - 5,833 5,833 5,833
62205 - ADVERTISING - - 75 -
62210 - PRINTING 1,447 83 83 83
62225 - BLDG MAINTENANCE SERVICES 11,455 14,000 14,000 14,000
62230 - IMPROVEMENT MAINT SERVICE 19,773 40,000 28,000 30,000
62245 - OTHER EQMT MAINTENANCE 53,608 55,740 64,000 55,740
62275 - POSTAGE CHARGEBACKS 868 2,000 2,000 2,000
62280 - OVERNIGHT MAIL CHARGES 15 - - -
62295 - TRAINING & TRAVEL - 1,100 1,100 1,100
62346 - REAL ESTATE TAX PAYMENTS TO COUNTY - 42,000 - -
62350 - FISCAL AGENT SERVICES 250 500 500 500
62360 - MEMBERSHIP DUES 595 1,500 1,500 1,000
62375 - RENTALS 56,856 62,000 57,000 62,000
62400 - CONTRACT SVC-PARKING GARAGE 1,670,949 1,672,588 1,672,588 1,672,588
62425 - ELEVATOR CONTRACT COSTS 83,441 105,700 105,700 105,700
62431 - ARMORED CAR SERVICES 66,946 65,000 65,000 65,000
62509 - SERVICE AGREEMENTS/ CONTRACTS 70,801 414,100 197,100 294,100
62635 - OTHER INSURANCE - 35,000 - 35,000
62655 - LEASE PAYMENTS 5,000 - - -
62660 - BUSINESS ATTRACTION 84,667 95,000 95,000 95,000
62705 - BANK SERVICE CHARGES 421,108 237,900 373,900 362,900
64005 - ELECTRICITY 235,241 321,000 246,500 319,000
64015 - NATURAL GAS 888 1,100 1,100 1,100
64505 - TELECOMMUNICATIONS 63,026 56,100 56,100 56,100
64540 - TELECOMMUNICATIONS - WIRELESS 4,724 2,700 2,700 2,700
65005 - AGRI/BOTANICAL SUPPLIES - 4,000 - 4,000
65020 - CLOTHING - 833 833 833
65040 - JANITORIAL SUPPLIES - 600 600 600
65045 - LICENSING/REGULATORY SUPP - 4,165 4,165 4,165
65050 - BLDG MAINTENANCE MATERIAL 8,402 27,500 27,500 27,500
65070 - OFFICE/OTHER EQT MTN MATL 220,656 230,000 245,000 230,000
65085 - MINOR EQUIPMENT & TOOLS 276 833 833 833
65090 - SAFETY EQUIPMENT - 1,500 1,500 1,500
65095 - OFFICE SUPPLIES 32 900 900 900
65115 - TRAFFIC CONTROL SUPPLI 3,520 - - -
Miscellaneous 255,626$ 304,000$ 304,000$ 304,000$
62603 - DIVVY OPERATING EXPENSES 238,064 304,000 304,000 304,000
62730 - GAIN/LOSS SALE FIXED ASST 17,562 - - -
Insurance and Other Chargebacks 504,784$ 524,102$ 544,970$ 557,598$
61510 - HEALTH INSURANCE 184,385 204,454 225,322 237,950
66059 - HEALTH INSURANCE OPT OUT EXPENSE 750 - - -
66130 - TRANSFER TO INSURANCE 319,649 319,648 319,648 319,648
Capital Outlay (24,598)$ 3,020,000$ 2,416,000$ 2,450,000$
65515 - OTHER IMPROVEMENTS (24,598) 3,020,000 2,416,000 2,450,000
Contingencies 5,910$ 11,000$ 10,000$ 11,000$
68205 - CONTINGENCIES 5,910 11,000 10,000 11,000
Debt Service 390,235$ 4,331,771$ 4,331,771$ 3,070,625$
68305 - DEBT SERVICE- PRINCIPAL - 4,048,509 4,048,509 2,964,363
68315 - DEBT SERVICE- INTEREST 390,235 283,262 283,262 106,262
Depreciation Expense 2,836,672$ -$ -$ -$
68010 - DEPRECIATION EXPENSE 2,836,672 - - -
Interfund Transfers 1,303,783$ 1,584,683$ 1,584,683$ 1,440,417$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 23,783 23,783 23,783 159,517
62309 - RENTAL OF AUTO REPLACEMENT 30,000 30,900 30,900 30,900
66131 - TRANSFER TO GENERAL FUND 900,000 900,000 900,000 900,000
66133 - TRANSFER TO GF-METER REVENUE - 280,000 280,000 -
66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND 350,000 350,000 350,000 350,000
Grand Total $ 9,819,656 $ 14,524,752 $ 13,710,049 $ 12,896,493
177
201 8 ADOPTED BUDGET - OTHER FUNDS
#510 - 513 – Water
Fund Description
The Water Fund includes operations and capital improvements for all divisions of the Water Production
Bureau as well as the Distribution Division in the Infrastructure Maintenance Bureau. The Evanston
Water Treatment Plant supplies water to the City of Evanston, Village of Skokie, and the Northwest
Water Commission (Arlington Heights, Buffalo Grove, Palatine, Wheeling, and Des Plaines).
In 2017, Evanston finalized a 40-year Water Supply Agreement with the villages of Morton Grove and
Niles to provide them with wholesale water. The water delivery begins in late 2018, and will generate an
estimated $750,000 per year in additional revenue for the City of Evanston.
Administration Division
The Administration Division manages the water utility workforce, coordinates operations between
divisions, and oversees the Evanston Water Utility’s key business processes, including water billing for
our customer communities.
Pumping Division
The Pumping Division oversees the City’s three lake water intakes, pumping of raw water to the start of
the water treatment process, pumping treated water to retail and wholesale customers, and operation of
Evanston’s treated water storage facilities and remote water pumping stations. This includes monitoring
and operation of water storage facilities in Skokie’s water distribution system, as well as controlling the
rate of supply to the Northwest Water Commission. The Pumping Division also coordinates with the
Distribution Division to maintain adequate pressure in the Evanston and Skokie water distribution
systems during water main shutdowns and distribution system maintenance.
Filtration Division
The Filtration Division manages the water treatment process, including chemical addition,
sedimentation, filtration, and disinfection. The Filtration Division includes the City’s Water Quality Lab,
which monitors Evanston’s drinking water for compliance with water quality regulations and completes
regular reporting to the public and the Illinois Environmental Protection Agency to certify the quality of
Evanston’s water.
Distribution Division
The Distribution Division manages operation, maintenance, and repair of the City’s water mains, valves,
fire hydrants, and the City’s portion of water service lines. This includes repairing water main breaks and
water service leaks; and installing new valves, hydrants, and water mains to improve the operation and
efficiency of Evanston’s water distribution system. Annual maintenance programs administered also
include water main leak detection, valve exercising, and fire hydrant testing. The Distribution Division
also coordinates with the Filtration Division to perform monthly water quality sampling in buildings
throughout Evanston, and administers the City’s cross connection control program. These two programs
ensure that water remains safe to drink after leaving the water treatment plant.
Meter Division
The Meter Division coordinates water meter reading and billing for Evanston’s 14,500 retail water and
sewer customers, working with the City Collector’s Office to process water/sewer bill payments and
cross connection control fees. The Meter Division also works with the Distribution Division to manage
replacement of damaged and obsolete water meters, accuracy testing for large water meters, water service
shutoff/restoration, and billing of cross connection control fees. Meter Division staff also manage the
178
201 8 ADOPTED BUDGET - OTHER FUNDS
#510 - 513 – Water
City’s Advance Metering Information (AMI) system, which generates automated hourly meter reads and
leak alerts for customers to help reduce water loss.
Financial Summary
FY 2017 City Council Goal Department Initiative
Water and Sewer Be a leader in the public drinking water industry by providing high
quality service to over 400,000 customers in seven communities,
including vigilantly monitoring the quality and quantity of water
provided to our customers.
Water and Sewer Implement a Computerized Maintenance Management System
(CMMS) at the water treatment plant to more effectively manage
long-term maintenance and replacement of critical treatment plant
equipment and structures.
Water and Sewer Continue to develop and implement a strategy to expand Evanston’s
wholesale water customer base, including ongoing negotiations with
Lincolnwood.
Water and Sewer Improve water distribution system reliability and reduce water loss by
continuing the water main replacement and water main leak detection
programs. Goals are to supplement watermain replacement with water
main lining where feasible, to improve upon our historical 1% annual
water main renewal rate, and to survey the entire distribution system
for leaks on an annual cycle.
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Other Revenue 306,143 6,828,400 3,143,906 27,333,656
Licenses, Permits and Fees 90,592 70,000 91,000 70,000
Charges for Services 16,071,271 17,495,000 16,882,830 18,267,000
Interest Income 16,537 1,600 29,500 25,000
Total Revenues 16,484,543$ 24,395,000$ 20,147,236$ 45,695,656$
Operating Expenses
Salary and Benefits 4,980,085 4,589,411 4,695,880 4,921,439
Services and Supplies 2,620,878 3,611,150 3,384,546 4,655,410
Miscellaneous 238,468 62,980 10,000 15,000
Insurance and Other Chargebacks 1,110,835 1,174,064 1,175,083 1,161,384
Capital Outlay 36,713 14,982,119 1,601,172 29,266,200
Contingencies 1,000 1,000 1,000 1,000
Debt Service 633,708 1,438,470 1,776,023 1,960,760
Depreciation Expense 1,973,593 - - -
Interfund Transfers 3,502,313 3,502,313 8,502,313 3,682,357
Total Expenses 15,097,592$ 29,361,507$ 21,146,017$ 45,663,550$
Net Surplus (Deficit)1,386,951$ (4,966,507)$ (998,781)$ 32,106$
Beginning Unrestricted Fund Balance 6,149,127$ 7,536,078$ 6,537,297$
Ending Unrestricted Fund Balance 7,536,078$ 6,537,297$ 6,569,403$
179
201 8 ADOPTED BUDGET - OTHER FUNDS
#510 - 513 – Water
Water and Sewer Coordinate capital improvement projects with the Street Resurfacing
Program and with TIF District improvement projects to ensure cost-
effective and efficient use of capital improvement funding.
2018 Initiatives
Be a leader in the public drinking water industry by providing high quality service to over
400,000 customers in seven communities, including vigilantly monitoring the quality and quantity
of water provided to our customers.
Assure the quality and reliability of the potable water supply by beginning a major water
treatment plant improvement with the replacement of the City’s 5M gallon finished water
Clearwell built in 1934 to address structural deterioration.
Begin Year 2 implementation of the Computerized Maintenance Management System (CMMS)
including Right of Way (signs, streetlights and trees) and Library assets to more effectively
manage long-term maintenance and replacement of critical equipment and structures.
Continue to develop and implement a strategy to expand Evanston’s wholesale water customer
base, including ongoing negotiations with Lincolnwood.
Improve water distribution system reliability and reduce water loss by continuing the water main
replacement and water main leak detection programs. Goals are to supplement water main
replacement with water main lining where feasible, to improve upon our historical 1% annual
water main renewal rate, and to survey the entire distribution system for leaks on an annual
cycle.
Coordinate capital improvement projects with the Street Resurfacing Program and with TIF
District improvement projects to ensure cost-effective and efficient use of capital improvement
funding.
Complete Phase 1 of the citywide Water Meter Replacement Program with the replacement of
5,789 water meters.
Complete modifications to the South Standpipe Pump Station motor controls, electrical system
and pump station building.
Ongoing Activity Measures
2017
Target
2017
Estimated
Actual
2018
Projected
Number of customers experiencing unscheduled
disruption of water service 750 358 750
Number of customer complaints about water
service (low pressure, service disruption, quality,
etc.) 100 174 100
Days lost from work due to illness or injury 3.0 5.1 3.0
Number of Illinois Environmental Protection
Agency regulatory violations 0 0 0
Number of known breaks/leaks per mile of water
main 0.3 0.2 0.3
Millions of gallons sold to outside communities
(wholesale) 11,628 MG 11,044 MG 11,016 MG
180
510 - 513 Water Fund
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Salary and Benefits 4,980,085$ 4,589,411$ 4,695,880$ 4,921,439$
61010 - REGULAR PAY 3,546,091 3,726,791 3,757,011 3,943,234
61050 - PERMANENT PART-TIME 19,570 19,702 23,184 22,719
61072 - JOB TRAINING PROGRAM 63,288 54,040 64,000 135,200
61110 - OVERTIME PAY 130,040 129,325 129,325 129,325
61415 - TERMINATION PAYOUTS 9,955 - - -
61420 - ANNUAL SICK LEAVE PAYOUT 23,647 - 18,841 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)4,071 - 1,494 -
61447 - OPEB EXPENSES 21,715 - - -
61615 - LIFE INSURANCE 19 21 189 3,090
61625 - AUTO ALLOWANCE 6,240 6,390 7,856 6,390
61626 - CELL PHONE ALLOWANCE 952 672 952 672
61630 - SHOE ALLOWANCE 5,740 5,580 6,355 11,120
61710 - IMRF 866,657 368,658 390,795 369,371
61725 - SOCIAL SECURITY 228,077 224,857 239,798 242,825
61730 - MEDICARE 54,022 53,375 56,080 57,493
Services and Supplies 2,620,878$ 3,611,150$ 3,384,546$ 4,655,410$
61060 - SEASONAL EMPLOYEES 1,773 10,400 10,400 5,000
62145 - ENGINEERING SERVICES 3,697 - 89,429 450,000
62180 - STUDIES 28,830 512,000 382,000 509,000
62185 - CONSULTING SERVICES - - - 93,000
62205 - ADVERTISING 4,833 - 2,000 -
62210 - PRINTING 2,486 7,300 2,800 7,300
62225 - BLDG MAINTENANCE SERVICES 866 1,000 1,000 1,000
62230 - IMPROVEMENT MAINT SERVICE 25,282 50,500 50,500 71,500
62235 - OFFICE EQUIPMENT MAINT 331 1,500 - 1,500
62245 - OTHER EQMT MAINTENANCE 56,318 92,900 39,913 86,900
62273 - LIEN FILING FEE - 1,500 1,500 1,500
62275 - POSTAGE CHARGEBACKS 632 6,400 6,400 6,400
62295 - TRAINING & TRAVEL 24,647 22,200 23,397 23,000
62315 - POSTAGE 19,629 19,500 19,500 19,500
62340 - COMPTER LICENSE & SUPP 60,583 155,150 155,150 192,000
62360 - MEMBERSHIP DUES 864 3,910 5,458 3,920
62380 - COPY MACHINE CHARGES 2,071 1,200 1,200 1,200
62410 - LEAD SERVICE ABATEMENT - - 3,600 25,000
62415 - DEBRIS/REMOVAL CONTRACTUAL COSTS 4,875 38,000 38,000 38,000
62420 - MWRD FEES 231,940 307,800 195,600 307,800
62455 - WTR/SWR BILL PRINT AND MAIL CO 8,783 12,800 12,800 12,800
62460 - WTR/SWR BILL EPAYMENT CONTRACTS - 14,400 14,400 14,400
62465 - OUTSIDE LABARATORY COSTS 96,068 17,500 17,500 25,000
62705 - BANK SERVICE CHARGES 97,956 69,000 100,000 100,000
62716 - BOND ISSUANCE COSTS 68,677 - - -
64005 - ELECTRICITY 939,692 800,000 800,000 800,000
64015 - NATURAL GAS 52,686 100,000 100,000 100,000
64505 - TELECOMMUNICATIONS 12,245 16,200 25,000 18,700
64540 - TELECOMMUNICATIONS - WIRELESS 18,130 22,900 20,400 22,900
65005 - AGRI/BOTANICAL SUPPLIES 1,493 970 970 970
65010 - BOOKS, PUBLICATIONS, MAPS 1,846 7,550 7,597 7,550
65015 - CHEMICALS/ SALT 297,267 465,000 465,000 465,000
65020 - CLOTHING 4,054 4,770 4,700 4,770
65025 - FOOD 2,161 - - -
65030 - PHOSPHATE CHEMICALS 85,480 101,000 101,000 101,000
65035 - PETROLEUM PRODUCTS 11,059 15,000 15,000 15,000
65040 - JANITORIAL SUPPLIES 7,409 6,600 7,904 7,500
65050 - BLDG MAINTENANCE MATERIAL 8,227 6,700 10,100 6,700
65051 - MATERIALS - STREETS DIVISION 6,214 27,600 27,600 27,600
65055 - MATER. TO MAINT. IMP.125,491 155,000 155,000 150,000
65070 - OFFICE/OTHER EQT MTN MATL 119,358 182,500 154,500 201,500
65075 - MEDICAL & LAB SUPPLIES 14,946 16,400 16,400 16,400
65080 - MERCHANDISE FOR RESALE 29,876 30,000 31,000 30,000
65085 - MINOR EQUIPMENT & TOOLS 111,704 155,000 115,339 113,300
65090 - SAFETY EQUIPMENT 24,108 21,800 23,289 19,500
65095 - OFFICE SUPPLIES 3,781 4,900 4,900 4,900
65105 - PHOTO/DRAFTING SUPPLIE - 400 400 400
65125 - OTHER COMMODITIES 611 - - -
65555 - PERSONAL COMPUTER EQUIPMENT 4,412 6,000 6,000 6,000
65702 - WATER GENERAL PLANT (2,516) 119,900 119,900 540,000
Miscellaneous 238,468$ 62,980$ 10,000$ 15,000$
61071 - INTERNSHIP PROGRAM - 12,480 - 5,000
62696 - PUBLIC EDUCATION 10,543 50,500 10,000 10,000
62730 - GAIN/LOSS SALE FIXED ASST 227,924 - - -
181
510 - 513 Water Fund
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Insurance and Other Chargebacks 1,110,835$ 1,174,064$ 1,175,083$ 1,161,384$
61510 - HEALTH INSURANCE 639,331 705,572 706,591 692,892
66059 - HEALTH INSURANCE OPT OUT EXPENSE 3,000 - - -
66130 - TRANSFER TO INSURANCE 468,503 468,492 468,492 468,492
Capital Outlay 36,713$ 14,982,119$ 1,601,172$ 29,266,200$
65515 - OTHER IMPROVEMENTS 36,301 14,792,819 1,411,872 29,201,000
65522 - BUSINESS DISTRICT IMPROVEMENTS 411 - - -
65550 - AUTOMOTIVE EQUIPMENT - 189,300 189,300 65,200
Contingencies 1,000$ 1,000$ 1,000$ 1,000$
68205 - CONTINGENCIES 1,000 1,000 1,000 1,000
Debt Service 633,708$ 1,438,470$ 1,776,023$ 1,960,760$
68305 - DEBT SERVICE- PRINCIPAL - 860,550 1,002,264 1,190,915
68315 - DEBT SERVICE- INTEREST 633,708 577,920 773,759 769,845
Depreciation Expense 1,973,593$ -$ -$ -$
68010 - DEPRECIATION EXPENSE 1,973,593 - - -
Interfund Transfers 3,502,313$ 3,502,313$ 8,502,313$ 3,682,313$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 132,754 132,754 132,754 132,754
66020 - TRANSFERS TO OTHER FUNDS - - 5,000,000 -
66131 - TRANSFER TO GENERAL FUND 3,369,559 3,369,559 3,369,559 3,549,555
Grand Total $ 15,097,592 $ 29,361,507 $ 21,146,017 $ 45,663,506
182
201 8 ADOPTED BUDGET - OTHER FUNDS
#515 – Sewer
Fund Description
The Sewer Fund includes operations, maintenance and capital improvements for the City’s Combined,
Relief, and Storm Sewer Systems.
Sewer Division
The Sewer Division manages operation, inspection, maintenance, and repair of the City’s sewer mains
and drainage structures (sewer manholes, catch basins, and stormwater inlets). This includes proactive
programs such as sewer main and drainage structure cleaning, root cutting, and televised internal sewer
main inspection; as well as responding to all reports of sewer backups and flooding. This division also
inspects work done by contractors including sewer main lining and manhole rehabilitation. Sewer
Division staff conduct regular inspection of sewer outfalls and other facilities throughout Evanston for
compliance with the City’s sewer system operating permits with the Illinois Environmental Protection
Agency.
Financial Summary
FY 2017 City Council Goal Department Initiative
Water and Sewer Completed annual capital improvement programs including repairing
sewers and drainage structures on streets being resurfaced, stormwater
management improvements, and emergency sewer repairs.
Water and Sewer Rehabilitated 1.1 miles (0.83%) of small diameter combined sewers
through cured in place pipe (CIPP) lining. This did not meet the target
rate of 1% (1.34 miles) annual rehabilitation of small diameter
combined sewers.
Water and Sewer Rehabilitated 1,920 feet of the City’s network of large diameter sewers
(36” and larger) that are over 100 years old. Public Works Agency was
successful in applying for a State low-interest loan to fund this project,
and also obtained funding for a project that will be completed in 2018.
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Other Revenue 3,087 604,165 12,000 2,104,000
Charges for Services 13,048,760 12,521,150 12,921,749 12,589,650
Interest Income 4,450 1,000 6,500 5,000
Total Revenue 13,056,297$ 13,126,315$ 12,940,249$ 14,698,650$
Operating Expenses
Salary and Benefits 1,104,448 989,481 998,391 1,123,687
Services and Supplies 157,551 1,000,800 1,004,814 2,558,630
Miscellaneous 5,000 1,500 1,500 1,500
Insurance and Other Chargebacks 414,270 432,953 432,151 421,010
Capital Outlay 15,370 2,819,700 3,126,500 2,181,300
Debt Service 1,336,366 8,370,946 8,130,480 7,540,066
Depreciation Expense 3,461,103 - - -
Interfund Transfers 773,873 991,677 991,677 991,677
Total Expenses 7,267,980$ 14,607,057$ 14,685,513$ 14,817,870$
Net Surplus (Deficit)5,788,316$ (1,480,742)$ (1,745,264)$ (119,220)$
Beginning Unrestricted Fund Balance (1,176,218)$ 4,612,098$ 2,866,834$
Ending Unrestricted Fund Balance 4,612,098$ 2,866,834$ 2,747,614$
183
201 8 ADOPTED BUDGET - OTHER FUNDS
#515 – Sewer
Water and Sewer Sewer Division crews conducted preventative maintenance including
cleaning the sewer system in one-third of the city on an annual basis,
as well as contracting out the application of root treatments in one-
third of the sewer system to prevent sewer blockages due to tree root
intrusion. Crews cleaned over 2,779 drainage structures and flushed
225,966 feet of sewer pipe.
Water and Sewer Sewer Division continues to replace or rehabilitate deteriorated
drainage structures and manholes, as well as collapsing sewer mains.
Water and Sewer Sewer Division crews performed closed-circuit TV inspections of the
sewers under streets to be resurfaced in 2018, in order to determine
the repairs needed prior to paving the streets.
2018 Initiatives
Complete Mulford Street Large Diameter Sewer Lining awarded in 2017. Perform engineering
design and secure State low-interest loan funding for a large diameter sewer rehabilitation project
scheduled for 2018.
Continue the annual small diameter sewer CIPP rehabilitation program at a rate of at least 1% (1.34
miles) of the combined, small diameter sewer system rehabilitated per year.
Continue the sewer structure rehabilitation program to address deterioration of sewer structures on
arterial streets.
Continue to coordinate the inspection and repair of sewer mains and drainage structures in advance
of the street resurfacing program.
Continue preventative maintenance cleaning and inspection of sewer mains and drainage structures.
Continue to perform inspection of combined and storm sewer outfalls in accordance with IEPA
requirements.
