HomeMy WebLinkAbout2016 Adopted Budget
Wally Bobkiewicz, City Manager
www.cityofevanston.org
Fiscal Year 2016 Adopted Budget
Elizabeth B. Tisdahl, 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
Delores A. Holmes Fifth Ward
Mark Tendam Sixth Ward
Jane Grover Seventh Ward
Ann Rainey Eighth Ward
Brian Miller Ninth Ward
Rodney Greene City Clerk
ELECTED OFFICIALS
Elizabeth B. Tisdahl
Mayor
CITY COUNCIL
Wally Bobkiewicz
City Manager
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CITY OF EVANSTON
FY 2016 ADOPTED BUDGET
Including the City Manager’s Budget Message and
Schedules Showing Revenue Estimates
TABLE OF CONTENTS
Part I – Budget Message
City Manager’s Transmittal Letter………………………………………………….………………………….…………………………6
Executive Summary…………………………………………………………………………………………….………………………………..22
Part II – Charts and Summaries
General Information……………………………………………………………………...........……………….……………………………32
FY 2016 Budget Calendar……………………………………………………………………………………………………………………….34
Fund Descriptions……………………………………………………………………………………………….………………………………….45
Total Budget – All Funds)……….………………...........………………………………………………………....…………….49
Total Budget – All Funds (Adjusted for Interfund Transfer)……….………………...........……………….…………….50
Analysis of Budget for Transfers Summary…………………………………….…………..……………….……………………….51
Fund Balance Summary……………………………………………………………………………………….………………………………..53
Summary of All Funds Chart…………………………………………………………………………………………………………………..54
Property Tax Levy Charts……………………………………………………………………………………………………………………….56
Property Tax Levy Graphs………………………………………………………………………………………………………………………57
Revenue Assumptions and Trends………………………………………………………………………………………………………………………62
Part III – General Fund Budget
General Fund Summary……………………………………………………………………..……………….…………………………………66
General Fund Revenues……………………………………………………………………..……………….…………………………………67
City Council…………………………………………………………………………………..……………….………………………………………70
City Clerk’s Office…………………………………………………………………………………………….…………………………………….72
City Manager………………………………………………………………………………………………………………………………………….75
Law Department……………………………………………………………………...........……………….………………………………….79
Administrative Services Department……………………………………………………….……………….……………………………82
Community Development Department..……………………………………………..……………….………………………………87
Police Department...………………………………………………………………………………………….………………………………….93
Fire Department..…………………………………………………………………………….……………….……………………………………98
Health and Human Services Department………….……………………………………………………………….……………….…………………………………..101
Public Works Department ……………….………………………………………………….……………….……………………………….107
Parks, Recreation and Community Services Department………...………………………………………………….…………111
Public Works Agency……………….………………………………………………….……………….……………………………….119
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Part IV – Other Funds Budget
General Assistance Fund……………………………………....…….……………….………………………………………………………….125
Human Services Fund…………………………………………………….……………….………………………………………………………….128
Good Neighbor Fund……………………………………....…………………….……………….………………………………………………………….130
Library Fund ……………………………………………………………………………………………………………………………………..132
Library Debt Service Fund ………………………………………………………………………………………………………134
Neighborhood Stabilization Program 2………………………………………………………………………….………………………136
Motor Fuel Tax…………………………………………………………………………...........……………….………………………………139
Emergency Telephone System…………………………………………………………........……………….………………………….141
Special Service Area No. 4…………...……………………………………………………………………….………………………………143
Community Development Block Grant……………………………………………………………………….……………………145
CDBG Loan…………………………………………………………………………………………………………….………………………….148
Economic Development …………………………………………………………………….……………….…………………………..150
Neighborhood Improvement……………………………………………………………………..……………….………………….153
HOME……………………………………………………………………………………………………………….……………………………..155
Affordable Housing Fund…….………………………………………………………….......……………….………………………..157
Washington National Special Tax Allocation – Debt Service Fund……………………….……………….………….159
Special Service Area No. 5…………...……………………………………………………………………….…………………………161
Southwest II TIF(Howard-Hartrey TIF) Special Tax Allocation – Debt Service Fund……………..……………….…………163
Southwest Special Tax Allocation – Debt Service Fund…………………………………..……………….………………165
Debt Service Fund…………………………………………………………………………….……………….…………………………….167
Howard-Ridge TIF.………………………………………………………………………….………………………………………………..169
West Evanston TIF.…………………………………………………………………………….……………………………………………171
Dempster Dodge TIF.…………………………………………………………………………….……………………………………………173
Chicago Main TIF.…………………………………………………………………………….……………………………………………175
Special Service Area No. 6.…………………………………………………………………………….……………………………………………177
Capital Improvement Fund………………………………………………………………………….…………………………………..179
Special Assessment Fund……………………………………………………………………….…………………………………………181
Parking System Fund………………………………...………………………………………….…………………………………………183
Water Fund………………………………………………………………………………………….………………………………………….185
Sewer Fund…………………………………………………………………………………….……………………………………………….191
Solid Waste Fund………………………………………………………………………………….………………………………………….194
Fleet Services Fund…………………………………………………………………………….……………………………………………196
Equipment Replacement Fund…………………………………………………………………….…………………………………..199
Insurance Fund..…………………………………………………………………………………….………………………………………..201
Fire Pension Fund.……………………….………………………………………………….……………………………………………….205
Police Pension Fund………………………………………………………………………………….……………………………………..207
Part V - Position Information
Position Comparison Charts…………………………………………………………………….………………………………………210
Historical Position Chart ……………………………………………………………………………………………………………..224
Part VI - Capital Improvement Plan
Capital Improvement Plan Overview………………………………………………………….…………………………………….230
Capital Improvement Fund Policy………………………………………………………….………………………………………..231
Capital Projects……………………………………………………………...………………………….………………………………………..236
Part VII - Comprehensive Performance Measurement
Comprehensive Performance Measurement Report………………………...……………………..………………………….…………248
Part VIII - Glossary
Glossary………………………...……………………..………………………….……………………………………………………………..253
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PART I
BUDGET MESSAGE
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January 1, 2016
Mayor Elizabeth B. Tisdahl and
Members of the City Council
Ladies and Gentlemen:
Please find the Fiscal Year 2016 Budget for the City of Evanston, Illinois for the period
beginning January 1, 2016 and ending December 31, 2016. 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 budget for FY 2016 is $304,494,806, which includes interfund transfer expenses;
this is the total expense cost for all funds including the Evanston Public Library. This
represents an increase of $36,903,178 or 13.8% from the expenses adopted in the 2015
Amended Budget. The main reason for this increase is the implementation of the
Governmental