Increase stormwater management initiatives in compliance with requirements for National Pollution
Discharge Elimination System (NPDES) permit and Municipal Separate Storm Sewer System (MS4)
permit.
Ongoing Activity Measures
2016
Target
2016
Estimated
Actual
2017
Projected
Number of customer complaints about sewer
service (seepage, backups, overflows, etc.).
200 262 200
Days lost from work due to illness or injury 3.0 3.9 3.0
184
515 SEWER FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Salary and Benefits 1,104,448$ 989,481$ 998,391$ 1,123,687$
61010 - REGULAR PAY 761,716 797,770 782,787 922,059
61072 - JOB TRAINING PROGRAM 4,056 27,040 27,412 27,040
61110 - OVERTIME PAY 33,707 30,000 35,000 30,000
61415 - TERMINATION PAYOUTS 27,304 - - -
61420 - ANNUAL SICK LEAVE PAYOUT 6,509 - 2,613 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)2,297 - 5,653 -
61447 - OPEB EXPENSES 7,766 - - -
61615 - LIFE INSURANCE - - - 580
61630 - SHOE ALLOWANCE 1,550 1,550 1,550 1,550
61710 - IMRF 196,564 73,398 81,631 78,549
61725 - SOCIAL SECURITY 51,043 48,403 49,911 51,795
61730 - MEDICARE 11,937 11,320 11,834 12,114
Services and Supplies 157,551$ 1,000,800$ 1,004,814$ 2,558,630$
61060 - SEASONAL EMPLOYEES - 5,200 5,200 5,200
62180 - STUDIES 18,000 75,000 75,000 75,000
62230 - IMPROVEMENT MAINT SERVICE - 10,000 10,138 10,000
62245 - OTHER EQMT MAINTENANCE 6,465 5,500 5,576 5,500
62295 - TRAINING & TRAVEL - 2,500 2,500 2,500
62315 - POSTAGE 12,000 17,000 17,000 17,000
62340 - COMPTER LICENSE & SUPP - 2,300 2,300 4,800
62360 - MEMBERSHIP DUES - 200 200 200
62415 - DEBRIS/REMOVAL CONTRACTUAL COSTS 24,750 38,000 38,000 38,000
62421 - NPDES FEES - SEWER 21,000 21,000 21,000 21,000
62455 - WTR/SWR BILL PRINT AND MAIL CO 6,557 7,000 9,900 7,000
62460 - WTR/SWR BILL EPAYMENT CONTRACTS - 15,000 15,000 15,000
62461 - SEWER MAINTENANCE CONTRACTS 20,721 715,000 715,000 2,270,330
64540 - TELECOMMUNICATIONS - WIRELESS 3,680 7,200 7,200 7,200
65015 - CHEMICALS/ SALT 1,864 1,200 2,100 3,200
65020 - CLOTHING 301 1,000 1,000 1,000
65040 - JANITORIAL SUPPLIES - 400 400 400
65051 - MATERIALS - STREETS DIVISION 3,000 10,000 10,000 10,000
65055 - MATER. TO MAINT. IMP.24,745 45,000 45,000 43,000
65070 - OFFICE/OTHER EQT MTN MATL 2,942 7,000 7,000 7,000
65080 - MERCHANDISE FOR RESALE - 1,000 1,000 1,000
65085 - MINOR EQUIPMENT & TOOLS 3,015 3,300 3,300 3,300
65090 - SAFETY EQUIPMENT 8,511 8,000 8,000 8,000
65555 - PERSONAL COMPUTER EQUIPMENT - 3,000 3,000 3,000
Miscellaneous 5,000$ 1,500$ 1,500$ 1,500$
62696 - PUBLIC EDUCATION 5,000 1,500 1,500 1,500
Insurance and Other Chargebacks 414,270$ 432,953$ 432,151$ 421,010$
61510 - HEALTH INSURANCE 144,282 162,965 162,163 151,022
66130 - TRANSFER TO INSURANCE 269,988 269,988 269,988 269,988
Capital Outlay 15,370$ 2,819,700$ 3,126,500$ 2,181,300$
65515 - OTHER IMPROVEMENTS 10,370 2,626,000 2,626,000 1,700,000
65550 - AUTOMOTIVE EQUIPMENT - 187,200 494,000 460,300
65625 - FURNITURE & FIXTURES 5,000 6,500 6,500 21,000
Debt Service 1,336,366$ 8,370,946$ 8,130,480$ 7,540,066$
68305 - DEBT SERVICE- PRINCIPAL - 7,190,615 6,949,764 6,539,105
68315 - DEBT SERVICE- INTEREST 1,336,366 1,180,331 1,180,716 1,000,961
Depreciation Expense 3,461,103$ -$ -$ -$
68010 - DEPRECIATION EXPENSE 3,461,103 - - -
Interfund Transfers 773,873$ 991,677$ 991,677$ 991,677$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 192,213 192,213 192,213 192,213
66025 - TRANSFER TO DEBT SERVICE - ERI 251,493 217,801 217,801 217,801
66026 - TRANSFER TO DEBT SERVICE - 251,496 251,496 251,496
66131 - TRANSFER TO GENERAL FUND 330,167 330,167 330,167 330,167
Grand Total $ 7,267,980 $ 14,607,057 $ 14,685,513 $ 14,817,870
185
201 8 ADOPTED BUDGET - OTHER FUNDS
#520 – Solid Waste
Fund Description
All solid waste removal services are provided once per week to all family residences of 1-5 units under
this program element. Twenty-one routes are scheduled for a four-day work week (Monday through
Thursday). Condominium buildings and cooperative apartment units are serviced twice a week by a
private hauler for refuse and once a week by City staff for recycling. The Solid Waste Agency of
Northern Cook County (SWANCC) provides a recycling incentive rebate based on the total tons of
recycled material collected. The incentive is used to offset operational costs.
Yard waste removal service is provided once per week to all qualified residential units under the Solid
Waste Fund. Yard waste collection runs from the first week of April through the second week of
December. During the fall, yard waste operations increase dramatically with the addition of leaf
collection. This Fund is responsible for costs associated with yard waste removal and a portion of street
cleaning leaf collection. All residential streets posted with alternate parking signs are cleaned at least
twice during the leaf collection operation. This seven-week operation begins in mid-October and
continues until the end of November.
Financial Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Property Tax - - - 410,000
Other Revenue 274,808 238,000 225,000 238,000
Licenses, Permits and Fees 170,144 275,000 190,000 275,000
Charges for Services 3,586,453 3,632,394 3,642,500 3,632,394
Interfund Transfers 1,055,967 1,055,967 1,055,967 705,967
Intergovernmental Revenue - - - -
Interest Income - - - -
Total Revenue 5,087,372$ 5,201,361$ 5,113,467$ 5,261,361$
Operating Expenses
Salary and Benefits 815,166 750,241 729,831 871,369
Services and Supplies 3,493,078 3,732,176 3,731,676 3,488,676
Miscellaneous 12,232 15,000 3,000 7,500
Insurance and Other Chargebacks 138,618 149,325 120,127 122,247
Capital Outlay 6,034 25,750 25,750 275,750
Community Sponsored Organizations - - - -
Contingencies - - - -
Debt Service 2,251 21,046 21,046 21,797
Depreciation Expense - - - -
Interfund Transfers 499,493 504,807 504,807 322,362
Total Expenses 4,966,872$ 5,198,345$ 5,136,237$ 5,109,701$
Net Surplus (Deficit)120,500$ 3,016$ (22,770)$ 151,660$
Beginning Fund Balance (1,093,283)$ (972,783)$ (995,553)$
Ending Fund Balance (972,783)$ (995,553)$ (843,893)$
186
520 SOLID WASTE FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Salary and Benefits 815,166$ 750,241$ 729,831$ 871,369$
61010 - REGULAR PAY 565,834 598,604 528,812 728,047
61110 - OVERTIME PAY 42,854 45,000 98,848 45,000
61114 - SNOW OT 171 - - -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)- - - -
61447 - OPEB EXPENSES 15,084 - - -
61610 - DENTAL INSURANCE - - - -
61615 - LIFE INSURANCE 6 7 - 251
61630 - SHOE ALLOWANCE 1,395 1,395 1,550 2,700
61710 - IMRF 136,832 60,473 56,132 47,944
61725 - SOCIAL SECURITY 40,177 36,277 35,812 38,437
61730 - MEDICARE 9,391 8,485 8,376 8,990
61765 - PENSION EXPENSE-IMRF - - - -
Services and Supplies 3,493,078$ 3,732,176$ 3,731,676$ 3,488,676$
61060 - SEASONAL EMPLOYEES 52,228 50,000 50,000 74,000
62295 - TRAINING & TRAVEL - 800 - 800
62315 - POSTAGE 25 - - -
62380 - COPY MACHINE CHARGES 2,288 1,326 1,326 1,326
62390 - CONDOMINIUM REFUSE COLL 420,954 418,000 418,000 424,500
62405 - SWANCC DISPOSAL FEES 746,300 750,000 750,000 750,000
62415 - DEBRIS/REMOVAL CONTRACTUAL COSTS 2,256,580 2,500,000 2,500,000 2,225,000
64005 - ELECTRICITY 4,790 3,000 3,000 3,000
64015 - NATURAL GAS 7,239 6,000 6,000 6,000
64540 - TELECOMMUNICATIONS - WIRELESS 544 500 500 500
65015 - CHEMICALS/ SALT - 200 200 200
65020 - CLOTHING - 250 250 250
65055 - MATER. TO MAINT. IMP.630 400 400 400
65085 - MINOR EQUIPMENT & TOOLS 329 700 700 700
65090 - SAFETY EQUIPMENT 1,035 1,000 1,000 1,000
65125 - OTHER COMMODITIES - - - -
Miscellaneous 12,232$ 15,000$ 3,000$ 7,500$
67107 - OUTREACH 12,232 15,000 3,000 7,500
Insurance and Other Chargebacks 138,618$ 149,325$ 120,127$ 122,247$
61510 - HEALTH INSURANCE 138,618 149,325 120,127 122,247
Capital Outlay 6,034$ 25,750$ 25,750$ 275,750$
65625 - FURNITURE & FIXTURES 6,034 25,750 25,750 25,750
Debt Service 2,251$ 21,046$ 21,046$ 21,797$
68305 - DEBT SERVICE- PRINCIPAL - 19,206 19,206 20,467
68310 - DEBT SERVC OTHER AGENCIES - - - -
68315 - DEBT SERVICE- INTEREST 2,251 1,840 1,840 1,330
Interfund Transfers 499,493$ 504,807$ 504,807$ 322,362$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 322,362 322,362 322,362 322,362
62309 - RENTAL OF AUTO REPLACEMENT 177,131 182,445 182,445 -
Grand Total $ 4,966,872 $ 5,198,345 $ 5,136,237 $ 5,109,701
187
201 8 ADOPTED BUDGET - OTHER FUNDS
#600 – Fleet Services
Fund Description
Fleet Services General Support maintains operating cost records, provides billing and chargeable data to
all user City departments, develops vehicle specifications, and purchases vehicular and other equipment.
In addition, Fleet Services prepares, documents, and provides disposal of surplus vehicles and equipment
through auction services. Overall supervision of department personnel is provided, as is training,
direction, and coordination of all activities to ensure effective and efficient operations.
Key emphasis is placed on reducing down time, which is the amount of time a vehicle or piece of
equipment is out of service for repair.
Financial Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Other Revenue 14,415 81,781 80,000 81,781
Charges for Services 3,387,680 3,388,435 3,388,435 3,058,435
Interest Income - 1,000 500 1,000
Total Revenue 3,402,094$ 3,471,216$ 3,468,935$ 3,141,216$
Operating Expenses
Salary and Benefits 897,673 1,071,267 976,580 884,656
Services and Supplies 1,912,423 2,380,057 1,880,313 2,230,057
Insurance and Other Chargebacks 167,952 239,630 191,348 185,266
Contingencies - 450 450 450
Depreciation Expense 44 - - -
Interfund Transfers 26,762 27,833 27,833 33,442
Total Expenses 3,004,854$ 3,719,237$ 3,076,524$ 3,333,871$
Net Surplus (Deficit)397,241$ (248,021)$ 392,411$ (192,655)$
Beginning Fund Balance 365,503$ 762,744$ 1,155,155$
Ending Fund Balance 762,744$ 1,155,155$ 962,500$
2018 Initiatives
Maintain a three and five-year vehicle/equipment replacement and funding requirements
schedule
Staff completion of all NIMS training requirements
Complete vehicle prevention and maintenance schedules at a 95% rate
Provide timely repair services to continue to maintain an overall downtime of less than 6% on a
monthly basis
If possible add an electric powered small work truck to replace larger inefficient small trucks
currently in operation
Complete training of each new employee prior to placing a new vehicle/equipment into service
Provide each employee with at least one training opportunity annually to enhance technical and
interpersonal skills
Expand use of fleet management software in order to improve timely customer service
Conduct internal analysis of overall Fleet Services operations, including parts purchasing and
inventory, work order process, accurate billable hours/mechanic, preventative maintenance
schedules, etc., to identify potential improvements in service
188
201 8 ADOPTED BUDGET - OTHER FUNDS
#600 – Fleet Services
Performance Report on FY 2017 Program Objectives
The vehicle replacement plan was updated to reflect current needs and reduced budget capacity.
All programmed vehicle replacements orders were completed prior to September 2017
Introduced LED lighting fixtures to fleet office and will add to fleet maintenance areas in 2018.
Completed the restoration of the staff locker room and break facility.
Completed a water drainage improvement in the fleet service area.
An internal fleet operation is an on-going effort.
Implementation of Fleet Telematics System was completed and staff will continue to explore
opportunities to "right-size" the fleet where applicable without affecting timely City services
189
600 FLEET SERVICES FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Salary and Benefits 897,673$ 1,071,267$ 976,580$ 884,656$
61010 - REGULAR PAY 736,473 836,564 813,557 656,589
61050 - PERMANENT PART-TIME 443 59,035 154 54,388
61110 - OVERTIME PAY 16,392 21,920 16,000 21,920
61114 - SNOW OT 3,187 - 3,534 -
61420 - ANNUAL SICK LEAVE PAYOUT 1,414 - - -
61447 - OPEB EXPENSES 9,411 - - -
61615 - LIFE INSURANCE 0 - - 201
61626 - CELL PHONE ALLOWANCE - 336 280 336
61630 - SHOE ALLOWANCE 1,550 1,550 1,550 1,550
61710 - IMRF 75,082 84,674 81,170 80,219
61725 - SOCIAL SECURITY 43,539 54,453 48,899 56,288
61730 - MEDICARE 10,182 12,735 11,436 13,165
Services and Supplies 1,912,423$ 2,380,057$ 1,880,313$ 2,230,057$
61060 - SEASONAL EMPLOYEES 4,081 - 3,500 -
62205 - ADVERTISING 129 3,498 3,498 3,498
62235 - OFFICE EQUIPMENT MAINT 110 3,000 3,000 3,000
62240 - AUTOMOTIVE EQMP MAINT - 18,000 15,000 18,000
62245 - OTHER EQMT MAINTENANCE - 6,000 2,500 6,000
62275 - POSTAGE CHARGEBACKS 0 200 200 200
62295 - TRAINING & TRAVEL 2,163 4,200 4,200 4,200
62315 - POSTAGE 31 200 200 200
62340 - COMPTER LICENSE & SUPP 8,135 5,395 5,395 5,395
62355 - LAUNDRY/OTHER CLEANING 20,644 17,000 17,000 17,000
62360 - MEMBERSHIP DUES 724 1,625 1,625 1,625
62375 - RENTALS - 1,000 1,000 1,000
62380 - COPY MACHINE CHARGES 896 519 519 519
64505 - TELECOMMUNICATIONS 7,924 4,744 8,000 4,744
64540 - TELECOMMUNICATIONS - WIRELESS 1,464 2,250 2,250 2,250
65015 - CHEMICALS/ SALT 11,816 12,886 12,886 12,886
65020 - CLOTHING - 663 663 663
65035 - PETROLEUM PRODUCTS 568,666 1,100,000 600,000 950,000
65040 - JANITORIAL SUPPLIES 608 417 417 417
65045 - LICENSING/REGULATORY SUPP 1,386 - - -
65050 - BLDG MAINTENANCE MATERIAL 18,635 15,250 15,250 15,250
65055 - MATER. TO MAINT. IMP.1,809 2,910 2,910 2,910
65060 - MATER. TO MAINT. AUTOS 1,144,624 1,050,000 1,050,000 1,050,000
65065 - TIRES & TUBES 86,491 100,000 100,000 100,000
65085 - MINOR EQUIPMENT & TOOLS 25,313 24,000 24,000 24,000
65090 - SAFETY EQUIPMENT 4,236 4,000 4,000 4,000
65095 - OFFICE SUPPLIES 2,417 2,300 2,300 2,300
65125 - OTHER COMMODITIES 121 - - -
Insurance and Other Chargebacks 167,952$ 239,630$ 191,348$ 185,266$
61510 - HEALTH INSURANCE 167,802 239,630 191,348 185,266
66059 - HEALTH INSURANCE OPT OUT EXPENSE 150 - - -
Contingencies -$ 450$ 450$ 450$
68205 - CONTINGENCIES - 450 450 450
Depreciation Expense 44$ -$ -$ -$
68010 - DEPRECIATION EXPENSE 44 - - -
Interfund Transfers 26,762$ 27,833$ 27,833$ 33,442$
66025 - TRANSFER TO DEBT SERVICE - ERI 26,762 27,833 27,833 33,442
Grand Total $ 3,004,854 $ 3,719,237 $ 3,076,524 $ 3,333,871
190
201 8 ADOPTED BUDGET - OTHER FUNDS
#601 – Equipment Replacement
Fund Description
The Equipment Replacement Fund accounts for all vehicle and equipment replacement purchases, new
additions to the fleet and some rental and lease activities not included in another fund as outlined in the
Equipment Replacement Plan. The Equipment Replacement Fund was created as part of the FY 2012
Budget. Charges associated with the Equipment Replacement Fund were previously part of the Fleet
Services Fund.
Financial Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Other Revenue 63,430 210,217 210,217 210,217
Charges for Services 1,455,172 1,550,058 1,550,058 1,367,613
Total Revenue 1,518,602$ 1,760,275$ 1,760,275$ 1,577,830$
Operating Expenses
Services and Supplies 102,765 75,000 75,000 75,000
Capital Outlay - 1,455,422 1,528,573 1,522,977
Depreciation Expense 1,624,064 - - -
Total Expenses 1,726,829$ 1,530,422$ 1,603,573$ 1,597,977$
Net Surplus (Deficit)(208,226)$ 229,853$ 156,702$ (20,147)$
Beginning Fund Balance 1,093,559$ 885,333$ 1,042,035$
Ending Unrestricted Fund Balance 885,333$ 1,042,035$ 1,021,888$
191
601 EQUIPMENT REPLACEMENT FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Services and Supplies 102,765$ 75,000$ 75,000$ 75,000$
62205 - ADVERTISING 63 - - -
62375 - RENTALS 23,485 25,000 25,000 25,000
62402 - VEHICLE LEASE CHARGES 43,586 50,000 50,000 50,000
65010 - BOOKS, PUBLICATIONS, MAPS 418 - - -
65060 - MATER. TO MAINT. AUTOS 35,213 - - -
Capital Outlay -$ 1,455,422$ 1,528,573$ 1,522,977$
65550 - AUTOMOTIVE EQUIPMENT - 1,455,422 1,528,573 1,522,977
Depreciation Expense 1,624,064$ -$ -$ -$
68010 - DEPRECIATION EXPENSE 1,624,064 - - -
Grand Total $ 1,726,829 $ 1,530,422 $ 1,603,573 $ 1,597,977
192
201 8 ADOPTED BUDGET - OTHER FUNDS
#605 – Insurance
The City maintains excess liability coverage for general tort matters. The City's self-insured retention is
$1,250,000. The City also maintains insurance in the areas of property, inland marine, and paramedic.
Claims are recorded when a determinable loss has been incurred, including reported losses and an
estimated amount for losses incurred, but not yet reported, at year-end. The general liability claims
account is administered by the Law Department. The worker's compensation account is administered by
the Administrative Services Department.
Estimated expenses for 2017 and budgeted expenses for 2018 include major settlements that will be
funded over the next three years with transfers from the departments involved in the claims.
2017 and 2018 expenses also include major attorney and professional fees for the James Park case. These
expenses may be reimbursed assuming a positive settlement of the case in 2018 or 2019.
2017 estimated expenses include a $1.0 million transfer from the IPBC Terminal Reserve to fund major
liability claims.
Financial Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Other Revenue 9,995,502 11,237,646 10,654,782 10,858,534
Charges for Services 441,246 162,411 162,411 162,411
Interfund Transfers - 4,987 4,987 59,899
Interest Income 218 1,000 600 1,000
Insurance 6,546,063 6,413,937 6,621,823 5,815,014
Workers Compensation and Liability 89,822 1,030,815 1,030,815 2,196,415
Total Revenue 17,072,851$ 18,850,796$ 18,475,418$ 19,093,273$
Operating Expenses
Salary and Benefits 448,109 534,441 589,038 656,931
Services and Supplies 4,704,399 2,385,248 3,855,845 2,385,448
Miscellaneous 4,330 - - -
Insurance and Other Chargebacks 14,539,279 16,146,290 16,129,450 15,387,920
Interfund Transfers 9,262 9,632 9,632 9,632
Total Expenses 19,705,379$ 19,075,611$ 20,583,965$ 18,439,931$
Net Surplus (Deficit)(2,632,528)$ (224,815)$ (2,108,547)$ 653,342$
Beginning Fund Balance (364,497)$ (2,997,025)$ (5,105,572)$
Ending Unrestricted Fund Balance (2,997,025)$ (5,105,572)$ (4,452,230)$
193
605 INSURANCE FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Salary and Benefits 448,109$ 534,441$ 589,038$ 656,931$
61010 - REGULAR PAY 373,335 458,068 400,809 456,143
61415 - TERMINATION PAYOUTS 5,353 - - -
61420 - ANNUAL SICK LEAVE PAYOUT 1,611 - 153 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)368 - - -
61615 - LIFE INSURANCE 13 13 138 272
61620 - UNIVERSAL LIFE (3,050) - 105,000 105,000
61625 - AUTO ALLOWANCE 3,790 3,690 3,690 3,690
61626 - CELL PHONE ALLOWANCE 600 600 600 600
61630 - SHOE ALLOWANCE - - 155 155
61710 - IMRF 38,984 39,198 44,876 50,929
61725 - SOCIAL SECURITY 21,617 26,297 27,030 31,967
61730 - MEDICARE 5,489 6,575 6,587 8,175
Services and Supplies 4,704,399$ 2,385,248$ 3,855,845$ 2,385,448$
61060 - SEASONAL EMPLOYEES 11,148 - - -
62120 - LEGAL SERVICES - DISBURSMENT - - 19,200 -
62130 - LEGAL SERVICES-GENERAL 1,234,192 350,000 1,200,000 350,000
62225 - BLDG MAINTENANCE SERVICES - - 300 -
62260 - SETTLEMENT COSTS - LIABILITY 2,182,161 1,400,000 2,000,000 1,400,000
62266 - TPA SERVICE CHARGES 115,620 120,000 120,000 120,000
62295 - TRAINING & TRAVEL 795 4,000 2,000 4,000
62310 - CITY WIDE TRAINING 15,061 20,000 11,000 20,000
62345 - COURT COST/LITIGATION 3,500 - 13,100 -
62360 - MEMBERSHIP DUES - - 195 -
62615 - INSURANCE PREMIUM 510,331 490,000 490,000 490,000
62635 - OTHER INSURANCE 631,268 - - -
65010 - BOOKS, PUBLICATIONS, MAPS 188 415 - 415
65095 - OFFICE SUPPLIES - - 50 200
65125 - OTHER COMMODITIES 136 833 - 833
Miscellaneous 4,330$ -$ -$ -$
62605 - OTHER CHARGES 4,330 - - -
Insurance and Other Chargebacks 14,539,279$ 16,146,290$ 16,129,450$ 15,387,920$
61510 - HEALTH INSURANCE 70,349 75,690 50,129 72,096
62640 - WORKMEN'S COMP INSURANCE 317,750 - - -
66040 - GENERAL ADMINISTRATION & SUPPORT 11,320 - 12,563 -
66043 - LIABILITY SETTLEMENT PAYMENTS - - 46,000 -
66044 - WORKERS COMP INSURANCE PREMIUMS 141,312 130,000 130,000 130,000
66045 - WORKERS COMP LEGAL FEES 79,802 60,000 60,000 60,000
66046 - WORKERS COMP MEDICAL PAYMENTS 830,742 670,000 875,000 750,000
66047 - WORKERS COMP SETTLEMENT PAYMENTS 16,520 800,000 800,000 650,000
66049 - WORKERS COMP TTD PYMTS (NON SWORN)106,365 90,000 115,000 100,000
66050 - HEALTH INSURANCE PREMIUMS-PPO 9,735,600 10,600,000 10,700,000 10,165,000
66051 - HEALTH INSURANCE PREMIUMS-HMO 3,210,658 3,600,000 3,221,608 3,253,824
66054 - MEDICARE SUPPLEMENT- SENIOR'S CHOICE 18,110 27,000 18,000 18,000
66055 - IPBC MEDICAL WAIVER FEE - - 1,150 -
66059 - HEALTH INSURANCE OPT OUT EXPENSE 750 93,600 100,000 189,000
Interfund Transfers 9,262$ 9,632$ 9,632$ 9,632$
66020 - TRANSFERS TO OTHER FUNDS - - - 1
66025 - TRANSFER TO DEBT SERVICE - ERI 9,262 9,632 9,632 9,632
Grand Total $ 19,705,379 $ 19,075,611 $ 20,583,965 $ 18,439,931
194
2018 ADOPTED BUDGET - OTHER FUNDS
#700 – Fire Pension
Fund Description
Every Illinois municipality having a population of not less than 5,000 and not more than 500,000 must
have a Fire Pension Fund as prescribed in 40ILCS 5/4-101.
Financial Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Property Taxes - 7,868,709 - -
Other Taxes - 280,000 - 280,000
Other Revenue 10,902,978 1,050,000 9,039,240 9,394,947
Interest Income 1,559,737 4,100,000 4,100,000 4,100,000
Total Revenue 12,462,715$ 13,341,709$ 13,149,240$ 13,784,947$
Operating Expenses
Salary and Benefits 8,429,695 8,705,000 8,745,000 8,795,000
Total Expenses 8,603,806$ 8,705,000$ 8,745,000$ 8,795,000$
Net Surplus (Deficit)3,858,910$ 4,636,709$ 4,404,240$ 4,989,947$
Beginning Net Assets held in Trust 66,741,088$ 70,599,998$ 75,004,238$
Ending Net Assets held in Trust 70,599,998$ 75,004,238$ 79,994,185$
195
700 FIRE PENSION FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Salary and Benefits 8,429,695$ 8,705,000$ 8,745,000$ 8,795,000$
61755 - PENSION-ADMIN. EXPENSE 85,755 150,000 125,000 125,000
61770 - RETIRED EMPLOYEES PENSION 5,839,866 6,000,000 6,100,000 6,100,000
61775 - WIDOWS' PENSIONS 1,076,402 1,100,000 1,100,000 1,100,000
61785 - DISABILITY PENSIONS 1,300,653 1,350,000 1,300,000 1,350,000
61790 - SEPARATION REFUNDS 4,237 - - -
61795 - QILDRO'S 122,782 105,000 120,000 120,000
Grand Total $ 8,603,806 $ 8,705,000 $ 8,745,000 $ 8,795,000
196
201 8 ADOPTED BUDGET - OTHER FUNDS
#705 – Police Pension
Fund Description
Every Illinois municipality having a population of not less than 5,000 and not more than 500,000 must
have a Police Pension Fund as prescribed in 40ILCS 5/3-101.
Financial Summary
Operating Revenue
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Property Taxes - 9,912,200 - -
Other Taxes - 325,000 - -
Other Revenue 16,286,867 1,650,000 11,768,129 12,162,704
Interfund Transfers - 57,000 57,000 57,000
Interest Income 2,713,348 6,500,000 6,500,000 6,500,000
Total Revenue 19,000,215$ 18,444,200$ 18,325,129$ 18,719,704$
Operating Expenses
Salary and Benefits 11,094,711 11,817,000 11,674,000 12,255,000
Miscellaneous 272,795 - 270,000 270,000
Total Expenses 11,367,506$ 11,817,000$ 11,944,000$ 12,525,000$
Net Surplus (Deficit)7,632,708$ 6,627,200$ 6,381,129$ 6,194,704$
Beginning Net Assets held in Trust 98,558,837$ 106,191,545$ 112,572,674$
Ending Net Assets held in Trust 106,191,545$ 112,572,674$ 118,767,378$
197
705 POLICE PENSION FUND
FY 2016 Actual
Amount
FY 2017 Amended
Budget
FY 2017 Year End
Estimated
FY 2018 Adopted
Budget
Salary and Benefits 11,094,711$ 11,817,000$ 11,674,000$ 12,255,000$
61755 - PENSION-ADMIN. EXPENSE 123,795 250,000 150,000 150,000
61770 - RETIRED EMPLOYEES PENSION 9,199,072 9,520,000 9,700,000 10,000,000
61775 - WIDOWS' PENSIONS 1,034,588 1,060,000 1,060,000 1,100,000
61785 - DISABILITY PENSIONS 667,590 690,000 690,000 700,000
61790 - SEPARATION REFUNDS 46,625 275,000 50,000 275,000
61795 - QILDRO'S 23,040 22,000 24,000 30,000
Grand Total $ 11,367,506 $ 11,817,000 $ 11,944,000 $ 12,525,000
198
PART V
POSITION INFORMATION
199
Position Description 2017 Adopted
Budget FTE
2018
Adopted
Budget FTE
Difference 2018 Notes
1300 CITY COUNCIL
Mayor 0.00 0.00 0.00
Alderman 0.00 0.00 0.00
Mayor's Assistant 1.00 1.00 0.00
CITY COUNCIL TOTAL 1.00 1.00 0.00
1400 CITY CLERK
City Clerk 0.00 0.00 0.00
Deputy City Clerk 2.00 1.00 -1.00 1 FTE moved to Revenue (1560)
CITY CLERK TOTAL 2.00 1.00 -1.00
LEGISLATIVE 3.00 2.00 -1.00
1505 CITY MANAGER
City Manager 1.00 1.00 0.00
Executive Assistant 1.00 1.00 0.00
Administrative Assistant 1.00 1.00 0.00
Equity and Empowerment Coordinator 1.00 1.00 0.00
Local Government Management Fellow 0.50 0.50 0.00
CITY MANAGER TOTAL 4.50 4.50 0.00
1510 COMMUNITY ENGAGEMENT
Community Engagement Coordinator 1.00 1.00 0.00
Community Engagement Division Manager 1.00 1.00 0.00
Assistant to the City Manager 1.00 1.00 0.00
Broadcast Specialist 1.00 1.00 0.00
Art Design Coordinator 1.00 1.00 0.00
COMMUNITY ENGAGEMENT TOTAL 5.00 5.00 0.00
1535 SUSTAINABILITY
Sustainability Coordinator 1.00 0.50 -0.50 50% of position funded by Water & Solid Waste Funds
SUSTAINABILITY TOTAL 1.00 0.50 -0.50
1555 FINANCIAL ADMINISTRATION
Administrative Secretary 1.00 1.00 0.00
Senior Management Analyst 1.00 1.00 0.00
Finance / Budget Manager 1.00 1.00 0.00
Chief Financial Officer 0.00 1.00 1.00
Assistant City Manager/Chief Financial Officer 1.00 0.00 -1.00 title change to Chief Financial Officer
FINANCIAL ADMINISTRATION TOTAL 4.00 4.00 0.00
1560 REVENUE
Revenue Manager 0.50 0.50 0.00 0.5 FTE in Parking Fund (7005)
Revenue Collections Coordinator 1.00 1.00 0.00
Customer Service Representative 2.00 2.00 0.00
1 FTE reclassified from Deputy City Clerk (1400); 1
position eliminated during 2018 Budget process
Admin. Adjudication Manager 1.00 0.00 -1.00 Function moved to Administrative Adjudication (1585)
Admin. Adjudication Aide 1.00 0.00 -1.00 Function moved to Administrative Adjudication (1585)
REVENUE TOTAL 5.50 3.50 -2.00
1570 ACCOUNTING
Accounting Manager 1.00 1.00 0.00
Accountant 2.00 2.00 0.00
Accounts Payable Coordinator 1.00 1.00 0.00
Senior Accountant 2.00 1.00 -1.00 Eliminated during the 2018 Budget process
Payroll Pension Administrator 0.50 0.50 0.00
ACCOUNTING TOTAL 6.50 5.50 -1.00
1571 TAX ASSESSMENT REVIEW
Tax Assessment Reviewer 1.00 1.00 0.00
TAX ASSESSMENT REVIEW TOTAL 1.00 1.00 0.00
1575 PURCHASING
MWEBE/LEP and Workforce Development Coordinator 0.50 0.00 -0.50 Moved to Water & Sewer Funds
Purchasing Manager 1.00 1.00 0.00
Purchasing Specialist 2.00 2.00 0.00
PURCHASING TOTAL 3.50 3.00 -0.50
200
Position Description 2017 Adopted
Budget FTE
2018
Adopted
Budget FTE
Difference 2018 Notes
1580 COMMUNITY ARTS
Cultural Arts Coordinator 1.00 1.00 0.00
COMMUNITY ARTS TOTAL 1.00 1.00 0.00
1585 ADMINISTRATIVE ADJUDICATION
Admin. Adjudication Manager 0.00 0.00 0.00
Moved from 1560, reclassified to Admin. Adjudication
Aide
Admin. Adjudication Aide 0.00 2.00 2.00
Moved from 1560, reclassifed from Admin.
Adjudication Manager
ADMIN. ADJUDICATION TOTAL 0.00 2.00 2.00
CITY ADMINISTRATION 32.00 30.00 -2.00
1705 LEGAL ADMINISTRATION
Paralegal/Office Coordinator 1.00 0.00 -1.00 reclassified to Legal Analyst/Liquor Lic Mgr
Legal Analyst/Liquor Licensing Manager 0.00 1.00 1.00
Deputy City Attorney 1.00 1.00 0.00
Corporation Counsel/City Attorney 0.50 0.50 0.00
Assistant City Attorney II 2.00 2.00 0.00
LEGAL ADMINISTRATION TOTAL 4.50 4.50 0.00
LAW DEPARTMENT 4.50 4.50 0.00
1905 ADMINISTRATIVE SERVICES ADMINISTRATION
Administrative Services Director, Deputy City Manager 1.00 1.00 0.00
Digital Services Specialist/Web Developer 0.00 0.00 0.00
Administrative Assistant 1.00 1.00 0.00
Management Analyst 1.00 1.00 0.00
ADMINISTRATIVE SERVICES ADMIN TOTAL 3.00 3.00 0.00
1915 PAYROLL
Payroll Manager 1.00 1.00 0.00
Payroll/Pension Specialist 1.00 1.00 0.00
Payroll/Pension Administrator 0.50 0.50 0.00
PAYROLL TOTAL 2.50 2.50 0.00
1929 HUMAN RESOURCES
Human Resources Assistant 2.00 2.00 0.00
Human Resources Specialist 2.00 2.00 0.00
HR Specialist/Training 1.00 0.00 -1.00 Eliminated during the 2018 Budget Process
Human Resources Division Manager 1.00 1.00 0.00
Payroll Pension Administrator 0.00 0.00 0.00
HUMAN RESOURCES TOTAL 6.00 5.00 -1.00
1932 INFORMATION TECHNOLOGY
Network Supervisor 1.00 1.00 0.00
GIS Analyst 1.00 1.00 0.00
Network Engineer 1.00 1.00 0.00
Digital Services Specialist 1.00 1.00 0.00
Civic Technology Analyst 0.00 1.00 1.00 Reclassified from Application & Business Analyst
Application & Business Analyst 1.00 0.00 -1.00 Reclassified to Civic Technology Analyst
Public Safety Technology Coordinator 1.00 1.00 0.00
Network Administrator 1.00 1.00 0.00
Programmer Analyst 1.00 1.00 0.00
Technical Support Specialist I 2.00 2.00 0.00
IT Division Manager 1.00 0.00 -1.00 Reclassified to CIO/IT Division Manager
CIO/IT Division Manager 0.00 1.00 1.00 Reclassified from IT Division Manager
Applications Analyst 0.00 0.00 0.00
Technical Services Supervisor 1.00 0.00 -1.00 Retitled to IT Service Delivery Manager
IT Service Delivery Manager 0.00 1.00 1.00 Retitled from Technical Services Supervisor
Tech Support Supervisor 0.00 0.00 0.00
System Administrator 1.00 1.00 0.00
INFORMATION TECHNOLOGY TOTAL 13.00 13.00 0.00
1941 PARKING ENFORCEMENT AND TICKETS
Parking Enforcement Officer 10.00 10.00 0.00
Parking Operations Clerk 0.00 0.00 0.00
Parking Enforcement Supervisor 1.00 1.00 0.00
Parking Operations Coordinator 1.00 0.00 -1.00 Position moved to the Parking Fund
PARKING ENFORCEMENT AND TICKETS TOTAL 12.00 11.00 -1.00
201
Position Description 2017 Adopted
Budget FTE
2018
Adopted
Budget FTE
Difference 2018 Notes
1950 FACILITIES
Operations/Maintenance Supervisor/Building 0.00 0.00 0.00
Facilities Maintenance Supervisor 2.00 2.00 0.00
Maintenance & Operations Manager, Building/Special Facilities 0.00 0.00 0.00
Facilities & Fleet Division Manager 0.00 1.00 1.00 Reclassified from Facilities Management Div. Mgr.
Facilities Management Division Manager 1.00 0.00 -1.00 Reclassified to Facilities & Fleet Division Manager
Facility Maintenance Technician 0.00 0.00 0.00
Facility Services Worker 0.00 0.00 0.00
Custodian I 0.00 0.00 0.00
Facilities Maintenance Worker I 4.20 4.00 -0.20 Reclassifed to PT Facility Services Worker
Facilities Maintenance Worker II 0.00 0.00 0.00
Facilities Maint. Worker III 12.00 12.00 0.00
PT Facility Services Worker 0.00 0.20 0.20 Reclassified from Facilities Maintenance Worker I
Master Tradesman 2.00 2.00 0.00
FACILITIES TOTAL 21.20 21.20 0.00
ADMINISTRATIVE SERVICES DEPARTMENT 57.70 55.70 -2.00
2101 COMMUNITY DEVELOPMENT ADMINISTRATION
Director, Community Development 0.75 0.75 0.00 0.25 in Affordable Housing Fund
Management Analyst 1.00 1.00 0.00
Social Services Grants & Compliance Specialist 0.50 0.50 0.00
2101 COMMUNITY DEVELOPMENT ADMINISTRATION TOTAL 2.25 2.25 0.00
2105 PLANNING AND ZONING
Senior Planner 1.00 1.00 0.00
Planning & Zoning Administrator 1.00 1.00 0.00
Neighborhood & Land Use Planner 1.00 1.00 0.00
Zoning Officer 0.00 0.00 0.00
Development Planner 1.00 1.00 0.00
Zoning Planner 1.00 1.00 0.00
2105 PLANNING AND ZONING TOTAL 5.00 5.00 0.00
2126 BUILDING INSPECTION SERVICES
Electrical Inspector II 1.00 1.00 0.00
Plumbing/Mechanical Inspector 2.00 2.00 0.00
Sign Inspector/Graffiti Tech 1.00 1.00 0.00
Struct Inspec/Plan Reviewer 1.00 0.00 -1.00 Position eliminated during 2018 Budget process
Plan Reviewer 1.00 1.00 0.00
Building Construction Insp. Supervisor 1.00 1.00 0.00
Customer Service Coordinator 0.40 0.40 0.00
Customer Service Representative 2.00 1.00 -1.00 1 FTE eliminated during 2018 Budget process
Civil Engineer III 1.00 1.00 0.00
Civil Engineer II/ROW Permits 1.00 1.00 0.00
Electrical Inspector/Plan Reviewer 1.00 1.00 0.00
Build/Insp Serv. Division Manager 0.85 0.85 0.00
2126 BUILDING INSPECTION SERVICES TOTAL 13.25 11.25 -2.00
5300 ECONOMIC DEVELOPMENT
Director, Community Development 0.25 0.00 -0.25 Moved to Affordable Housing Fund
Senior Economic Development Coordinator 1.00 1.00 0.00
Economic Development Division Mgr.1.00 1.00 0.00
Transportation and Mobility Coordinator 1.00 0.00 -1.00 Position moved to Parking Fund
Loval Government Management Fellow 0.50 0.50 0.00
Economic Development Program Specialist 2.00 1.00 -1.00 1 position eliminated during 2018 Budget process
ECONOMIC DEVELOPMENT TOTAL 5.75 3.50 -2.25
COMMUNITY DEVELOPMENT DEPARTMENT 26.25 22.00 -4.25
2205 POLICE ADMINISTRATION
Administrative Secretary 1.00 1.00 0.00
Chief of Police 1.00 1.00 0.00
Police Commander 1.00 1.00 0.00
POLICE ADMINISTRATION TOTAL 3.00 3.00 0.00
2210 PATROL OPERATIONS
Police Commander 3.00 3.00 0.00 1 FTE Vacancy held
Police Officer 76.00 76.00 0.00 2 FTE Vacancies held
Police Sergeant 11.00 11.00 0.00
Deputy Chief 1.00 1.00 0.00
PATROL OPERATIONS TOTAL 91.00 91.00 0.00
202
Position Description 2017 Adopted
Budget FTE
2018
Adopted
Budget FTE
Difference 2018 Notes
2215 CRIMINAL INVESTIGATION
Police Commander 1.00 1.00 0.00
Police Officer 14.00 14.00 0.00
Police Sergeant 2.00 2.00 0.00
Deputy Chief 1.00 1.00 0.00
CRIMINAL INVESTIGATION TOTAL 18.00 18.00 0.00
2225 SOCIAL SERVICES BUREAU
Victim Advocate 3.00 0.00 -3.00
3 FTEs moved to Health Department during 2018
Budget process (2 part-time and 2 full-time)
Social Services Manager 1.00 0.00 -1.00 Position eliminated during 2018 Budget process
Youth Advocate 1.30 0.00 -1.30
0.8 FTE moved to Parks Department during 2018
Budget Process; 0.5 FTE eliminated
SOCIAL SERVICES BUREAU TOTAL 5.30 0.00 -5.30
2230 JUVENILE BUREAU
Police Commander 1.00 1.00 0.00
Police Officer 8.00 8.00 0.00
Police Sergeant 1.00 1.00 0.00
JUVENILE BUREAU TOTAL 10.00 10.00 0.00
2235 SCHOOL LIAISON
Police Officer 4.00 4.00 0.00
SCHOOL LIAISON TOTAL 4.00 4.00 0.00
2240 POLICE RECORDS
Manager, Police Records Bureau 1.00 1.00 0.00
Records Input Operator 4.00 3.00 -1.00 Position eliminated during 2018 Budget process
Video Records Clerk 0.00 1.00 1.00 Position created during 2018 Budget process
Assistant Records Manager/Specialist 0.00 1.00 1.00 Reclass of 1 Review Officer position
Review Officer 2.00 1.00 -1.00 1 FTE reclassed to Assistant Records Manager
POLICE RECORDS TOTAL 7.00 7.00 0.00
2245 COMMUNICATIONS
Telecommunicator 14.00 14.00 0.00
COMMUNICATIONS TOTAL 14.00 14.00 0.00
2250 SERVICE DESK
Court Liaison 1.00 1.00 0.00
Service Desk Officer II 12.00 11.50 -0.50 0.5 FTE eliminated during 2018 Budget process
311/Service Desk Supervisor 1.00 1.00 0.00
311/Service Desk Assistant Supervisor 1.00 1.00 0.00
SERVICE DESK TOTAL 15.00 14.50 -0.50
2251 PUBLIC INFORMATION
Service Desk Officer I 8.50 8.50 0.00
PUBLIC INFORMATION TOTAL 8.50 8.50 0.00
2255 OFFICE OF PROFESSIONAL STANDARDS
Exec Secretary (non-Dept Head)1.00 1.00 0.00
Police Commander 1.00 1.00 0.00
Police Sergeant 1.00 2.00 1.00 Added during 2017 calendar year
OFFICE OF PROFESSIONAL STANDARDS TOTAL 3.00 4.00 1.00
2260 OFFICE OF ADMINISTRATION
Deputy Chief 1.00 1.00 0.00
Management Analyst 1.00 0.00 -1.00 Reclassified to Administrator Coordinator.
Administrative Coordinator 0.00 1.00 1.00 Reclassified from Management Analyst.
Finance and Budget Manager 1.00 1.00 0.00
Training Coordinator 1.00 0.00 -1.00 Eliminated in 2018 Budget Process.
OFFICE OF ADMINISTRATION TOTAL 4.00 3.00 -1.00
2265 NEIGHBORHOOD ENFORCEMENT TEAM
Police Commander 1.00 1.00 0.00
Police Officer 13.00 13.00 0.00
Police Sergeant 2.00 2.00 0.00
NEIGHBORHOOD ENFORCEMENT TEAM TOTAL 16.00 16.00 0.00
2270 TRAFFIC BUREAU
Police Officer 6.00 6.00 0.00
Police Sergeant 1.00 1.00 0.00
Towing Coordinator 1.00 1.00 0.00
TRAFFIC BUREAU TOTAL 8.00 8.00 0.00
203
Position Description 2017 Adopted
Budget FTE
2018
Adopted
Budget FTE
Difference 2018 Notes
2275 COMMUNITY STRATEGIC BUREAU
Crime Analyst 1.00 1.00 0.00
COMMUNITY STRATEGIC BUREAU TOTAL 1.00 1.00 0.00
2280 ANIMAL CONTROL
Animal Control Warden 1.00 1.00 0.00
ANIMAL CONTROL TOTAL 1.00 1.00 0.00
2285 PROBLEM SOLVING TEAM
Police Commander 1.00 1.00 0.00
Police Sergeant 1.00 1.00 0.00
Police Officer 12.00 12.00 0.00
PROBLEM SOLVING TEAM TOTAL 14.00 14.00 0.00
2290 PROPERTY BUREAU
Management Analyst 1.00 1.00 0.00
Property Officer 1.00 1.00 0.00
PROPERTY BUREAU TOTAL 2.00 2.00 0.00
2295 BUILDING MANAGEMENT
Custodian I 1.00 1.00 0.00
BUILDING MANAGEMENT TOTAL 1.00 1.00 0.00
POLICE DEPARTMENT 225.80 220.00 -5.80
2305 FIRE MANAGEMENT & SUPPORT
Administrative Secretary 1.00 1.00 0.00
Fire Chief 1.00 1.00 0.00
Management Analyst 1.00 1.00 0.00
FIRE MANAGEMENT & SUPPORT TOTAL 3.00 3.00 0.00
2310 FIRE PREVENTION
Division Chief, Fire 1.00 1.00 0.00
Fire Captain 2.00 2.00 0.00
Fire Plan Reviewer 1.00 1.00 0.00
FIRE PREVENTION TOTAL 4.00 4.00 0.00
2315 FIRE SUPPRESSION
Division Chief, Fire 1.00 2.00 1.00 Reclassified from Deputy Chief
Deputy Chief, Fire 1.00 0.00 -1.00 Reclassified as Division Chief
Fire Captain 24.00 24.00 0.00
Firefighter 74.00 74.00 0.00 4 vacancies held during 2018 Budget process
Shift Chief, Fire 3.00 3.00 0.00
FIRE SUPPRESSION TOTAL 103.00 103.00 0.00
FIRE DEPARTMENT 110.00 110.00 0.00
2407 HEALTH SERVICES ADMINISTRATION
Director, Health & Human Services 1.00 0.75 -0.25 0.25 FTE funded by General Assistance Fund
Exec Secretary (to Dept. Head)1.00 1.00 0.00
HEALTH SERVICES ADMINISTRATION TOTAL 2.00 1.75 -0.25
2435 FOOD AND ENVIRONMENTAL HEALTH
Environmental Health Practitioner 2.00 2.00 0.00
Senior Environmental Health Practicioner 1.00 1.00 0.00
Property Maint Inspector I 3.00 3.00 0.00
Senior Property Maintenance Inspector 1.00 1.00 0.00
Secretary II 1.00 0.00 -1.00 Position eliminated during 2018 Budget Process
Communicable Dis Surv Specialist 1.00 1.00 0.00
Medical Director 0.10 0.00 -0.10 Position eliminated during 2018 Budget Process
Emergency Response Coordinator 1.00 1.00 0.00
Health License Coordinator 1.00 1.00 0.00
Customer Service Representative 1.00 1.00 0.00
Assistant Health Director 1.00 1.00 0.00
Public Health Manager 1.00 1.00 0.00
FOOD AND ENVIRONMENTAL HEALTH TOTAL 14.10 13.00 -1.10
2440 VITAL RECORDS
Clerk III 1.00 0.00 -1.00 Reclassified to CSR
Customer Service Representative 0.00 1.00 1.00 Reclassified from Clerk III
VITAL RECORDS TOTAL 1.00 1.00 0.00
204
Position Description 2017 Adopted
Budget FTE
2018
Adopted
Budget FTE
Difference 2018 Notes
2455 COMMUNITY HEALTH PROGRAM ADMINISTRATION
Human Services Manager 1.00 1.00 0.00
Health Services Advocate 0.00 3.00 3.00 2 full-time and 2 part-time positions; FTEs moved
from Police Department during 2018 Budget
General Assistance Specialist 1.00 0.00 -1.00 Reclassified to Management Analyst
Management Analyst 0.00 1.00 1.00 Reclassified from General Assistance Specialist
Medical Billing Clerk 1.00 0.00 -1.00 Postion Budgeted for only one year
Public Health Educator 1.00 1.00 0.00
COMMUNITY HEALTH PROGRAM ADMINISTR. TOTAL 4.00 6.00 2.00
HEALTH AND HUMAN SERVICES DEPARTMENT 21.10 21.75 0.65
4105 PUBLIC WORKS AGENCY ADMIN
Public Works Agency Director 0.50 0.00 -0.50 Reclassified to Water Fund (4200)
Part-Time Clerk 0.75 0.50 -0.25
Special Projects Assistant 3.00 2.00 -1.00 position eliminated during 2018 budget process
Project Management Supervisor 1.00 2.00 1.00
PUBLIC WORKS AGENCY ADMIN TOTAL 5.25 4.50 -0.75
4300 ENVIRONMENTAL SERVICES
Environmental Services Bureau Chief 1.00 0.00 -1.00 Position eliminated during 2018 Budget process
ENVIRONMENTAL SERVICES TOTAL 1.00 0.00 -1.00
4310 RECYCLING AND ENVIRONMENTAL MAINTENANCE
Public Services Bureau Chief 0.00 0.75 0.75 0.25 FTE in Solid Waste Fund; position created during
2018 Budget process
Equipment Operator I 1.00 1.00 0.00
Equipment Operator II 2.00 2.00 0.00
Public Works Maint Wrkr II 3.00 3.00 0.00
PW Crew Leader 1.00 0.00 -1.00 Moved to Solid Waste Fund
RECYCLING AND ENVIRONMENTAL MAINTAINENCE TOTAL 7.00 6.75 -0.25
4320 FORESTRY
Arborist 1.00 1.00 0.00
Forestry Worker I 0.00 1.00 1.00 Reclassification of Park/Forestry Worker III
Parks/Forestry Crew Leader 3.00 3.00 0.00
Parks/Forestry Worker III 14.00 13.00 -1.00 Reclassified to Forestry Worker I
FORESTRY TOTAL 18.00 18.00 0.00
4330 GREENWAYS
Equipment Operator II 2.00 2.00 0.00
General Tradesman 1.00 1.00 0.00
Greenway Supervisor 1.00 1.00 0.00
Greenway Crew Leader 1.00 1.00 0.00
Parks/Forestry Crew Leader 3.00 3.00 0.00
Parks/Forestry Worker II 2.00 1.00 -1.00 Position eliminated during 2018 Budget process
Public Works Maintenance Worker II 3.00 2.00 -1.00 Reclassed to Worker I
Public Works Maintenance Worker I 0.00 1.00 1.00 Reclassed from Worker II
Parks/Forestry Worker III 4.00 4.00 0.00
GREENWAYS TOTAL 17.00 16.00 -1.00
4400 CAPITAL PLANNING & ENGINEERING
Bureau Chief 0.50 0.00 -0.50 Move 0.5 FTE to Capital Fund 4118
CAPITAL PLANNING & ENGINEERING TOTAL 0.50 0.00 -0.50
4410 STREETS AND RIGHT OF WAY
Civil Engineer III 1.00 0.25 -0.75 0.75 Moved to Special Assessment and Sewer Funds
Civil Engineer II 1.00 0.00 -1.00 Moved to Sewer and Capital Funds
Construction Inspector 1.00 0.00 -1.00 Reclassified to Architect, moved to 4430
Engineering Associate II 1.00 1.00 0.00
Sr. Prjct Mgr.2.00 0.00 -2.00 Moved to Capital and Parking Funds
STREETS AND RIGHT OF WAY TOTAL 6.00 1.25 -4.75
4420 TRANSPORTATION
Sr Proj Mgr: Traf/ROW/Permits 1.00 1.00 0.00
Traffic Engineering Technician 0.50 0.50 0.00
TRANSPORTATION TOTAL 1.50 1.50 0.00
4430 PARKS AND FACILITIES
ADA/CIP Project Manager 1.00 0.00 -1.00 Moved to Capital Fund
Architect 0.00 0.50 0.50 Reclassed from Construction Inspector 4410; 0.5 in
Parking Fund
Sr Project Mgr: Facilities/Parks 1.00 0.00 -1.00 Moved to Capital Fund
PARKS AND FACILITIES TOTAL 2.00 0.50 -1.50
205
Position Description 2017 Adopted
Budget FTE
2018
Adopted
Budget FTE
Difference 2018 Notes
4510 STREET MAINTENANCE
Infrastructure Maintenance Bureau Chief 1.00 0.00 -1.00 Position eliminated during 2018 Budget process
Equipment Operator II 11.00 10.00 -1.00 1 FTE eliminated during 2018 Budget process
Equipment Operator III 2.00 2.00 0.00
Public Works Maint Wrkr II 1.00 1.00 0.00
PW Crew Leader 2.00 2.00 0.00
Supervisor: Streets 1.00 1.00 0.00
4510 STREET MAINTENANCE TOTAL 18.00 16.00 -2.00
4520 TRAFFIC SIGNS AND STREET LIGHT MAINTENANCE
Traffic Operations Supervisor 1.00 1.00 0.00
Public Works Maint Wrkr II 1.00 0.00 -1.00 1 FTE reclassified to PW Maint Wrkr III
Public Works Maint Wrkr III 2.00 3.00 1.00 1 FTE reclassified from PW Maint Wrkr II
Traffic Electrician 3.00 3.00 0.00
Traffic Electrician Leader 1.00 1.00 0.00
4520 TRAFFIC SIGNS AND STREET LIGHT MAINTENANCE TOTAL 8.00 8.00 0.00
PUBLIC WORKS AGENCY 84.25 72.50 -11.75
3005 RECREATION MANAGEMENT & GENERAL SUPPORT
Director, Recreation & Comm. Services 1.00 1.00 0.00
Special Projects Assistant 1.00 1.00 0.00
Exec Secretary (to Dept. Head)1.00 1.00 0.00
RECREATION MGMT & GENERAL SUPPORT 3.00 3.00 0.00
3010 RECREATION BUSINESS & FISCAL MANAGEMENT
Data Control Clerk 1.00 1.00 0.00
Recreation Support Specialist 1.00 1.00 0.00
Administrative Supervisor 1.00 0.00 -1.00 Position eliminated during 2018 Budget Process
RECREATION BUSINESS & FISCAL MANAGEMENT 3.00 2.00 -1.00
3020 RECREATION GENERAL SUPPORT
Asst. Director of Recr. & Comm. Services 2.00 2.00 0.00
Program Coordinator 0.40 0.40 0.00
RECREATION GENERAL SUPPORT TOTAL 2.40 2.40 0.00
3030 CROWN COMMUNITY CENTER
Building Supervisor 1.00 1.00 0.00
Custodian II 1.00 0.00 -1.00 Retitle to Fac Maint Worker/Cust II
Fac Maint. Worker/Cust II 1.00 2.00 1.00 Retitle from Custodian II
Recreation Program Coordinator 1.00 1.00 0.00
After School Supervisor 0.50 1.00 0.50 Reclassified from Preschool Program Supervisor
PT Preschool Instructor 2.66 2.66 0.00
PT Custodian 1.60 1.60 0.00
Preschool Program Supervisor 1.00 0.50 -0.50 Reclassified to After School Supervisor
CROWN COMMUNITY CENTER TOTAL 9.76 9.76 0.00
3035 CHANDLER COMMUNITY CENTER
Clerk III 0.75 0.75 0.00
Recreation Manager 1.00 0.00 -1.00 Position eliminated during 2018 Budget process
Recreation Program Coordinator 1.00 1.00 0.00
Program Supervisor 0.80 0.80 0.00
PT Custodian 1.53 1.53 0.00
Facilities Supervisor 0.40 0.40 0.00
CHANDLER COMMUNITY CENTER TOTAL 5.48 4.48 -1.00
3040 FLEETWOOD JOURDAIN COMMUNITY CENTER
Clerk III 0.70 0.70 0.00
Office Coordinator 1.00 1.00 0.00
Custodian II 1.00 1.00 0.00
Recreation Manager 1.00 1.00 0.00
Recreation Program Coordinator 1.00 1.00 0.00
Program Supervisor 1.25 1.25 0.00
After School Supervisor 0.50 0.50 0.00
PT Custodian 0.50 0.50 0.00
FLEETWOOD JOURDAIN COMM. CENTER TOTAL 6.95 6.95 0.00
3045 FLEETWOOD JOURDAIN THEATER
Recreation Program Coordinator 1.00 1.00 0.00
FLEETWOOD JOURDAIN THEATER TOTAL 1.00 1.00 0.00
3050 RECREATION OUTREACH
Program Supervisor 0.50 0.50 0.00
RECREATION OUTREACH 0.50 0.50 0.00
206
Position Description 2017 Adopted
Budget FTE
2018
Adopted
Budget FTE
Difference 2018 Notes
3055 LEVY CENTER SENIOR SERVICES
Custodian I 2.00 2.00 0.00
Recreation Manager 1.00 1.00 0.00
Recreation Program Coordinator 2.00 2.00 0.00
Secretary II 1.00 1.00 0.00
PT Office Assistant 0.67 0.67 0.00
Facilities Supervisor 1.38 1.38 0.00
FT Bus Driver 1.00 1.00 0.00
PT Custodian 1.45 1.45 0.00
Senior Citizen Ombudsman Manager 1.00 1.00 0.00
Senior Citizen Ombudsman Assistant 1.00 1.00 0.00
LEVY CENTER SENIOR SERVICES TOTAL 12.50 12.50 0.00
3080 BEACHES
Recreation Program Coordinator 0.75 0.75 0.00
Recreation Services Manager 0.50 0.50 0.00
BEACHES TOTAL 1.25 1.25 0.00
3095 CROWN ICE RINK
Clerk II 1.50 1.50 0.00
Office Coordinator 1.00 1.00 0.00
Recreation Program Coordinator 1.00 1.00 0.00
Assistant Program Coordinator 1.00 1.00 0.00
Recreation Manager 1.00 1.00 0.00
Office Assistant 0.60 0.60 0.00
Facilities Supervisor 0.89 0.89 0.00
PT Custodian 0.50 0.50 0.00
CROWN ICE RINK TOTAL 7.49 7.49 0.00
3100 SPORTS LEAGUES
Recreation Services Manager 0.05 0.05 0.00
Program Supervisor 0.50 0.50 0.00
SPORTS LEAGUES TOTAL 0.55 0.55 0.00
3130 SPECIAL RECREATION
Recreation Program Coordinator 1.60 1.60 0.00
Recreation Services Manager 0.25 0.25 0.00
Program Supervisor 0.46 0.46 0.00
SPECIAL RECREATION TOTAL 2.31 2.31 0.00
3140 BUS PROGRAM
PT Bus Driver 1.15 1.15 0.00
BUS PROGRAM TOTAL 1.15 1.15 0.00
3150 PARK SERVICE UNIT
Recreation Program Coordinator 0.25 0.25 0.00
Recreation Services Manager 0.20 0.20 0.00
PT Park Ranger 1.00 1.00 0.00
PARK SERVICE UNIT TOTAL 1.45 1.45 0.00
3215 YOUTH ENGAGEMENT
MWEBE/LEP and Workforce Development Coordinator 0.50 0.00 -0.50 0.5 FTE moved to Water & Sewer Funds
Youth Advocate 0.00 0.80 0.80 Moved from Police Department during 2018 Budget
Process
Community Services Manager 1.00 1.00 0.00
Program Coordinator - YYA 1.00 1.00 0.00
Youth-Young Adult Ast. Prog. Coordinator 0.00 1.00 1.00 Reclassified from Outreach Dev. Worker
Youth-Young Adult Outreach Program Assistant 0.00 0.45 0.45 Reclassified from Outreach Worker
Youth-Young Adult Outreach Worker 2.90 2.45 -0.45 Reclassified to Program Assistant
Youth-Young Adult Outreach Development Worker 3.00 2.00 -1.00 Reclassified to Ast. Prog. Coordinator
YOUTH ENGAGEMENT TOTAL 8.40 8.70 0.30
3225 GIBBS-MORRISON CULTURAL CENTER
Facilities Coordinator 1.00 1.00 0.00
Facilities Supervisor 1.50 1.50 0.00
GIBBS-MORRISON CULTURAL CENTER TOTAL 2.50 2.50 0.00
3605 ECOLOGY CENTER
Clerk III 1.00 1.00 0.00
Recreation Program Coordinator 2.00 2.00 0.00
Garden Coordinator 0.20 0.20 0.00
Facilities Supervisor 0.32 0.32 0.00
PT Custodian 0.25 0.25 0.00
ECOLOGY CENTER TOTAL 3.77 3.77 0.00
207
Position Description 2017 Adopted
Budget FTE
2018
Adopted
Budget FTE
Difference 2018 Notes
3710 NOYES CULTURAL ARTS CENTER
Office Assistant 0.85 0.85 0.00
Weekend/Evening Coordinator 1.00 1.00 0.00
PT Custodian 1.52 1.52 0.00
NOYES CULTURAL ARTS CENTER TOTAL 3.37 3.37 0.00
3720 CULTURAL ARTS PROGRAMS
Recreation Program Coordinator 1.00 1.00 0.00
Festival Coordinator 1.00 0.00 -1.00 Position eliminated during 2018 Budget process
CULTURAL ARTS PROGRAMS TOTAL 2.00 1.00 -1.00
PARKS, RECREATION, & COMM. SERV. DEPT.78.83 76.13 -2.70
General Fund 643.43 614.58 -28.85
2499 GENERAL ASSISTANCE ADMINISTRATION
Customer Service Representative 1.00 1.00 0.00
Director, Health & Human Services 0.00 0.25 0.25 0.75 FTE funded from the General Fund
Human Services Specialist 1.00 1.00 0.00
General Assistance Specialist 2.00 2.00 0.00
GENERAL ASSISTANCE ADMINISTRATION TOTAL 4.00 4.25 0.25
GENERAL ASSISTANCE FUND 4.00 4.25 0.25
4805 YOUTH SERVICES
Librarian I 3.50 2.50 -1.00
Librarian III 1.00 1.00 0.00
Supervising Librarian 1.00 1.00 0.00
Teen Services Librarian I 0.00 1.00 1.00
Youth Outreach Librarian II 1.00 0.00 -1.00 moved to neighborhood services
Library Assistant 6.60 5.11 -1.49
YOUTH SERVICES TOTAL 13.10 10.61 -2.49
4806 ADULT SERVICES
Librarian I 5.03 5.03 0.00
Supervising Librarian 1.00 1.00 0.00
Library Assistant 2.37 2.53 0.16
Technology Associate 2.80 2.80 0.00
Technology Trainer 0.53 1.06 -0.53 new part-time position added
Library Clerk 0.00 0.00 0.00
Administrative Librarian 1.00 1.00 0.00
Virtual Services Librarian 1.00 1.00 0.00
ADULT SERVICES TOTAL 13.73 14.42 0.69
4820 CIRCULATION
Circulation Manager 1.00 1.00 0.00
Assistant Circulation Manager 1.00 1.00 0.00
Clerk III 0.00 0.00 0.00
Library Aide II 3.28 3.07 -0.21
Library Clerk 5.17 5.68 0.51
Shelver 4.43 4.84 0.41
CIRCULATION TOTAL 14.88 15.59 0.71
4825 NEIGHBORHOOD SERVICES
Librarian III 1.00 1.00 0.00
Shelver 0.69 0.40 -0.29
Community Engagement Assistant 0.00 0.53 0.53
Latino Engagement Librarian 1.00 1.00 0.00 Moved from Administration during 2017
Community Engagement Librarian 1.00 1.00 0.00 Moved from Administration during 2017
Youth Outreach Librarian II 0.00 1.00 1.00 Moved from Youth Services
Branch Assistant 3.36 3.68 0.32
Library Clerk 1.57 1.27 -0.30
NEIGHBORHOOD SERVICES TOTAL 8.62 9.88 1.26
4835 TECHNICAL SERVICES
Librarian I 0.67 0.67 0.00
Librarian III 1.00 1.00 0.00
Library Assistant 2.75 2.75 0.00
Collection Development Manager 1.00 1.00 0.00
Library Clerk 1.53 1.53 0.00
TECHNICAL SERVICES TOTAL 6.95 6.95 0.00
4840 MAINTENANCE
Custodian II 2.00 2.00 0.00
Custodian I 0.80 0.80 0.00
Security Monitor 2.67 2.67 0.00
Facilities Management Supervisor 1.00 1.00 0.00
MAINTENANCE TOTAL 6.47 6.47 0.00
208
Position Description 2017 Adopted
Budget FTE
2018
Adopted
Budget FTE
Difference 2018 Notes
4845 ADMINISTRATION
Bookkeeper 1.00 0.00 -1.00
Office Coordinator 0.00 1.00 1.00
Clerk III 1.00 0.00 -1.00
Director, Library 1.00 1.00 0.00
Assistant Library Director 1.00 1.00 0.00
Administrative Secretary 0.00 1.00 1.00
Administrative Services Manager 1.00 0.00 -1.00
Development Associate 1.33 1.33 0.00
Development Manager 1.00 1.00 0.00
Latino Engagement Librarian 1.00 0.00 -1.00 Moved to Neighborhood Services
Community Engagement Coordinator 0.80 0.80 0.00
Community Engagement Librarian 1.00 0.00 -1.00 Moved to Neighborhood Services
ADMINISTRATION TOTAL 10.13 7.13 -3.00
LIBRARY FUND 73.88 71.05 -2.83
5005 NSP2
Housing and Grant Administrator 0.10 0.05 -0.05 0.05 FTE moved to 5465
Grants and Compliance Specialist 0.20 0.10 -0.10 0.10 FTE moved to 5220
NSP2 TOTAL 0.30 0.15 -0.15
NSP2 FUND 0.30 0.15 -0.15
5150 EMERGENCY TELEPHONE SYSTEM
Asst. Communications Coordinator 2.00 2.00 0.00
Communications Coordinator 1.00 1.00 0.00
Telecommunicator 2.00 2.00 0.00
EMERGENCY TELEPHONE SYSTEM TOTAL 5.00 5.00 0.00
EMERGENCY TELEPHONE SYSTEM FUND 5.00 5.00 0.00
5187 HOUSING REHABILITATION
Housing Rehabilitation Specialist 1.00 1.00 0.00
Customer Service Representative 0.60 0.60 0.00
Build/Insp. Serv. Division Manager 0.15 0.15 0.00
HOUSING REHABILITATION TOTAL 1.75 1.75 0.00
5220 CDBG ADMINISTRATION
Housing and Grant Administrator 0.70 0.55 -0.15 0.15 FTE moved to 5465
PT Financial Analyst 0.50 0.50 0.00
Grants and Compliance Specialist 0.80 0.90 0.10 moved from 5005
Social Services Grants and Compliance Specialist 0.50 0.50 0.00
Housing Policy & Planning Analyst 0.00 0.30 0.30 moved from 5430 and 5465
CDBG ADMINISTRATION TOTAL 2.50 2.75 0.25
CDBG ADMINISTRATION FUND 4.25 4.50 0.25
5430 HOME FUND
Housing Policy & Planning Analyst 0.50 0.35 -0.15 moved to 5220
HOME FUND 0.50 0.35 -0.15
5465 AFFORDABLE HOUSING FUND
Housing Policy & Planning Analyst 0.50 0.35 -0.15 moved to 5220
Community Development Director 0.00 0.25 0.25 Position moved during 2018 Budget; 0.75 in General
Fund
Housing and Grant Administrator 0.20 0.40 0.20 Moved from 5220 & 5005
AFFORDABLE HOUSING FUND 0.70 1.00 0.30
4118 CAPITAL IMPROVEMENT FUND
Capital Planning Bureau Chief 0.00 0.50 0.50 0.5 FTE in General Fund
Senior Project Manager 0.00 2.50 2.50 2 FTE moved from 4410 and 1 FTE from 4430 in
General Fund
Civil Engineer II 0.00 0.50 0.50 Moved from 4410 in General Fund
ADA/CIP Project Manager 0.00 1.00 1.00 Moved from 4430 in General Fund
CAPITAL IMPROVEMENT FUND 0.00 4.50 4.50
6000 SPECIAL ASSESSMENT FUND
Civil Engineer III 0.00 0.50 0.50 0.5 FTE in General Fund
SPECIAL ASSESSMENT FUND 0.00 0.50 0.50
209
Position Description 2017 Adopted
Budget FTE
2018
Adopted
Budget FTE
Difference 2018 Notes
4420 TRANSPORTATION
Traffic Engineering Technician 0.50 0.50 0.00
Architect 0.00 0.50 0.50 Moved from General Fund
TRANSPORTATION TOTAL 0.50 1.00 0.50
4510 STREET MAINTENANCE
Senior Project Manager 0.00 0.50 0.50 0.5 FTE moved from General Fund
Public Works Maint Wrkr II 1.00 1.00 0.00
STREET MAINTENANCE TOTAL 1.00 1.50 0.50
4310 RECYCLING AND ENVIRONMENTAL MAINTENANCE
Public Works Maint Wrkr II 1.00 1.00 0.00
Sanitation Supervisor 1.00 1.00 0.00
RECYCLING AND ENVIRONMENTAL MAINTENANCE TOTAL 2.00 2.00 0.00
4330 GREENWAYS
Public Works Maint Wrkr II 2.00 2.00 0.00
GREENWAYS TOTAL 2.00 2.00 0.00
7005 PARKING SYSTEM MANAGEMENT
Revenue Manager 0.50 0.50 0.00
Parking Operations Coordinator 0.00 1.00 1.00 Position moved from the General Fund
Transportation and Mobility Coordinator 0.00 1.00 1.00 Position moved from the General Fund
Finance Operations Coordinator 1.00 0.00 -1.00 Eliminated during 2017
Parking Facilities Supervisor 1.00 1.00 0.00
Customer Service Representative 2.00 2.00 0.00
Revenue Collections Coordinator 1.00 1.00 0.00
Parking Division Manager 0.00 1.00 1.00 Position reclassified from Parking/Fleet Manager
Parking/Fleet Division Manager 0.50 0.00 -0.50 Position reclassified to Parking Division Manager
PARKING SYSTEM MANAGEMENT TOTAL 6.00 7.50 1.50
7015 PARKING LOTS & METERS
Parking Maintenance Worker 3.00 2.00 -1.00 Position eliminated during 2018 Budget process
PARKING LOTS & METERS TOTAL 3.00 3.00 0.00
7037 MAPLE AVENUE GARAGE
Facilities Maintenance Worker III 1.00 1.00 0.00
MAPLE AVENUE GARAGE TOTAL 1.00 1.00 0.00
PARKING SYSTEM FUND 15.50 18.00 2.50
4105 PUBLIC WORKS AGENCY ADMIN
Director of Public Works Agency 0.50 0.00 -0.50 Moved to 4200
MWEBE/LEP and Workforce Development Coordinator 0.00 0.50 0.50 Moved from General Fund; 50% in Sewer Fund
Sustainability Coordinator 0.00 0.25 0.25 50% of position funded by General Fund; 25% funded
by Solid Waste Fund
Project Management Supervisor 0.50 0.50 0.00
Special Projects Assistant 1.00 0.00 -1.00 Moved to 4200
Plumbing Inspector 0.50 0.50 0.00
PUBLIC WORKS AGENCY ADMIN TOTAL 2.50 1.75 -0.75
4200 WATER PRODUCTION
Director of Public Works Agency 0.00 1.00 1.00 Moved from 4105 in General Fund and Water Fund
Capital Planning Bureau Chief 0.00 0.50 0.50 Moved from 4400 in General Fund and Water Fund
Civil Engineer 1.00 1.00 0.00
Senior Project Manager 0.00 1.00 1.00 Moved from 4440
Special Projects Assistant 0.00 1.00 1.00 Moved from 4105
Water Production Bureau Chief 1.00 1.00 0.00
WATER PRODUCTION TOTAL 2.00 5.50 3.50
4208 WATER BILLING
Cust. Svc./Wtr Bill Coordinator 1.00 1.00 0.00
Part Time Clerk 0.50 0.50 0.00
WATER BILLING TOTAL 1.50 1.50 0.00
4210 PUMPING
Division Chief, Pumping 1.00 1.00 0.00
Project Management Supervisor 1.00 1.00 0.00
Water Plant Operator 5.00 5.00 0.00
Water Worker I 1.00 1.00 0.00
Water Worker II 1.00 1.00 0.00
Water/Sewer Mechanic 3.00 3.00 0.00
PUMPING TOTAL 12.00 12.00 0.00
210
Position Description 2017 Adopted
Budget FTE
2018
Adopted
Budget FTE
Difference 2018 Notes
4220 FILTRATION
Chemist 1.00 1.00 0.00
Division Chief, Filtration 1.00 1.00 0.00
Microbiologist 1.00 1.00 0.00
Project Management Supervisor 1.00 1.00 0.00
Water Plant Operator 5.00 5.00 0.00
Water Worker I 1.00 1.00 0.00
Water Worker II 1.00 1.00 0.00
Water/Sewer Mechanic 3.00 3.00 0.00
FILTRATION TOTAL 14.00 14.00 0.00
4400 CAPITAL PLANNING & ENGINEERING
Bureau Chief 0.50 0.00 -0.50 Moved to 4200
CAPITAL PLANNING & ENGINEERING TOTAL 0.50 0.00 -0.50
4440 WATER AND SEWER CAPITAL
Civil Engineer II 1.00 1.00 0.00
GIS / Engineering Technician 1.00 1.00 0.00
Utilities Project Manager 1.00 0.00 -1.00 Moved to 4200
WATER AND SEWER CAPITAL TOTAL 3.00 2.00 -1.00
4540 DISTRIBUTION MAINTENANCE
Water Distribution Supervisor 1.00 1.00 0.00
Water Worker I 2.00 2.00 0.00
Water Worker III 3.00 3.00 0.00
Water / Sewer Crew Leader 3.00 3.00 0.00
DISTRIBUTION MAINTENANCE TOTAL 9.00 9.00 0.00
WATER FUND 44.50 45.75 1.25
4105 PUBLIC WORKS AGENCY ADMIN
Project Management Supervisor 0.50 0.50 0.00
MWEBE/LEP and Workforce Development Coordinator 0.00 0.50 0.50 Moved from General Fund; 50% in Water Fund
Plumbing Inspector 0.50 0.50 0.00
PUBLIC WORKS AGENCY ADMIN TOTAL 1.00 1.50 0.50
4310 REFUSE COLLECTION & DISPOSAL
Sustainability Specialist 0.33 0.00 -0.33 Position eliminated in 2018 Budget Process
REFUSE COLLECTION & DISPOSAL TOTAL 0.33 0.00 -0.33
4440 WATER AND SEWER CAPITAL
GIS / Engineering Technician 1.00 1.00 0.00
WATER AND SEWER CAPITAL TOTAL 1.00 1.00 0.00
4530 SEWER MAINTENANCE
Senior Sewer Supervisor 1.00 1.00 0.00
Water Worker I 2.00 2.00 0.00
Water Worker II 1.00 1.00 0.00
Civil Engineer II 0.00 0.50 0.50 0.5 FTE moved from General Fund
Civil Engineer III 0.00 0.25 0.25 Moved from 4410 in General Fund
Water Worker III 1.00 1.00 0.00
Water/Sewer Crew Leader 4.00 4.00 0.00
SEWER MAINTENANCE TOTAL 9.00 9.75 0.75
SEWER MAINTENANCE FUND 11.33 12.25 0.92
4310 REFUSE COLLECTION & DISPOSAL
Sustainability Specialist 0.66 0.00 -0.66 position eliminated during 2018 Budget
Public Services Bureau Chief 0.00 0.25 0.25 position created during the 2018 Budget
Sustainability Coordinator 0.00 0.25 0.25 50% of position funded by General Fund; 25% funded
by Water Fund
PW Crew Leader 0.00 1.00 1.00 Moved from General Fund
Equipment Operator II 9.00 9.00 0.00
REFUSE COLLECTION & DISPOSAL TOTAL 9.66 10.50 0.84
SOLID WASTE FUND 9.66 10.50 0.84
211
Position Description 2017 Adopted
Budget FTE
2018
Adopted
Budget FTE
Difference 2018 Notes
7705 GENERAL SUPPORT
Parking/Fleet Division Manager 0.50 0.00 -0.50 Position reclassified to Parking Mgr
Auto Shop Supervisor 1.00 1.00 0.00
GENERAL SUPPORT TOTAL 1.50 1.00 -0.50
7710 MAJOR MAINTENANCE
Equipment Mechanic III 7.00 6.00 -1.00 1 FTE eliminated during 2018 Budget process
PT Junior Mechanic 1.50 0.50 -1.00 1 FTE eliminated during 2018 Budget process
Lead Mechanic 1.00 1.00 0.00
Fleet Operations Coordinator 1.00 1.00 0.00
MAJOR MAINTENANCE TOTAL 10.50 8.50 -2.00
FLEET SERVICES FUND 12.00 9.50 -2.50
7800 RISK MANAGEMENT
Administrative Secretary 1.00 1.00 0.00
Corporation Counsel/City Attorney 0.50 0.50 0.00
Assistant City Attorney I 1.00 1.00 0.00
Workers Comp. and Safety Manager 1.00 1.00 0.00
Safety Specialist 1.00 1.00 0.00
RISK MANAGEMENT TOTAL 4.50 4.50 0.00
7801 EMPLOYEE BENEFITS
HR Assistant/Benefits Coordinator 1.00 1.00 0.00
EMPLOYEE BENEFITS TOTAL 1.00 1.00 0.00
INSURANCE FUND 5.50 5.50 0.00
All Funds 830.55 807.38 -23.17
212
DEPARTMENT / DIVISION SUMMARY FY 2012 FY 2013 FY 2014 FY 2015 FY2016 FY2017 FY 2018 FY17-FY18
Difference
1300 City Council 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00
1400 City Clerk 1.80 2.20 2.20 2.00 2.00 2.00 1.00 (1.00)
1505 City Manager's Office 6.00 6.00 5.00 5.00 3.50 4.50 4.50 0.00
1510 Community Engagement 5.00 5.00 6.00 5.00 5.00 5.00 5.00 0.00
1515 Farmer's Market
1520 Emergency Management Operations
1530 Youth Engagement Division
1535 Sustainability 1.00 1.00 1.00 1.00 1.00 1.00 0.50 (0.50)
1540 Summer Youth Employment Program
1545 Human Relations Commission
1550 Business Perf. & Technology Admin.0.00 0.00 0.00
1555 Financial Administration 4.00 4.00 4.00 0.00
1560 Revenue 3.00 5.50 3.50 (2.00)
1570 Accounting 6.50 6.50 5.50 (1.00)
1571 Tax Assessment Review 1.00 1.00 1.00 0.00
1575 Purchasing 3.50 3.50 3.00 (0.50)
1580 Community Arts 0.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00
5300 Economic Development 0.00 0.00
1585 Administrative Adjudication 0.00 0.00 0.00 0.00 0.00 0.00 2.00 2.00
Subtotal City Manager's Office 12.00 12.00 13.00 12.00 28.50 32.00 30.00 (2.00)
1705 Law Department 7.00 7.00 7.00 8.00 8.00 4.50 4.50 0.00
1805 Human Resources General Support
1905 Administration General Support 4.00 4.00 4.00 5.00 5.00 3.00 3.00 0.00
1910 Revenue Division 4.00 4.00 4.00 3.00 0.00 0.00
1915 Payroll 2.50 2.50 2.50 2.50 2.50 2.50 2.50 0.00
1920 Accounting 6.50 6.50 6.50 5.50 0.00 0.00
1921 Tax Assessment Review 0.00 0.00 0.00 1.00 0.00 0.00
1925 Purchasing 2.60 3.00 3.00 3.50 0.00 0.00
1929 Human Resources Division 5.00 5.00 6.00 6.50 6.50 6.00 5.00 (1.00)
1930 Budget 0.00 0.00 0.00 0.00
1932 Information Systems 11.50 10.50 11.00 12.00 11.00 13.00 13.00 0.00
1935 Administrative Adjudication 0.00 0.00 0.00 0.00
1941 Parking Enforcement & Tickets 12.00 12.00 12.00 12.00 12.00 12.00 11.00 (1.00)
1950 Facilities 20.20 21.20 21.20 0.00
Subtotal Administrative Services 48.10 47.50 49.00 51.00 57.20 57.70 55.70 (2.00)
2101 Community Development Admin 2.00 1.75 1.75 2.75 2.25 2.25 2.25 0.00
2105 Planning & Support 7.00 6.00 6.00 5.00 5.00 5.00 5.00 0.00
2110 Zoning Analysis and Support 0.00
2115 Housing Code Compliance 7.00 0.00 0.00 0.00
2120 Housing Rehabilitation 1.60 1.60 1.60 0.00
2125 Building Code Compliance 0.00
2126 Building Inspection Services 9.40 11.40 11.40 11.25 14.25 13.25 11.25 (2.00)
2127 Community Intervention Services 0.00 0.00 0.00 0.00
2130 Building & Zoning 0.00 0.00 0.00 0.00
2135 Economic Development 0.00 0.00 0.00 5.75 3.50 (2.25)
27.00 20.75 20.75 19.00 21.50 26.25 22.00 (4.25)
2205 Police Administration 2.00 2.00 3.00 3.00 3.00 3.00 3.00 0.00
2210 Patrol Operations 103.00 102.00 103.00 98.00 98.00 91.00 91.00 0.00
2215 Criminal Investigation 16.00 15.00 15.00 16.00 16.00 18.00 18.00 0.00
2225 Social Services Bureau 4.00 4.00 5.00 5.00 5.00 5.30 0.00 (5.30)
2230 Juvenile Bureau 10.00 9.00 9.00 9.00 9.00 10.00 10.00 0.00
2235 School Liaison 3.00 3.00 3.00 5.00 5.00 4.00 4.00 0.00
2240 Police Records 7.00 7.00 7.00 7.00 7.00 7.00 7.00 0.00
2245 Communications Bureau 14.00 14.00 14.00 14.00 14.00 14.00 14.00 0.00
2250 Service Desk Bureau 19.00 19.00 19.00 19.00 17.00 15.00 14.50 (0.50)
2251 Public Information 9.50 8.50 8.50 8.50 8.50 8.50 8.50 0.00
2255 Office of Professional Standards 3.00 3.00 3.00 3.00 3.00 3.00 4.00 1.00
2260 Office of Administration 2.00 3.00 3.00 3.00 2.00 4.00 3.00 (1.00)
2265 Neighborhood Enforcement Team (N.E.T.)14.00 15.00 15.00 15.00 15.00 16.00 16.00 0.00
2270 Traffic Bureau 8.00 8.00 8.00 8.00 8.00 8.00 8.00 0.00
2275 Community Strategies Bureau 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00
2280 Animal Control Bureau 2.50 2.50 2.50 2.50 1.00 1.00 1.00 0.00
2285 Problem Solving Team 7.00 8.00 8.00 10.00 10.00 14.00 14.00 0.00
2290 Property Bureau 2.00 2.00 2.00 0.00
2295 Building Management 1.00 1.00 1.00 0.00
Subtotal Police 225.00 224.00 227.00 227.00 225.50 225.80 220.00 (5.80)
GENERAL FUND DEPARTMENTS
Subtotal Community & Economic Development
213
DEPARTMENT / DIVISION SUMMARY FY 2012 FY 2013 FY 2014 FY 2015 FY2016 FY2017 FY 2018 FY17-FY18
Difference
2305 Fire Management and Support 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.00
2310 Fire Prevention 4.00 4.00 4.00 4.00 4.00 4.00 4.00 0.00
2315 Fire Suppression 103.00 103.00 103.00 103.00 103.00 103.00 103.00 0.00
Subtotal Fire 110.00 110.00 110.00 110.00 110.00 110.00 110.00 0.00
2407 Health Services Administration 2.00 2.00 2.00 2.00 2.00 2.00 1.75 (0.25)
2410 Laboratory
2415 Family Health
2416 Family & Community Wellness 0.00 0.00 0.00
2420 Infectious Disease Control
2425 Dental Services 2.80 0.00 0.00
2430 Adult Health
2435 Food and Environmental Health 8.90 12.90 14.10 14.10 14.10 14.10 13.00 (1.10)
2440 Vital Records 2.00 2.00 2.00 1.00 1.00 1.00 1.00 0.00
2450 Community Intervention Services
2455 Community Health Program Administration 2.00 3.00 3.00 5.00 4.00 4.00 6.00 2.00
2530 Commission on Aging 0.00 0.00 0.00
2540 Summer Youth Employ. Program 0.00 0.00 0.00
2541 Youth Engagement Division 0.00 0.00 0.00
2550 Human Relations Commission 0.00 0.00 0.00
Subtotal Health & Human Services 17.70 19.90 21.10 22.10 21.10 21.10 21.75 0.65
3005 Recreation Mgt. & General Support 2.00 2.00 2.00 3.00 3.00 3.00 3.00 0.00
3010 Recreation Business and Fiscal Mgt.3.00 3.00 3.00 3.00 3.00 3.00 2.00 (1.00)
3015 Communications & Marketing Serv.0.00 0.00 0.00
3020 Recreation General Support 1.00 1.00 1.00 2.40 2.40 2.40 2.40 0.00
3030 Robert Crown Community Center 8.70 8.70 8.56 8.56 8.56 9.76 9.76 0.00
3035 Chandler Community Center 5.83 5.83 5.83 6.48 6.48 5.48 4.48 (1.00)
3040 Fleetwood-Jourdain Community Ctr.6.75 6.75 6.75 7.45 6.95 6.95 6.95 0.00
3045 Fleetwood-Jourdain Comm. Theater 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00
3050 At-Risk Programs
3050 Recreation Outreach 0.00 0.00 0.00 0.50 0.50 0.50 0.50 0.00
3055 Levy Senior Center 8.83 12.01 12.01 12.50 12.50 12.50 12.50 0.00
3080 Beaches 1.25 1.25 1.25 1.25 1.25 1.25 1.25 0.00
3085 Recreation Facility Maintenance 5.00 5.00 0.00
3095 Crown Ice Rink 7.01 7.00 7.00 6.99 7.49 7.49 7.49 0.00
3100 Sports Leagues 0.55 0.55 0.55 0.55 0.55 0.55 0.55 0.00
3110 Tennis 0.40 0.40 0.40
3130 Special Recreation 2.71 2.71 2.71 2.31 2.31 2.31 2.31 0.00
3140 Bus Program 1.15 1.15 1.15 1.15 1.15 1.15 1.15 0.00
3150 Park Service Unit 1.45 1.45 1.45 1.45 1.45 1.45 1.45 0.00
3205 Community Relations 0.00 0.00 0.00
3210 Commission On Aging 1.50 0.00 0.00
3215 Youth Engagement 4.00 4.00 4.90 7.40 8.40 8.40 8.70 0.30
3225 Gibbs-Morrison Cultural Center 1.50 2.50 2.50 0.00
3505 Parks and Forestry General Support 2.00 2.00 0.00
3510 Horticulture Maintenance 13.00 13.00 0.00
3515 Maintenance of Parkway Trees 8.50 8.50 0.00
3520 Dutch Elm Disease Control 7.25 7.25 0.00
3525 Tree Planting 2.25 2.25 0.00
3605 Ecology Center 3.77 3.77 3.77 3.77 3.77 3.77 3.77 0.00
3700 Arts Council 0.00 0.00 0.00
3710 Noyes Cultural Arts Center 3.31 3.31 3.31 2.87 2.87 3.37 3.37 0.00
3720 Cultural Arts Programs 3.00 3.00 3.00 1.60 2.00 2.00 1.00 (1.00)
3805 Facilities Administration 2.00 2.00 0.00
3806 Civic Center Services 2.20 2.20 0.00
3807 Construction & Repair 16.00 16.00 0.00
125.41 127.08 69.64 74.23 77.13 78.83 76.13 (2.70)
4105 Public Works Agency Administration 5.25 5.25 4.50 (0.75)
4300 Environmental Services 1.00 1.00 0.00 (1.00)
4310 Recycling and Environmental Maintenance 7.00 7.00 6.75 (0.25)
4320 Forestry 18.00 18.00 18.00 0.00
4330 Greenways 17.00 17.00 16.00 (1.00)
4400 Capital Planning and Engineering 0.50 0.50 0.00 (0.50)
4410 Streets and Right of Way 6.00 6.00 1.25 (4.75)
4420 Transportation 1.50 1.50 1.50 0.00
4430 Parks and Facilities 2.00 2.00 0.50 (1.50)
4500 Infrastructure Maintenance 1.00 0.00 0.00
4510 Street Maintenance 17.00 18.00 16.00 (2.00)
4520 Street Light Maintenance 8.00 8.00 8.00 0.00
0.00
0.00 0.00 0.00 0.00 84.25 84.25 72.50 (11.75)
TOTAL - GENERAL FUND 624.26 621.68 629.14 633.78 636.18 643.43 614.58 (28.85)
Subtotal Parks, Recreation & Comm. Services
Subtotal Public Works Agency
214
DEPARTMENT / DIVISION SUMMARY FY 2012 FY 2013 FY 2014 FY 2015 FY2016 FY2017 FY 2018 FY17-FY18
Difference
2499 General Assistance Administration 0.00 0.00 0.00 4.00 4.00 4.00 4.25 0.25
4310 Recycling and Environmental Maintenance 2.00 2.00 2.00 0.00
4330 Greenways 2.00 2.00 2.00 0.00
4420 Transportation 0.50 0.50 1.00 0.50
4510 Street Maintenance 1.00 1.00 1.50 0.50
7005 Parking System Management 6.50 6.50 6.50 6.50 6.00 6.00 7.50 1.50
7015 Parking Lots and Meters 8.00 8.00 8.00 8.00 3.00 3.00 3.00 0.00
7037 Maple Avenue Garage 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00
Subtotal Parking System Fund 15.50 15.50 15.50 15.50 15.50 15.50 18.00 2.50
4805 Youth Services 10.71 11.24 11.88 11.30 12.10 13.10 10.61 (2.49)
4806 Adult Services 15.39 13.86 14.53 14.20 13.20 13.73 14.42 0.69
4808 Neighborhood Services 0.00 0.00 0.00
4810 Reader's Services 0.00 0.00 0.00
4815 Reference Services and Periodicals 0.00 0.00 0.00
4820 Circulation 14.44 14.44 13.31 15.32 14.88 14.88 15.59 0.71
4825 Neighborhood Services 2.64 2.64 5.49 6.01 5.93 8.62 9.88 1.26
4830 South Branch 0.00 0.00 0.00
4835 Technical Services 5.61 5.61 5.75 6.95 6.95 6.95 6.95 0.00
4840 Library Maintenance 3.00 3.00 5.31 5.34 6.34 6.47 6.47 0.00
4845 Library Administration 4.59 5.59 6.86 7.33 7.47 10.13 7.13 (3.00)
Subtotal Library Fund 56.38 56.38 63.13 66.45 66.87 73.88 71.05 (2.83)
5005 Neighborhood Stabilization Program 2 2.00 2.66 1.31 0.50 0.45 0.30 0.15 (0.15)
5150 Emergency Telephone System 5.00 5.00 5.00 5.00 5.00 5.00 5.00 0.00
5187 Housing Rehabilitation 1.75 1.75 1.75 1.75 0.00
5220 Community Develop. Block Grant (CDBG)1.53 1.50 2.60 2.60 2.80 2.50 2.75 0.25
5300 Economic Development Fund 7.00 6.25 6.25 6.25 5.75 0.00 0.00 0.00
5430 Home Fund 0.00 0.00 0.25 0.40 0.50 0.50 0.35 (0.15)
5465 Affordable Housing Fund 0.50 0.70 1.00 0.30
5999 Capital Projects Fund 0.00 0.00 0.00 4.50
6000 Special Assessment Fund 0.50
5800 Downtown II TIF Fund
4105 Public Works Agency Administration 2.50 2.50 1.75 (0.75)
4200 Water Production 2.00 2.00 5.50 3.50
4208 Water Billing 1.50 1.50 1.50 0.00
4210 Pumping 12.00 12.00 12.00 0.00
4220 Filtration 14.00 14.00 14.00 0.00
4400 Capital Planning and Engineering 0.50 0.50 0.00 (0.50)
4440 Water and Sewer Capital 3.00 3.00 2.00 (1.00)
4540 Distribution Maintenance 9.00 9.00 9.00 0.00
7100 Water General Support 5.00 5.00 5.00 5.00 0.00 0.00
7105 Water Pumping 11.00 11.00 11.00 12.00 0.00 0.00
7110 Water Filtration 14.00 14.00 14.00 14.00 0.00 0.00
7115 Water Distribution 10.50 10.50 10.00 12.00 0.00 0.00
7120 Water Meter Maintenance 2.00 2.00 2.50 1.50 0.00 0.00
Subtotal Water Fund 42.50 42.50 42.50 44.50 44.50 44.50 45.75 1.25
4105 Public Works Agency Administration 1.00 1.00 1.50 0.50
4310 Refuse Collection and Disposal 0.33 0.33 0.00 (0.33)
4440 Water and Sewer Capital 1.00 1.00 1.00 0.00
4530 Sewer Maintenance 9.00 9.00 9.75 0.75
7400 Sewer Maintenance 13.00 13.00 13.33 11.33 0.00 0.00
Subtotal Sewer Maintenance Fund 13.00 13.00 13.33 11.33 11.33 11.33 12.25 0.92
OTHER FUNDS
215
DEPARTMENT / DIVISION SUMMARY FY 2012 FY 2013 FY 2014 FY 2015 FY2016 FY2017 FY 2018 FY17-FY18
Difference
4310 Refuse Collection and Disposal 9.66 9.66 10.50 0.84
7600 Solid Waste 10.00 9.00 9.66 9.66 0.00
7685 Refuse Collection and Disposal 0.00
7690 Residential Recycling Program 0.00
Subtotal Solid Waste Fund 10.00 9.00 9.66 9.66 9.66 9.66 10.50 0.84
7705 Fleet Services General Support 2.00 2.00 2.00 2.00 2.00 1.50 1.00 (0.50)
7710 Major Maintenance 10.00 10.00 10.00 10.50 10.50 10.50 8.50 (2.00)
Subtotal Fleet Services Fund 12.00 12.00 12.00 12.50 12.50 12.00 9.50 (2.50)
7800 Risk Management 4.00 4.00 5.00 5.00 4.00 4.50 4.50 0.00
7801 Employee Benefits 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00
Subtotal Insurance Fund 4.00 4.00 5.00 5.00 5.00 5.50 5.50 0.00
TOTAL - OTHER FUNDS 112.53 111.41 113.15 185.44 186.11 187.12 192.80 5.68
GRAND TOTAL - ALL FUNDS 793.17 789.47 805.67 819.22 822.29 830.55 807.38 (23.17)
216
PART VI
CAPITAL IMPROVEMENT PLAN
217
Capital Improvement Plan
Overview
The Capital Improvement Plan (CIP) is a process by which the City designs a multi-year plan for major
capital expenditures. It represents the City’s plan for physical development and is reviewed and updated
each year to reflect changing priorities. It provides an ongoing framework for identifying capital
requirements, scheduling projects over a period of years, coordinating related projects, and identifying
future fiscal impacts. Generally, the CIP includes improvements that are relatively expensive, have a
multi-year useful life, and, similar to capital outlay items, result in fixed assets. These include the
construction of new buildings, additions to or renovations of existing buildings, construction of streets,
sewer improvements, land purchases, and major software or equipment purchases. Due to the nature
and total costs of the identified projects, bond proceeds are one of the major sources of revenue. The
CIP is a dynamic process, with anticipated projects being changed, added, and deleted from the plan as
the five-year timeline evolves.
During the past several years, staff has undertaken a variety of comprehensive assessments of many of
the City’s capital assets to provide a more complete understanding of the City’s future needs. A sample
of these include: the Comprehensive Pavement Study; Parks, Forestry, and Recreation Strategic Plan;
the analysis of the Civic Center; the Crown Center Study, the Ten-Year Sewer Improvement Program;
Street Lighting; Chicago Avenue Corridor; Downtown Streetscape Audit; the assessments of Fire and
Police Stations; the current development of the IT Strategic Plan, as well as development of the City’s
Strategic Plan. These studies serve as the foundation for the staff recommendations set forth in the
attached Capital Improvement Plan. As the City moves forward, it must continually assess the ongoing
infrastructure needs of the community.
Formal City Council adoption of the Capital Improvement Program indicates the City’s commitment to the
plan, but does not in itself authorize expenditures. The necessary funding mechanisms must be adopted
each year to pay for the improvements – year one is the approved Capital Budget for which Council
approval authorizes expenditures, with years two and three reflecting the City’s plan for improvements.
Summary of FY 2018-2022 Capital Improvement Plan
It is important to distinguish between the City’s Capital Improvement Plan (CIP) and Capital Improvement
Fund (CIF). The CIP report in this section includes all citywide capital projects, regardless of the fund
and/or funding source. This contrasts with the City’s CIF, which includes only those capital projects that
are not paid through one of the City’s internal service, special revenue, or enterprise funds. Typically,
capital purchases used to benefit the City as a whole are budgeted and paid from the CIF, while capital
purchases specific to one area, function, or fund are typically paid from that specific source or fund.
An example of the above would be an addition or capital improvement to the City’s water filtration plant.
While this project would be included in the City’s CIP report, the expense would be budgeted in the City’s
Water Utility Fund. There are a couple of exceptions to this rule. Capital projects funded vi a the City’s
Motor Fuel Tax (MFT) Fund may benefit the City as a whole, but for legal purposes such capital projects
must be budgeted and paid out of the City’s MFT Fund. Another example would be capital purchases
related to the City’s fleet. Since the City maintains a separate internal service Fleet Fund for tracking
purposes, CIP projects pertaining to fleet vehicles and equipment purchases are budgeted and paid from
the Fleet Fund rather than the CIF.
218
Capital Improvement Fund Policy
Section I: Objectives and Priorities
The overall goal for Evanston's capital improvement effort is:
A comprehensive capital improvement program that is used by decision-makers to guide capital
investments, make the best use of limited resources and provide community facilities that function well
and contribute to the attractiveness, public health, and safety of the City.
To accomplish this goal, a broad set of objectives and policies have been developed to guide preparation
and monitoring of the capital improvement program. These broad objectives, priorities, and policies
adopted by the City Council guide staff each year as a capital program is developed and presented to the
City Council for review and consideration.
Objectives
Undertake a comprehensive assessment of all capital needs and develop a strategic plan to meet the
City’s capital needs, so that projects and funding are rationally sequenced, coordinated , and kept on
the public agenda.
Undertake capital improvements that are needed to maintain existing public facilities, increase
operating efficiency, and reduce operating costs.
Undertake capital investments that encourage and support economic development or directly produce
income.
Undertake capital improvements that are of the highest quality that the City can afford which enhance
Evanston's physical appearance, public image, quality of life, and promote public health and safety.
Limit the extent to which local property taxes are required to finance capital improvements.
Plan all capital projects to meet ADA requirements.
Priorities
Project major capital improvement replacement needs to cover a 5- to 10- year period so that a long-
range capital maintenance plan can be developed.
Set priorities for capital improvements and match projects with appropriate funding sources.
Monitor implementation of the Capital Improvement Plan through periodic capital improvement staff
meetings and reports to the Administration and Public Works Committee.
Undertake an annual review of capital improvement funding sources and an assessment of capital
improvement projects proposed for the following years.
219
Capital Improvement Fund Policy
Commit funds annually for improvements so that incremental progress can be made toward long-
range goals.
Coordinate planned capital improvement projects where opportunities exist to do so.
Leverage local capital improvement funds to the extent possible.
Give priority to projects that further the objectives of the Comprehensive General Plan.
More specific policies have also been written to guide the scheduling and prioritization of projects
within each of the major project classifications.
Economic Development
Make capital investments needed to realize the full potential of the Downtown Redevelopment.
Implement the goals of the Evanston Local Employment Program and work to increase the
participation of Evanston businesses in capital improvement projects.
Coordinate improvements made in retail and commercial areas.
Develop and implement programs to upgrade and maintain streetscapes in each neighborhood
business district within the City.
Develop and implement plans for capital needs of neighborhood economic development.
Environment
Maintain water system improvements needed to ensure a safe and adequate water supply.
Develop and implement programs to eliminate environmental hazards where they exist in City
facilities and on public grounds.
Participate in development of area-wide solutions to the problem of solid waste disposal and promote
local recycling and waste reduction efforts to minimize solid waste disposal requirements and
conserve resources.
Forward the objectives of the Livability Plan, especially on items related to climate change mitigation
and adaptation
Parks and Recreation
Rehabilitate parks through periodic replacement of pavement, athletic fields and courts, equipment,
site furnishings, infrastructure, and landscaping.
Undertake improvements to enhance and protect the lakefront park system.
Maintain Evanston's community recreational facilities to the high standard expected.
220
Capital Improvement Fund Policy
Bring play equipment into compliance with CPSC / ASTM safety guidelines and ADA requirements.
Public Buildings
Consider life cycle costs (long-term costs of maintenance, operation, utilities and financing) in making
decisions concerning construction, purchasing, disposal, or rehabilitation of public facilities.
Continue to undertake preventive maintenance, energy conservation, and rehabilitation programs for
public buildings.
Undertake projects needed to improve the security of public buildings and facilities.
Complete the rehabilitation/replacement of the Robert Crown Community Center and the surrounding
athletic fields.
Undertake projects and improvement to municipal facilities to meet the standards of the Federal
Americans with Disabilities Act (ADA).
Incorporate age-friendly features into all City facilities.
Develop and implement a plan for the municipal offices.
Implement policy advocating art within city building projects, in compliance with Title 7, Chapter 16 of
the City Code.
Transportation
Improve the condition, efficiency, and safety of Evanston’s circulation system.
Undertake improvements needed to keep municipal parking facilities well maintained, safe and
attractive.
Plan and implement expanded public parking inventory.
Continue the City’s programs for maintaining curbs, gutters , and sidewalks.
Evaluate all sidewalks and develop an improvement schedule.
Enhance livability of neighborhoods by implementing various traffic controls.
Improve Evanston’s remaining unpaved streets and alleys.
Implement a Citywide bike plan and encourage inter-modal transportation.
Ensure adequate street lighting to balance crime prevention, safety, and residential atmosphere.
Develop plans and programs to improve the appearance and maintenance of rail embankments,
viaducts, and rail stations.
221
Capital Improvement Fund Policy
Section II: Fiscal Management
Capital Expenditure Policies
Drawn from the long-range capital needs list, a three-year capital improvement program will be
developed and updated annually, including anticipated funding sources.
The City will maintain all of its physical assets at a level adequate to protect the City’s capital
investment and to minimize future maintenance and replacement costs.
The City will coordinate development of the capital improvement budget with the development of the
operating budget. Future operating costs associated with new capital improvements will be projected
and included in operating budget forecasts.
If a new project (non-emergency) is identified during the fiscal year, staff shall prepare a report to the
City Council describing the project, and if necessary, recommend a decrease in another approved
project so as not to alter the overall funding for the capital budget.
Capital Financing Policies
Long-term borrowing will not be used to finance current operations or normal maintenance.
Capital projects financed through the issuance of bonds will be financed for a period not to exceed
the expected useful life of the project.
The City will establish an appropriate mix of bonded debt and pay-as-you-go financing in the funding
of capital projects. The City will strive to find more streams of revenue to support pay-as-you-go
financing of its future capital improvements.
Dedicated revenue stream options include, but are not limited to, excess funds, additional taxes (i.e.
motor fuel tax for street improvements) and use of tax increment financing revenues as they become
available.
Outstanding tax-supported debt shall not exceed $113 million. The City may need to change this
policy during 2018 pending Crown Center financing needs.
Capital Project Planning and Cost Containment
City staff will meet quarterly to review the progress on all outstanding projects. Semi-annual reports
will be presented to the Administration & Public Works Committee.
Identification of funding opportunities should be included within the project development phase.
Recognize that most projects will take at least two years to plan and implement.
Where appropriate, separate project planning and execution costs, acknowledging that approving a
study does not guarantee the implementation of the project.
For any enterprise fund or storm water management fund that is supporting debt, an annual rate
222
Capital Improvement Fund Policy
study will be performed to ensure that the fees or rates are sufficient to meet the debt service
requirements.
A five-year projection of revenues and expenditures for the general, special revenue, and enterprise
funds should be prepared to provide strategic perspective to each annual budget process.
Emergency Fund Reserves
An emergency account within the capital improvement fund shall be established to fund emergency
capital needs.
The emergency account shall be initially funded through a one-time revenue source and replenished
with a percentage of project surpluses at the end of the fiscal year.
Grants
City staff should seek grants for projects which are in the current fiscal year, the five-year plan, or
fund a recognized City need.
For projects not currently funded or in the five year plan, the Council must approve the reduction or
elimination of a previously planned project.
If a grant is received, the original funds can be used in any of the following ways:
o Reallocated to a new project within the five-year plan within the same area
o Reallocated to a priority list of projects approved by the City Council during consideration of the
capital plan
o Used to expand the scope of the existing project for which the grant is received
o Placed in the contingency fund for future matches or cost overruns
o Placed in an emergency fund for unanticipated projects
Community Development Block Grant (CDBG) Funds
A comprehensive program for all capital projects in the CDBG target area will be presented to
the CDBG Committee.
223
City of Evanston
2018 Capital Improvement Program
Project Title Carryover FY 2017
GO Bond
FY 2018
GO Bond Water Fund Sewer Fund IEPA Loan MFT Fund Federal Funds Other Funds TIF Funding Parking
Fund Total Funding Notes
STREET RESURFACING, WATER MAIN AND SEWER
Major Projects
Sheridan Road/Chicago Avenue Const Engr Ph III 280,000$ 200,000$ 480,000$
Sheridan Road/Chicago Avenue, Grove to Isabella $ 4,820,000 1,600,000$ 2,150,000$ 235,000$ 8,805,000$
Main Street, Maple to Hinman Design Engr Ph I/II 380,000$ 120,000$ 500,000$
Main Street Commons/Corridor - Engr Svcs $ 30,000 4,000$ 100,000$ 134,000$
Main Street Commons/Corridor - Construction 900,000$ 300,000$ 1,200,000$
Howard Street Corridor, Dodge to Custer - Original Scope 10,000$ 103,000$ 240,000$ 353,000$ $240k STP Funding
Howard Street Corridor, Dodge to Custer - Extended Scope 105,000$ 105,000$
Street Resurfacing -$
SR - MFT - Colfax, Ridge to Sherman 180,000$ 180,000$
SR - MFT - Chicago, Howard to Hamilton (patching only) 160,000$ 160,000$
SR - MFT - Hinman, Keeney to Kedzie 220,000$ 220,000$
SR - MFT - Lake, Sherman to Chicago 130,000$ 130,000$
SR - MFT - Lake, Chicago to Hinman 100,000$ 100,000$
SR - MFT - Monroe, Asbury to Ridge 190,000$ 190,000$
SR - MFT - Thayer, McDaniel to Walnut 130,000$ 130,000$
SR - MFT - South, Custer to Callan 90,000$ 90,000$
SR - CDBG - Crain, McDaniel to East End 290,000$ 290,000$ CDBG application
Water Main -$
WM - 30" Downtown Feeder Main Rehab - Engr Svcs 190,000$ 190,000$ IEPA Water SRF Loan
WM - 30" Downtown Feeder Main Rehab - Const 6,000,000$ 6,000,000$ IEPA Water SRF Loan
WM - Colfax, Bryant to Ridge 170,000$ 380,000$ 550,000$
WM - Colfax Place, Crawford to East End 140,000$ 140,000$
WM - Dewey, Lake to Church 210,000$ 640,000$ 850,000$
WM - Dodge, Howard to Mulford 610,000$ 610,000$
WM - Madison Place, Hartrey to West End 550,000$ 550,000$
WM - Lining Small Dia Mains on Private Easement 1,300,000$ 1,300,000$ IEPA Water SRF Loan
WM - Inspection of Large Diameter Mains 650,000$ 650,000$
Drinking Fountain Replacement 150,000$ 150,000$
Emerson St Water Meter Vault - Engr Svcs 131,000$ 131,000$
Emerson St Water Meter Vault - Construction 1,250,000$ 1,250,000$
Lincolnwood Connection and Meter Vault - Engr Svcs 150,000$ 150,000$
224
City of Evanston
2018 Capital Improvement Program
Project Title Carryover FY 2017
GO Bond
FY 2018
GO Bond Water Fund Sewer Fund IEPA Loan MFT Fund Federal Funds Other Funds TIF Funding Parking
Fund Total Funding Notes
Sewer Rehabilitation -$
Sewer - CIPP Rehabilitation 675,000$ 675,000$
Sewer - Emergency Sewer Repairs 75,000$ 75,000$
Sewer - Repairs on Street Improvements 150,000$ 150,000$
Sewer - Sewer Extension for Alley Improvements 60,000$ 60,000$
Sewer - Drainage Structure Lining 160,000$ 160,000$
Sewer - Stormwater Mgmt Improvements 100,000$ 100,000$
Sewer - Stormwater Master Plan Improvements 100,000$ 100,000$
Sewer - Hinman Relief Sewer Ext Ph 2 300,000$ 300,000$
Sewer - Large Dia Rehab - Mulford Ph 2 $ 365,330 365,330$
Sewer - Large Dia Rehab - Greenleaf 1,700,000$ 1,700,000$ IEPA Sewer SRF Loan
TOTAL STREETS, SEWER, WATER MAIN PROJECTS 4,850,000$ 14,000$ 3,848,000$ 7,121,000$ 1,855,000$ 9,555,330$ 1,500,000$ 530,000$ -$ -$ -$ 29,273,330$
OTHER TRANSPORTATION
Major Projects
Bridge Inspection 30,000$ 30,000$
Dodge Ave Bus Stop Pilot 50,000$ 50,000$
Central Street Bridge - Engr Svcs Ph II Design 20,000$ 100,000$ 400,000$ 520,000$ $400k STP-BR reimbursement
Comprehensive Signs 75,000$ 75,000$ Parking Fund
Pavement Condition Survey 250,000$ 250,000$
Survey Benchmark Update 50,000$ 50,000$
Traffic Signals - Emerson @ Maple/Elgin/Benson/Dodge - Engr Svcs
Ph II Design $ 35,000 64,000$ 99,000$ Remaining PUD fees of $64k, Ord.45-O-07
Annual Projects -$
CTA/UP Viaduct Beautificatin Pilot Project 25,000$ 25,000$ Good Neighbor Fund
General Phase I Engineering 50,000$ 30,000$ 80,000$
Street Impr Program (Lighting, Pavement Marking)175,000$ 175,000$
Street Patching Program 600,000$ 600,000$
Street Rejunvenation Pilot 50,000$ 50,000$
Traffic Calming, Bicycle and Ped Improvements 300,000$ 300,000$
Viaduct Painting 600,000$ 600,000$
Alley Improvements -$
North of Payne, East of McDaniel 250,000$ 250,000$ 500,000$ $250,000 from SA fund.
CDBG - North of Emerson, West of Jackson 210,000$ 210,000$ CDBG Application
North of Grove, East of Dodge 140,000$ 140,000$ Waste Transfer Station Settlement
North of Davis, East of Dodge 200,000$ 200,000$ Waste Transfer Station Settlement
North of Church, East of Darrow 120,000$ 120,000$ Waste Transfer Station Settlement
Parking Lot Projects -$
PL - James Park North Lot 800,000$ 800,000$
TOTAL TRANSPORTATION PROJECTS 55,000$ -$ 2,965,000$ 30,000$ -$ -$ -$ 610,000$ 339,000$ -$ 875,000$ 4,874,000$
225
City of Evanston
2018 Capital Improvement Program
Project Title Carryover FY 2017
GO Bond
FY 2018
GO Bond Water Fund Sewer Fund IEPA Loan MFT Fund Federal Funds Other Funds TIF Funding Parking
Fund Total Funding Notes
PARKS
Beck Park Expansion/Shore School 400,000$ 400,000$
Church Street Harbor - South Pier - Engr Svcs 25,000$ 25,000$
Church Street Harbor - South Pier - Construction 600,000$ 600,000$
Fountain Square Renovations - Engr Svcs 70,000$ 9,000$ 79,000$
Fountain Square Renovations - Construction 236,307$ 3,500,000$ 3,736,307$ Washington National TIF
Garden Park - Engr Svcs 75,000$ 75,000$
Harbert Park - Basketball Court Reconstruction 100,000$ 100,000$
Lovelace Park - Pond Rehabilitation 100,000$ 100,000$ 2016 GOB
James Park - Field Lighting 400,000$ 400,000$
Parks Contingency 75,000$ 75,000$
TOTAL PARKS PROJECTS 170,000$ 245,307$ 1,550,000$ -$ -$ -$ -$ -$ 100,000$ 3,500,000$ -$ 5,590,307$
FACILITIES
Animal Shelter Programming Study 50,000$ 50,000$
Electrical Improvements per Arc Flash Requirements 150,000$ 150,000$
Chandler - HVAC Improvements - Constr 27,000$ 27,000$ $47,943 2017 GOB
Chander - Electrical/HVAC - Engr Svcs $ 35,000 35,000$
Chandler - Electrical Upgrades 65,000$ 334,000$ 301,978$ 700,978$ $33,022 2014 GOB, $301,978 2014 GOB
Civic Center - Boiler Replacement - Engr Svcs 100,000$ 100,000$
Civic Center - Elevator Upgrades 310,000$ 310,000$
Crown Center - Arch/Engr Svcs $ 520,000 1,113,000$ 1,633,000$
Crown Center - Construction 5,367,000$ 2,633,000$ 8,000,000$ Fundraising Revenues
Ecology Center - Crawl Space Impr - Engr Svcs 50,000$ 50,000$
Energy Efficiency Improvements $ 100,000 50,000$ 150,000$
Facilities Contingency 450,000$ 450,000$
Fire Station 2 - Bunkroom Upgrades 30,000$ 30,000$
Fire Station 2 - Roof Replacement 220,000$ 220,000$
Fleetwood - HVAC and Electrical - Engr Svcs $ 35,000 35,000$
Fleetwood - HVAC and Electrical - Const 900,000$ 700,000$ 362,000$ 1,962,000$ $362k from 2016 GOB (incl. gym floor budget)
Fleetwood - Interior Improvements 325,000$ 325,000$
Howard Street Theater 1,730,000$ 1,730,000$
$1.482M Howard-Ridge TIF +$205k
Theo Ubique
Mason Park - Roofing / Exterior Impr 110,000$ 110,000$ CDBG Application
Noyes - Hallway and Basement Common Area Impr 200,000$ 200,000$ Noyes Tenant Fund
Service Center - Parking Deck Membrane and Joint Repairs - Const 500,000$ 500,000$
Service Center - Parking Deck Membrane and Joint Repairs - Engr
Svcs $ 27,000 27,000$
Service Center - Tuckpointing/Windows Bldg B/C 450,000$ 450,000$
Sherman Avenue Garage - Lighting Upgrade 700,000$ 700,000$
Sherman Avenue Garage - Paint Rehab 500,000$ 500,000$
TOTAL FACILITIES PROJECTS 717,000$ 1,122,000$ 9,744,000$ -$ -$ -$ -$ 110,000$ 3,821,978$ 1,730,000$ 1,200,000$ 18,244,978$
226
City of Evanston
2018 Capital Improvement Program
Project Title Carryover FY 2017
GO Bond
FY 2018
GO Bond Water Fund Sewer Fund IEPA Loan MFT Fund Federal Funds Other Funds TIF Funding Parking
Fund Total Funding Notes
MISCELLANEOUS
Cameras - Parking Garages 375,000$ 375,000$
Cameras - Police 525,000$ 525,000$ $325k 2015GOB, $200k 2016GOB
Cybersecurity Alignment Study 50,000$ 50,000$
Network Switch Reliability 115,000$ 115,000$
Engineering transfer to General Fund 500,000$ 500,000$
Public Art - Neighborhood Public Art 88,898$ 61,000$ 75,000$ 224,898$
Public Art - Cultural Art Master Plan 50,000$ 50,000$
Environmental Monitoring Study 25,000$ 25,000$ Waste Transfer Station Settlement
Environmental Monitoring Equipment 167,500$ 167,500$ Waste Transfer Station Settlement
TOTAL MISCELLANEOUS PROJECTS 613,898$ 276,000$ 575,000$ -$ -$ -$ -$ -$ 192,500$ -$ 375,000$ 2,032,398$
WATER TREATMENT, STORAGE AND BILLING
South Standpipe - Motor Control Center - Const 325,000$ 325,000$
South Standpipe - Motor Control Center - Engr Svcs 35,000$ 35,000$
WTP - 36/42 Intake Replacement - Engr Svcs 600,000$ 600,000$ IEPA Water SRF Loan
WTP - Exterior Door Improvements 130,000$ 130,000$
WTP - Fire Sprinkler Syst Upgrade 1 - Engr Svcs 50,000$ 50,000$
WTP - Laboratory Expansion - Engr Svcs 150,000$ 150,000$
WTP - Retail Water Meter Replacement Program 800,000$ 800,000$
WTP - Settling Basins 1 and 2 Rehab - Engr Svcs 50,000$ 50,000$
WTP - Treated Water Storage Replacement - Construction 12,200,000$ 12,200,000$ IEPA Water SRF Loan
WTP - Treated Water Storage Replacement - Engineering 300,000$ 300,000$ IEPA Water SRF Loan
TOTAL WATER TREATMENT PROJECTS -$ -$ -$ 1,540,000$ -$ 13,100,000$ -$ -$ -$ -$ -$ 14,640,000$
SUMMARY
Carryover
FY 2017
GO Bond
FY 2018
GO Bond Water Fund Sewer Fund IEPA Loan MFT Fund Federal Funds
Other Funds/
Reserves TIF Funding
Parking
Fund TOTAL
Street Resurfacing, Water Main, Sewer Projects 4,850,000$ 14,000$ 3,848,000$ 7,121,000$ 1,855,000$ 9,555,330$ 1,500,000$ 530,000$ -$ -$ -$ 29,273,330$
Other Transportation 55,000$ -$ 2,965,000$ 30,000$ -$ -$ -$ 610,000$ 339,000$ -$ 875,000$ 4,874,000$
Parks 170,000$ 245,307$ 1,550,000$ -$ -$ -$ -$ -$ 100,000$ 3,500,000$ -$ 5,565,307$
Facilities 717,000$ 1,122,000$ 9,744,000$ -$ -$ -$ -$ 110,000$ 3,821,978$ 1,730,000$ 1,200,000$ 18,444,978$
Miscellaneous 613,898$ 276,000$ 575,000$ -$ -$ -$ -$ -$ 192,500$ -$ 375,000$ 2,032,398$
Water Treatment, Storage and Billing -$ -$ -$ 1,540,000$ -$ 13,100,000$ -$ -$ -$ -$ -$ 14,640,000$
TOTAL 2017 CITY PROJECTS 6,405,898$ 1,657,307$ 18,682,000$ 8,691,000$ 1,855,000$ 22,655,330$ 1,500,000$ 1,250,000$ 4,453,478$ 5,230,000$ 2,450,000$ 74,830,013$
LIBRARY
Main Library - Renovation 8,000,000 8,000,000$ Library GOB Debt
Main Library - Phase IV Weatherproofing (Final Phase)380,000 380,000$ Library GOB Debt
Main Library - Concrete walkways and steps 50,000 50,000$ Library GOB Debt
Main Library - Entryways 225,000 225,000$ Library GOB Debt
Main Library - Storefront glazing (east/south entryways)100,000 100,000$ Library GOB Debt
Main Library - Dock garage doors, openers and controls 30,000 30,000$ Library GOB Debt
Main Library - Artwork cleaning 10,000 10,000$ Library GOB Debt
Main Library - Clock replacement (mechanical)25,000 25,000$ Library GOB Debt
Robert Crown Community Center Library 1,250,000 1,250,000$ Library GOB Debt
Refresh of Library Building Reserve Study (2014) 25,000 25,000$
TOTAL LIBRARY PROJECTS -$ -$ 10,095,000$ -$ -$ -$ -$ -$ -$ -$ -$ 10,095,000$
TOTAL 2018 CIP 6,405,898$ 1,657,307$ 28,777,000$ 8,691,000$ 1,855,000$ 22,655,330$ 1,500,000$ 1,250,000$ 4,453,478$ 5,230,000$ 2,450,000$ 84,925,013$
227
City of Evanston
Projected FY 2019 - FY 2022 Capital Improvement Program
FY 2019
Projected
FY 2020
Projected
FY 2021
Projected
FY 2022
Projected
4-YEAR
TOTAL NOTES (list funding sources if not GOB)
STREET RESURFACING, WATER MAIN AND SEWER
Major Projects
Main Street, Maple to Hinman Construction/Const Engr 5,000,000$ 5,000,000$ $1.5M GOB, $3.5M Chicago Main TIF
Main Street Commons Intersection - Phase I Construction 900,000$ 900,000$ Incl. $200k from Sewer
Howard Street Corridor, Dodge to Custer - Original 3,450,000$ 3,450,000$ $2.45M STP;$0.95M 2019 GOB
Howard Street Corridor, Dodge to Custer - Extended 1,625,000$ 1,625,000$ 2019 GOB
Chicago Ave Corridor Impr, Howard to Main 100,000$ 150,000$ 2,000,000$ 2,250,000$
Chicago Ave Corridor Impr, Main to Hamilton 25,000$ 50,000$ 75,000$
Chicago Ave Corridor Impr, Hamilton to Dempster 900,000$ 900,000$
Street Resurfacing
SR - CIP Funded - Future Years 500,000$ 1,300,000$ 1,000,000$ 1,000,000$ 3,800,000$ CDBG
SR - MFT Funded - Future Years 1,100,000$ 1,100,000$ 1,100,000$ 1,100,000$ 4,400,000$ MFT
SR - CDBG Funded - Future Years 350,000$ 350,000$ 350,000$ 350,000$ 1,400,000$ CDBG
Water Main
WM - 30" Downtown Feeder Main Rehabilitation 1,020,000$ 1,020,000$ IEPA SRF Loan
WM - Water Funded - Future Years 3,814,000$ 3,928,000$ 4,046,000$ 4,167,000$ 15,955,000$ Water Fund
WM - Lining Small Dia Mains on Private Easements - B 1,200,000$ 1,200,000$ Water Fund
WM - Lining of Large Dia Mains 1,700,000$ 1,700,000$ Water Fund
Drinking Fountain Replacement 240,000$ 240,000$ 480,000$ Water Fund
Lincolnwood Connection and Meter Vault - Engr Svcs 240,000$ 240,000$ 480,000$ Water Fund
Sewer
Sewer - CIPP Rehabilitation 700,000$ 725,000$ 750,000$ 775,000$ 2,950,000$ Sewer Fund
Sewer - Emergency Sewer Repairs 75,000$ 75,000$ 75,000$ 75,000$ 300,000$ Sewer Fund
Sewer - Repairs on Street Improvements 155,000$ 160,000$ 165,000$ 170,000$ 650,000$ Sewer Fund
Sewer - Sewer Extension for Alley Improvements 150,000$ 150,000$ 150,000$ 150,000$ 600,000$ Sewer Fund
Sewer - Drainage Structure Lining 165,000$ 170,000$ 180,000$ 190,000$ 705,000$ Sewer Fund
Sewer - Stormwater Mgmt Improvements 100,000$ 100,000$ 100,000$ 200,000$ 500,000$ Sewer Fund
Sewer - Stormwater Master Plan Improvements 100,000$ 100,000$ 100,000$ 200,000$ 500,000$ Sewer Fund
Sewer - Large Dia Rehab - Phase 2A 1,300,000$ 1,300,000$ 2,600,000$ IEPA SRF Loan
Sewer - Large Dia Rehab - Phase 2B 2,000,000$ 2,000,000$ 4,000,000$ IEPA SRF Loan
Sewer - Large Dia Rehab - Dodge Avenue 195,000$ 195,000$ Dodge-Dempster TIF
Sewer - Custer Ave Relief Sewer Ext 280,000$ 280,000$ Chicago-Main TIF
Sewer - Small Dia Rehab - Chicago Main TIF 225,000$ 225,000$ Chicago-Main TIF
TOTAL STREETS, SEWER, WATER MAIN PROJECTS 17,909,000$ 15,318,000$ 11,586,000$ 13,327,000$ 58,140,000$
OTHER TRANSPORTATION
Major Projects
Central Street Bridge Engr, Phase III 600,000$ 600,000$
Central Street Bridge Construction 5,500,000$ 5,500,000$
ETHS/Church St Bike Path, Grey to McCormick 250,000$ 2,000,000$ 2,250,000$
Bridge Inspection 50,000$ 50,000$
Lincoln Street Bridge 700,000$ 6,000,000$ 6,700,000$
Traffic Signal - Emerson@ Maple/Elgin/Benson/Dodge 1,250,000$ 1,250,000$
Traffic Signal - Sherman@ Grove 300,000$ 300,000$
Traffic Signa Replacement - Future 100,000$ 700,000$ 1,000,000$ 1,000,000$ 2,800,000$
Annual Projects
General Phase I Engineering 80,000$ 80,000$ 80,000$ 80,000$ 320,000$
Traffic Calming, Bicycle & Ped Improvements 310,000$ 320,000$ 330,000$ 340,000$ 1,300,000$
Street Improvement Program (Lighting, Pavement Marking) 210,000$ 220,000$ 230,000$ 240,000$ 900,000$
Sidewalk Gap Reductions 200,000$ 200,000$ 200,000$ 600,000$
Street Rejuvenation Pilot 300,000$ 160,000$ 165,000$ 170,000$ 795,000$
Street Patching Program 610,000$ 620,000$ 630,000$ 640,000$ 2,500,000$
Alley Improvements
Alley Paving 650,000$ 775,000$ 900,000$ 900,000$ 3,225,000$ 50% Funded by SSA
Alley Paving - CDBG Funded - Future Years 450,000$ 450,000$ 450,000$ 450,000$ 1,800,000$ CDBG Funded
North of Lyons, East of Darrow 190,000$ 190,000$ Waste Transfer Station Fund
Parking Lot Projects
PL - Parking Lot No. 51 (Noyes Center/Tallmadge Park) 350,000$ 350,000$ Parking Fund
PL - Parking Lot No. 54 (Poplar & Central) 450,000$ 450,000$ Parking Fund
PL - Surface Parking Lot Rehabilitation - Future Years 560,000$ 570,000$ 580,000$ 590,000$ 2,300,000$ Parking Fund
-$
TOTAL TRANSPORTATION PROJECTS 11,610,000$ 5,095,000$ 10,865,000$ 6,610,000$ 34,180,000$
228
City of Evanston
Projected FY 2019 - FY 2022 Capital Improvement Program
FY 2019
Projected
FY 2020
Projected
FY 2021
Projected
FY 2022
Projected
4-YEAR
TOTAL NOTES (list funding sources if not GOB)
PARKS
Community Parks
Beck Park Expansion/Shore School Site 1,900,000$ 1,900,000$
Church Street Harbor - Phase 3 Renovations 700,000$ 700,000$
Clark Street Beach - Boardwalk 700,000$ 700,000$
Clark Street Beach - Great Lawn 2,000,000$ 2,000,000$
Foster Field Athletic Field Improvements 700,000$ 700,000$
James Park - Artificial Turf Field 150,000$ 2,550,000$ 2,700,000$
James Park - Entry Renovations 300,000$ 300,000$
James Park - Pathway Lighting 790,000$ 790,000$
James Park - Pathway Reconstruction 910,000$ 910,000$
James Park - Phase 3 Field Improvements 1,500,000$ 1,500,000$
James Park - Play Equipment Replacement 250,000$ 250,000$
Lakefront - Pedestrian Path Reconstruction 640,000$ 640,000$
Lakefront - Portable Stage 130,000$ 130,000$
Lakefront - Water Park Play Feature 300,000$ 300,000$
Lovelace Park - Path Repairs 100,000$ 100,000$
Lovelace/Mason/James - Tennis Court Resurfacing 120,000$ 120,000$ 120,000$ 360,000$
Strategic Plan - Parks and Community Centers 100,000$ 100,000$
Twiggs Park - Renovation (soccer/parking)400,000$ 400,000$ 400,000$ 1,200,000$
Twiggs Park - Shelter Restoration 60,000$ 60,000$
Parks Contingency 100,000$ 100,000$ 100,000$ 100,000$ 400,000$
Neighborhood Parks
Chandler Park Playground 500,000$ 500,000$ Should coordinate cost share with hospital
Garden Park Renovations 500,000$ 500,000$
Grey Park Renovations 875,000$ 875,000$
McCullough Park Renovations 825,000$ 825,000$
Cartwright Park Renovations 760,000$ 760,000$
Independence Park Renovations 775,000$ 775,000$
Fitzsimons Park Renovations 450,000$ 450,000$
Larimer Park Renovations 680,000$ 680,000$
Philbrick Park Renovation 500,000$ 500,000$
Southwest Park Renovations 400,000$ 400,000$
Tallmage Park - Renovations 500,000$ 500,000$
Pocket Parks
Hobart Park - Renovations 400,000$ 400,000$
St. Paul's Park - Renovations 500,000$ 500,000$
TOTAL PARKS 7,365,000$ 5,760,000$ 5,095,000$ 5,185,000$ 23,405,000$
FACILITIES
Animal Shelter Renovations 2,000,000$ 2,000,000$
Arc Flash Study at City Bldgs 150,000$ 150,000$
Beach House - Exterior Envelope - carpentry, tuckpointing,
roofing (south blvd, lighthouse landing)150,000$ 150,000$
Chandler - ADA Accessibility (replace 4 doors + hardware)40,000$ 40,000$
Chandler - Gym Floor Refinishing + Hallway 150,000$ 150,000$
Chandler - HVAC Improvements - Construction 580,000$ 580,000$
Chandler - Racquetball Court Conversion 500,000$ 500,000$
Chandler - Replace Fire Panel 30,000$ 30,000$
Chandler - Replace Security Alarm Panel 30,000$ 30,000$
Chandler - Roofing Repairs 240,000$ 240,000$
Civic Center - ACM Flooring 75,000$ 75,000$ 150,000$
Civic Center - ADA Improvements (door hardware)100,000$ 100,000$
Civic Center - Boiler Replacement 900,000$ 900,000$
Civic Center - Electrical Panels / Distribution Upgrades 500,000$ 500,000$
Civic Center - Fire Protection Upgrades 1,500,000$ 1,500,000$
Civic Center - HVAC Improvements 1,500,000$ 1,500,000$
Civic Center - Restroom Improvements 800,000$ 800,000$ 1,600,000$
Civic Center - Window Repairs/Replacement 250,000$ 250,000$ 500,000$
229
City of Evanston
Projected FY 2019 - FY 2022 Capital Improvement Program
FY 2019
Projected
FY 2020
Projected
FY 2021
Projected
FY 2022
Projected
4-YEAR
TOTAL NOTES (list funding sources if not GOB)
Crown Center - Construction Management 2,000,000$ 250,000$ 2,250,000$
Crown Center - Building Construction 14,000,000$ 6,000,000$ 20,000,000$
Crown Center - Site Construction 4,000,000$ 3,000,000$ 7,000,000$
Ecology Center - Crawl Space Improvements 420,000$ 420,000$
Ecology Center - Lighting Upgrades 30,000$ 30,000$
Ecology Center - Parking Lot Lighting 75,000$ 75,000$
Ecology Center - Parking Lot Resurfacing 100,000$ 100,000$
Ecology Center - Restroom Renovations 150,000$ 150,000$
Ecology Center - Security System Improvements 20,000$ 20,000$
Ecology Center - Wood Floor Replacement 60,000$ 60,000$
Energy Efficiency Improvements 50,000$ 75,000$ 75,000$ 75,000$ 275,000$
Facilities Contingency 500,000$ 500,000$ 500,000$ 500,000$ 2,000,000$
Fire Station 2 - Emergency Generator Replacement 500,000$ 500,000$
Fire Station 2 - Lighting Upgrade 50,000$ 50,000$
Fire Station 2 - Restroom Upgrades 500,000$ 500,000$
Fire Station 2 - Second Floor Rehabilitation 1,000,000$ 1,000,000$
Fire Station 3 - Flooring Upgrade 20,000$ 20,000$
Fire Station 3 - HVAC Improvements 75,000$ 75,000$ 150,000$
Fire Station 4 - Roof Replacement 80,000$ 80,000$
Fleetwood - Auditorium Renovation (incl ADA access)100,000$ 100,000$
Fleetwood - Entrance Lobby 100,000$ 100,000$
Fleetwood - Miscellaneous Improvements 100,000$ 100,000$
Fleetwood - Office Renovation 100,000$ 100,000$
Fleetwood - Stage 100,000$ 100,000$
Fleetwood - Upstairs Office Renovation 100,000$ 100,000$
Gibbs Morrison - Roofing Replacement 150,000$ 150,000$
James Park Field House - Restroom Renovations 115,000$ 115,000$
Levy Center - Draperies 100,000$ 100,000$
Levy Center - Entryway Air Barrier 30,000$ 30,000$
Levy Center - Exterior Bollard Light Replacement 30,000$ 30,000$
Levy Center - Exterior Louver Replacements 150,000$ 150,000$
Levy Center - Flooring Upgrade - Tiles, Carpet, Fitness Room 40,000$ 40,000$
Levy Center - HVAC 300,000$ 300,000$
Levy Center - Kitchen 250,000$ 250,000$
Levy Center - Lighting Upgrade 50,000$ 50,000$
Levy Center - Office Renovations 200,000$ 200,000$
Levy Center - Retractable Wall Replacement 20,000$ 20,000$
Levy Center - Sewer Service Replacement 100,000$ 100,000$
Levy Center - Upgrade BAS 30,000$ 30,000$
Levy Center Courtyard - Rubberized Surfacing 50,000$ 50,000$
Lovelace Park - Roofing Replacement 75,000$ 75,000$
Maple Street Garage - Through Wall Flashing Repairs 150,000$ 150,000$ Parking Fund
Noyes - Basement 200,000$ 200,000$
Noyes - Hallway Floor Refinishing and Repair 110,000$ 110,000$
Noyes - HVAC and Unit Heaters 100,000$ 1,200,000$ 1,300,000$
Noyes - Paint & Plaster Repair 160,000$ 160,000$
Noyes - Parking Lot Rehabilitation 300,000$ 300,000$ Parking Fund
Noyes - Security System (alarm and cameras)30,000$ 30,000$
Park Fieldhouses - Exterior Envelope - carpentry, tuckpointing,
roofing (bent, baker, leahy, lovelace)150,000$ 150,000$
Park Fieldhouses - HVAC 50,000$ 50,000$
Park Fieldhouses Restrooms (ackerman, baker, bent, lagoon,
leahy, lovelace)600,000$ 600,000$ 135K - lighthouse landing
Parking Garages - Concrete Repairs 300,000$ 300,000$ Parking Fund
Parking Garages - Joint Repairs 600,000$ 600,000$ Parking Fund
Parking Garages - Silane Sealer / Striping 1,400,000$ 1,400,000$ Parking Fund
Parking Garages - Steel Repairs 300,000$ 300,000$ Parking Fund
Parking Garages - Traffic Coating / Striping 1,400,000$ 1,400,000$ Parking Fund
Police Fire HQ - Chillers 500,000$ 500,000$
Police Fire HQ - Elmwood Lot Lighting Impr and Resurfacing 400,000$ 400,000$
Police Fire HQ - Emergency Generator Replacement 500,000$ 500,000$
230
City of Evanston
Projected FY 2019 - FY 2022 Capital Improvement Program
FY 2019
Projected
FY 2020
Projected
FY 2021
Projected
FY 2022
Projected
4-YEAR
TOTAL NOTES (list funding sources if not GOB)
Police Fire HQ - Exterior Lighting Improvements 100,000$ 100,000$
Police Fire HQ - Exterior Signage 50,000$ 50,000$
Police Fire HQ - Fire Prevention System Repairs 100,000$ 100,000$
Police Fire HQ - Flooring Upgrade 20,000$ 20,000$
Police Fire HQ - Foundation Repair 50,000$ 50,000$
Police Fire HQ - Furniture Upgrade 30,000$ 30,000$
Police Fire HQ - Interior Entry 100,000$ 100,000$
Police Fire HQ - Lake Street Parking Lot Security & Resurf 200,000$ 200,000$
Police Fire HQ - Roof Repair 25,000$ 25,000$
Police Fire HQ - RTU1 250,000$ 250,000$
Police Fire HQ - Security Door Improvement 60,000$ 60,000$
Police Fire HQ - Underground Pits and Waste Line Replacemen 100,000$ 100,000$
Roofing Repairs - Miscellaneous Facilities 75,000$ 75,000$
Service Center - ADA Improvements 400,000$ 400,000$
Service Center - BAS Replacement 100,000$ 100,000$
Service Center - Energy Efficiency Lighting Improvements 200,000$ 200,000$
Service Center - HVAC Replacement (Bldgs A and D)125,000$ 600,000$ 725,000$
Service Center - Overhead Door Replacements 1,125,000$ 1,125,000$
Service Center - Restroom Renovations 200,000$ 200,000$
Sherman Avenue Garage - Paint Rehabilitation 300,000$ 800,000$ 1,100,000$ Parking Fund
TOTAL FACILITIES PROJECTS 33,235,000$ 17,030,000$ 6,240,000$ 4,545,000$ 61,050,000$
MISCELLANEOUS
Engineering Transfer to General Fund 500,000 500,000$ 500,000$ 500,000$ 2,000,000$
IT Infrastructure - Future Years 150,000 150,000$ 150,000$ 150,000$ 600,000$
TOTAL MISCELLANEOUS PROJECTS 650,000$ 650,000$ 650,000$ 650,000$ 2,600,000$
WATER TREATMENT, STORAGE AND BILLING
Dist Sys - Retail Water Meter Replacement Program 1,200,000$ 1,200,000$ Water Fund
WTP - 36/42 Intake Replacement - Const 15,000,000$ 10,000,000$ 25,000,000$ IEPA SRF Loan
WTP - 36/42 Intake Replacement - Engr Svcs 600,000$ 200,000$ 200,000$ 1,000,000$ Water Fund
WTP - Filter Freight Elevator and Controls Rehab 500,000$ 500,000$ Water Fund
WTP - Filtration Reliability Improvement - Construction 2,750,000$ 2,750,000$ IEPA SRF Loan
WTP - Filtration Reliability Improvement - Engr Svcs 250,000$ 200,000$ 450,000$ IEPA SRF Loan
WTP - Fire Sprinkler System Upgrade 1 - Construction 200,000$ 200,000$ Water Fund
WTP - Fire Sprinkler System Upgrade 1 - Engr Svcs 30,000$ 30,000$ Water Fund
WTP - Fire Sprinkler System Upgrade 2 - Construction 250,000$ 250,000$ Water Fund
WTP - Fire Sprinkler System Upgrade 2 - Engr Svcs 50,000$ 30,000$ 80,000$ Water Fund
WTP - Laboratory Expansion - Construction 1,250,000$ 1,250,000$ Water Fund
WTP - Laboratory Expansion - Eng Svcs 150,000$ 150,000$ Water Fund
WTP - Reliability Improvements - Phase 2 2,500,000$ 2,500,000$ IEPA SRF Loan
WTP - Settling Basin 1/2 Rehabilitation - Construction 375,000$ 375,000$ Water Fund
WTP - Settling Basin 1/2 Rehabilitation - Engr Svcs 30,000$ 30,000$ Water Fund
WTP - Treated Water Storage Replacement - Construction 7,000,000$ 7,000,000$ IEPA SRF Loan
WTP - Treated Water Storage Replacement - Engr Svcs 200,000$ 200,000$ IEPA SRF Loan
TOTAL WATER TREATMENT PROJECTS 10,585,000$ 19,350,000$ 10,250,000$ 2,780,000$ 42,965,000$
SUMMARY NOTES (list funding sources if not GOB)
Street Resurfacing, Water Main, Sewer Projects 17,909,000$ 15,318,000$ 11,586,000$ 13,327,000$ 58,140,000$
Other Transportation 11,610,000$ 5,095,000$ 10,865,000$ 6,610,000$ 34,180,000$
Parks 7,365,000$ 5,760,000$ 5,095,000$ 5,185,000$ 23,405,000$
Facilities 33,235,000$ 17,030,000$ 6,240,000$ 4,545,000$ 61,050,000$
Miscellaneous 650,000$ 650,000$ 650,000$ 650,000$ 2,600,000$
Water Treatment, Storage and Billing 10,585,000$ 19,350,000$ 10,250,000$ 2,780,000$ 42,965,000$
TOTAL CIP 2018 - 2021 81,354,000$ 63,203,000$ 44,686,000$ 33,097,000$ 222,340,000$
231
PART VII
COMPREHENSIVE
PERFORMANCE
MEASUREMENT
232
City of Evanston Citywide Performance Measures FY 2018
Number of IT requests per year 8500 7957 8000
IT responses with eight hours 85% 76% 85%
Average backlog of IT open requests 20% 19.5% 18%
Number of parking tickets issued 83,000 90,000 100,000
Number of e-mail and text alert subscribers for street cleaning notifications N/A 22,052 N/A 22,200
Number of service request received by 311 Staff 8500 8300 8500
Number of administrative services assumed by 311 7 8 10
Number of subscribers to City communication channels (through 9-1-17) 100,000 115,027 116,000
Number of citizen engagement events and/or activities 110 107 110
Average review time of Single Family & Accessory Structures 20 days 18.25
days
20 days
Average review time of Commercial & Accessory Structures 20 days N/A No
Applications
Received
20 days
Average review time of Planned Developments by Plan Commission 60 days 60 days 60 days
Average review time of Certificates of Appropriateness by Historic Preservation Commission <45 days <45
days
<45
days
Average review time of Variation & Special Use permit cases by Zoning Board of Appeals 30 days 30 days 30 says
Percentage of grant-funded programs/projects progressing as planned 85% 87% 85%
Number of housing units (owner and rental) substantially rehabbed 9 15 12
Fire incidents confined to room of origin 65% 65% 65%
2017
Target
2017
Actual
Target
Met?
2018
Goal
2017
Target
2017
Actual
Target
Met? 2018
Goal
2017
Target
2017
Actual
Target
Met? 2018
Goal
2017
Target
2017
Actual
Target
Met?
2018
Goal
233
City of Evanston Citywide Performance Measures FY 2018
Job related vehicle crashes, deemed preventable, per 100 members in a one-year period <5 14 <5
Sworn and civilian FTE's per 1,000 population 1.4 1.4 1.4
Emergency response time (in seconds) 240 201 240
Turnout time for emergency alarms (in seconds) <70 67 <70
Estimated property value preserved 90% 99% 93%
Number of Food Borne Illness investigations and Food related complaints 85 84 80
Track local trends in testing sites for lead, childhood blood lead screening rates, and incidence in
childhood lead poisoning rates
10 10 6
Number of restaurant, temporary food and farmer's market inspections 1621 1274 1300
Traffic prosecution cases 2,200 1,489 2,700
Administrative review cases 8 1 3
Ordinances and resolutions written and/or reviewed 280 177 250
Cases that had a pre-trial disposition or were tried to verdict 5 3 4
Percentage of citizens who rated library service as satisfactory 98% 98% 98%
Percentage of library users who rate the helpfulness and the general attitude of library staff as
satisfactory
98% 98% 98%
Percentage of library users who rated the availability of library materials as satisfactory 93% 93% 93%
Number of items circulated per resident 14% 14% 14%
Number of dollars spent for materials acquisition per resident $11.59 $11.68 $11.68
Number of meeting room requests and estimated attendees 10,500/7
5,000
9,500/7
0.000
8,500/63,
000
2017
Target
2017
Actual
Target
Met?
2018
Goal
2017
Target
2017
Actual
Target
Met?
2018
Goal
2017
Target
2017
Actual
Target
Met?
2018
Goal
234
City of Evanston Citywide Performance Measures FY 2018
Percentage of applicants for youth employment and vocational training opportunities who received
such opportunities
85% 80% 85%
Total recreation program & activity participation and community service outreach clients 135,000 173,000 175,000
Evaluate employee and employer satisfaction with youth employment programs 97% 95% 97%
Attendance at PR&CS special events and park permit 52,000 42,000 40,000
User satisfaction rate of Recreation facilities (condition, safety and cleanliness, etc.) 90% 85% 87%
Victim Services follow-ups on crime related investigations 1200 900 1400
Victim Services follow-ups on non-crime related investigations 850 700 850
Quantity of illicit drugs seized 400 345 400
Quantity of firearms seized 100 59 50
In-house design of CIP infrastructure projects 20 26 25
Number of new park and parkway trees planned 500 685 500
Number of customers experiencing an unscheduled disruption of water service 750 358 750
Number of known breaks/leaks per mile of water main 0.3 0.2 0.2
Percentage of residential and commercial waste and recycling picked up on schedule 98% 99% 98%
Number of customers complaints about sewer services (seepage, backups, overflows, etc.) 200 262 200
2017
Target
2017
Actual
Target
Met?
2018
Goal
2017
Target
2017
Actual
Target
Met?
2018
Goal
2017
Actual
Target
Met?
2018
Goal
2017
Target
235
PART VIII
GLOSSARY
236
City of Evanston
Glossary
ACCRUAL BASIS: The basis of accounting
under which transactions are recognized
when they occur, regardless of the timing of
estimated cash flows.
ACCRUED EXPENSES: Expenses incurred but
not due until a later date.
ACTIVITY: A specified and distinguishable line
of work performed by a Division.
AFSCME: American Federation of State,
County and Municipal Employees, a labor
union representing some City of Evanston
employees.
ALERTS: Allows officers access to driver’s
license, registration, warrant and other
computerized law enforcement data. The
ALERTS system also provides for inter-car
communications via in-car data terminals.
ASSESSED VALUATION: A value that is
established for real or personal property for
use as a basis for levying property taxes.
(Note: Property values are established by the
Cook County Assessor’s Office.)
AUDIT: An examination of an organizations’
financial statements and the utilization of
resources.
BOCA: Building Officials and Code
Administrators International, an organization
that writes the guidelines for basic
community building codes.
BOND: A written promise to pay a specified
sum of money, called the face value or
principal amount, at a specified date in the
future, called the maturity date, together
with periodic interest at a specified rate.
BOND RATING: An assessment of the
likelihood that a bond issuer will pay the
interest on its debt on time. Bond ratings are
assigned by independent agencies, such as
Moody's Investors Service and Standard &
Poor's. Ratings range from AAA or Aaa
(highest) to D (in default). Bonds rated below
B are not investment grade and are called
high-yield or junk bonds. Since the likelihood
of default is greater on such bonds, issues are
forced to pay higher interest rates to attract
investors. Evanston is rated as an Aa1
community by Moody’s Investors Service.
BONDED DEBT: Portion of indebtedness
represented by outstanding bonds.
BUDGET: A fiscal plan showing estimated
expenditures, revenue, and service levels for
a specific fiscal year.
BUDGET ADJUSTMENT: Legal procedure
utilized by the City staff and Council to revise
an adopted budget. The City of Evanston has
a written budget adjustment policy that
allows adjustments in accordance with the
City Code.
BUDGET CALENDAR: The schedule of key
dates or milestones, which the City
departments follow in the preparation,
adoption and administration of the budget.
BUDGET DOCUMENT: Instrument used by the
budget-making authority to present a
comprehensive financial plan of operations to
the City Council.
BUDGET MESSAGE: The opening section of
the budget document, which provides the
City Council and the public with a general
summary of the most important aspects of
the budget, including current and previous
237
City of Evanston
Glossary
fiscal years, and the views and
recommendations of the City Manager.
BUDGETARY CONTROL: The control or
management of a governmental or enterprise
fund in accordance with an approved budget
to keep expenditures within available
revenue.
CAPITAL EXPENDITURE (ALSO KNOWN AS
CAPITAL OUTLAY): Refers to the purchase of
land, buildings, and other improvements and
also the purchase of machinery and
equipment items which have an estimated
useful life of three years or more and belong
to the classes of property commonly
considered as fixed assets.
CAPITAL IMPROVEMENT PLAN (CIP): A plan
for capital expenditures to provide long-
lasting physical improvements to be incurred
over a fixed period of several future years.
CAPITAL IMPROVEMENT PLAN BUDGET: A
Capital Improvement Program (CIP) budget is
a separate budget from the operating budget.
Items in the CIP are usually construction
projects designed to improve the value of
government assets.
CAPITAL PROJECT: A specific identifiable
improvement or purpose for which
expenditures are proposed within the capital
budget or capital improvement plan.
Examples of capital improvement projects
include new roads, sewer lines, buildings,
operating systems, recreational facilities, and
large scale remodeling.
CAPITAL PROJECT FUND: A fund created to
account for financial resources to be used for
the acquisition or the construction of major
capital facilities or equipment.
CASH BASIS: A basis of accounting under
which transactions are recognized only when
cash changes hand.
CITY COUNCIL: The Mayor and nine (9)
Aldermen collectively acting as the legislative
and policy making body of the City.
COMMODITIES: All expenditures for
materials, parts, supplies and commodities,
except those incidentally used by outside
firms performing contractual services for the
City.
COMMUNITY DEVELOPMENT BLOCK GRANT
(CDBG): Federal funds made available to
municipalities specifically for community
revitalization. Funds may be used by internal
City divisions, or distributed to outside
organizations located within the City’s
boundaries.
COMPREHENSIVE ANNUAL FINANCIAL
REPORT (CAFR): A governmental unit's official
annual report prepared and published as a
matter of public record, according to
governmental accounting standards.
CONTINGENCY: A budgetary reserve, set
aside for emergencies or unforeseen
expenditures not otherwise budgeted.
CONTRACTUAL SERVICES: Expenditures for
services which are obtained by an express or
implied contract. Major types of contractual
services are: (1) advertising and printing; (2)
maintenance and repair services; (3) public
utility services; and (4) travel and training.
DEBT SERVICE: The City’s obligation to pay
the principal and interest of all bonds and
other debt instruments according to a pre-
determined payment schedule.
238
City of Evanston
Glossary
DEBT SERVICE FUND: A fund established to
account for the accumulation of resources for
the payment of principal and interest on long
term debt.
DEFICIT: The excess of the liabilities of a fund
over its assets; or the excess of expenditures
over revenues during an accounting period;
or, in the case of proprietary funds, the
excess of expense over income during an
accounting period.
DEPARTMENT: Administrative subsection of
the City that indicates management
responsibility for an operation.
DEPRECIATION: That portion of the cost of a
capital asset that is charged as an expense
during a particular period. This is a process of
estimating and recording the lost usefulness,
expired useful life, or diminution of service
from a fixed asset that cannot or will not be
restored by repair and will be replaced. The
cost of the loss of usefulness of a fixed asset
is the depreciation or the cost to reserve in
order to replace the item at the end of its
useful life.
DISTINGUISHED BUDGET AWARD: A voluntary
program administered by the Government
Finance Officers Association to encourage
governments to publish well-organized and
easily-readable budget documents and to
provide peer recognition and technical
assistance to the fiscal officers preparing
them.
ENCUMBRANCE: Obligations in the form of
purchase orders and contracts which are
chargeable to a budgetary account and for
which a part of the balance is reserved
because the goods or services have not been
received. When paid, the encumbrance is
liquidated.
ENTERPRISE FUND: A fund established to
account for operations that are financed and
operated in a manner similar to private
business enterprises – where the intent of the
governing body is that the costs of providing
goods or services to the general public on a
continuing basis be financed or recovered
primarily through user charges.
ETSB: Emergency Telephone Systems Board.
EXPENDITURES: This term refers to the
outflow of funds paid or to be paid for an
asset obtained or goods and services
obtained, regardless of when the expense is
actually paid. Note: An encumbrance is not
expenditure. An encumbrance reserves funds
to be expended for a future date.
EXPENSES: A decrease in net total assets.
Expenses represent the total cost of
operations during a period regardless of the
timing of related expenditures.
FEMA: Federal Emergency Management
Agency.
FICA: Federal Insurance Contribution Act, the
name of the piece of federal legislation that
established the Social Security payroll tax.
The current FICA tax rate is 15%, half of which
is paid by the employer and half by the
employee.
FISCAL YEAR (FY): The time period designating
the beginning and ending period for
recording financial transactions. The City of
Evanston moved to a calendar year fiscal year
beginning in FY2012.
239
City of Evanston
Glossary
FIXED ASSETS: Assets of a long term character
which are intended to continue to be held or
used, such as land, buildings, machinery and
equipment.
FRANCHISE FEE: The fee paid by public service
businesses for use of City streets, alleys, and
property in providing their services to the
citizens of a community. Services requiring
franchises include electricity, telephone,
natural gas, and cable television.
FULL ACCRUAL BASIS: The basis of accounting
under which transactions are recognized
when they occur, regardless of the timing of
estimated cash flows.
FUND: An accounting entity with a separate
set of self-balancing accounts which comprise
its assets, liabilities, fund balance, revenues
and expenditures.
FUND ACCOUNTING: A governmental
accounting system that is organized and
operated on a fund basis.
FUND BALANCE: The assets of a fund less
liabilities, as determined at the end of each
fiscal year. Any reservations of fund balance
are deducted to result in an “unreserved fund
balance.”
FUND TYPE: In governmental accounting, all
funds are classified into eight fund types:
General, Special Revenue, Debt Services,
Capital Projects, Special Assessment,
Enterprise, Internal Service, and Trust and
Agency.
GASB 67/68: Financial reports of defined
benefit pension plans.
GENERAL FUND: The largest fund within the
City, the General Fund accounts for most of
the financial resources of the government.
General Fund revenues include property
taxes, licenses and permits, local taxes,
service charges, and other types of revenue.
This fund usually includes most of the basic
operating services such as fire and police
protection, parks, recreation and community
services, public works, health, community
development, and general administration.
GENERAL ACCEPTED ACCOUNTING
PRINCIPLES (GAAP): Uniform minimum
standard of and guidelines to financial
accounting and reporting. They govern the
form and content of the basic financial
statements of an entity. They encompass the
conventions, rules, and procedures necessary
to define accepted accounting practice at a
particular time. They include not only broad
guidelines of general application, but also
detailed practices and procedures. They
provide a standard by which to measure
financial presentations.
GENERAL OBLIGATION (GO) BONDS: Bonds
that finance public projects such as streets,
municipal facilities, and park improvements.
The repayment of these bonds is made from
property taxes, and these bonds are backed
by the full faith and credit of the issuing
government.
GFOA: Government Finance Officers
Association.
GPS: Global Positioning System, equipment
that has the ability to survey the location of
an object.
GRANT: A contribution by a government or
other organization to support a particular
240
City of Evanston
Glossary
function. Typically, these contributions are
made to local governments from the state
and federal governments.
IDOT: Illinois Department of Transportation.
IDPH: Illinois Department of Public Health.
IEPA: Illinois Environmental Protection
Agency.
IMRF: Illinois Municipal Retirement Fund, a
pension plan for employees of member cities
within the State of Illinois.
INCOME: A term used in proprietary fund
type accounting to represent revenues, or the
excess of revenues over expenses.
INFRASTRUCTURE: The underlying permanent
foundation or basic framework.
INTEREST EARNINGS: The earnings from
available funds invested during the year in
U.S.
INTERFUND TRANSFER: Amounts transferred
from one fund to another.
INTERNAL SERVICE FUND: Fund used to
account for the financing of goods or services
provided by one department to another
department on a cost reimbursement basis.
INVESTMENTS: Securities and real estate held
for the production of revenues in the form of
interest, dividends, rentals, or lease
payments. The term does not include fixed
assets used in governmental operations.
ISO: Insurance Services Office, a non-profit
organization that grades the Fire
Department’s ability to provide service to a
community, which is reflected in the
insurance premium paid by the occupier.
LEVY: To impose taxes, special assessments,
or service charges for the support of City
services.
LIABILITIES: Debts or other legal obligations
arising out of transactions in the past which
must be liquidated, renewed, or refunded at
some future date.
LONG-TERM DEBT: Debt with a maturity of
more than one year after the date of
issuance.
MABAS: Mutual Aid Box Alarm System. This
system was established to provide a swift,
standardized and effective method of mutual
aid assistance for extra alarm fires and mass
casualty incidents. The MABAS system is
divided into over 20 Divisions from the
communities along I-53 and the Northwest
Tollway corridor.
MAINTENANCE: All materials or contract
expenditures covering repair and upkeep of
City buildings, machinery and equipment,
systems, and land.
MFT: Motor Fuel Tax, represents revenues for
the City’s share of gasoline taxes, allotted by
the state for street improvements.
MODIFIED ACCRUAL BASIS: The accrual basis
of accounting adapted to the governmental
fund type spending measurement focus.
Under it, revenues are recognized when they
become both “measurable” and “available”
to finance expenditures of the current period.
Expenditures are recognized when the
related fund liability is incurred except for (1)
inventories of materials and supplies which
241
City of Evanston
Glossary
may be considered expenditures either when
purchased or when used; (2) prepaid
insurance and similar items which need not
be reported; (3) accumulated unpaid
vacation, sick pay, and other employee
benefit amounts which need not be
recognized in the current period, but for
which larger than normal accumulations must
be disclosed in the notes to the financial
statements; (4) interest on special
assessment indebtedness which may be
recorded when due rather than accrued, if
offset by interest earnings on special
assessment levies, and (5) principal and
interest on long-term debt which are
generally recognized when due.
MOODY’S INVESTMENT RATING SERVICE: An
independent agency that analyzes the
financial credit ratings of organizations.
These ratings are based on debt issuance and
carry a three letter coding. The City
possesses a Prime-1 rating level, which is Aa1.
MUNICIPAL: Of or pertaining to a city or its
government.
NORTAF: North Regional Major Crimes Task
Force, this task force was established to serve
as a standing task force that would be
available to its member agencies for the
investigation of major crimes, including
homicides and non-parental kidnappings.
Member communities include Evanston,
Glencoe, Glenview, Kenilworth, Lincolnwood,
Morton Grove, Niles, Northbrook, Northfield,
Skokie, Wheeling, Wilmette, and Winnetka.
OBJECTIVES: The objectives in the
performance area of the budget are
statements of one-time projects. These
statements are intended to address either a
new service or project, or a significant change
in focus or priority in response to a special
community need or City effort to improve
productivity. Objectives are generally limited
to one fiscal year.
ONGOING ACTIVITY MEASURES: These
measures provide annual workload data on
the activities of the City, which occur on an
ongoing basis, year after year
OPERATING BUDGET: A financial plan
outlining the estimated revenues and
expenditures and other information for a
specific period (usually a fiscal year). The
“proposed budget” is the financial plan
presented by the City Manager for
consideration by the City Council, and the
“adopted budget” is the financial plan
ultimately approved and authorized by the
City Council.
OPERATING EXPENSES: Proprietary fund
expenses that are directly related to the
fund’s primary service activities.
OPERATING INCOME: The excess of
proprietary fund operating revenues over
operating expenses.
OPERATING REVENUES: Proprietary fund
revenues that are directly related to the
fund’s primary service activities. They consist
primarily of user charges for services.
PEER Services: Fiscal agent for Evanston
Substance Abuse Prevention Council.
PER CAPITA COSTS: The cost of service per
person. Per capita costs in Evanston are
based on a 74,486 estimated population
provided by the 2010 Census.
242
City of Evanston
Glossary
PIMS: Police Information Management
System, a computerized record system
developed and maintained by the State of
Illinois Criminal Justice Information Authority.
PROPERTY TAXES: Used to describe all
revenues received in a period from current
taxes, delinquent taxes, penalties, and
interest on delinquent taxes.
PUBLIC HEARING: The portions of open
meetings held to present evidence and
provide information on both sides of an issue.
RESERVE: An account used to indicate that a
portion of fund balance is restricted for a
specific purpose. An account used to
earmark a portion of fund balance to indicate
that it is not appropriate for expenditure. A
reserve may also be an account used to
earmark a portion of fund equity as legally
segregated for a specific future use.
REVENUES: All amounts of money earned or
received by the City from external sources. It
includes such items as tax payments, fees
from specific services, receipts from other
governments, fines, forfeitures, grants,
shared revenues and interest income.
REVENUE BONDS: Bonds whose principal and
interest are payable exclusively from a
revenue source pledged as the payment
source before issuance.
ROI: Return on investment, a method to assist
management decision-making by evaluating
the return on various investment alternatives.
SALES TAXES: The City receives two types of
sales taxes – one from the state and the other
from a home-rule sales tax. The state tax rate
is 1% and the local home rule sales tax rate is
1%.
SAMHSA: Substance Abuse and Mental
Health Services Administration.
SERVICES BILLED OUT: Includes revenues
received for services provided by one
department to another within the same fund.
An example would be the revenue received
by the Community Development Department
for services provided by Public Works, such as
vehicle maintenance.
SYEP: Summer Youth Employment Program.
TAX BASE: The total value of all real and
personal property in the City as of January 1
of each year, as certified. The tax base
represents net value after all exemptions.
TAX LEVY: The resultant product when the tax
rate per one hundred dollars is multiplied by
the tax base.
TAX RATE: A percentage applied to all taxable
property to raise general revenues. It is
derived by dividing the total tax levy by the
taxable net property valuation.
TAXES: Compulsory charges levied by a
government for the purpose of financing
services performed for the common benefit.
The term does not include charges for
services rendered only to those paying such
charges; for example, sewer service charges.
TIF: Tax Increment Financing or the act of
capturing the amount of property taxes levied
by a taxing unit for the year on the appraised
value of real property located within a
defined investment zone. The tax increments
are paid into the TIF fund and used to pay
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City of Evanston
Glossary
project costs within the zone, including debt
service obligations.
TRUST AND AGENCY FUNDS: Funds created
to account for assets held by the City in a
trustee capacity or as an agent for individuals,
private organizations, other governmental
units, and/or other funds. These include
pension trust funds and agency funds.
USER CHARGES: The payment of a fee for
direct receipt of a public service by the party
benefiting from the service.
YEP: Youth and Young Adult Job Training and
Employment Program.
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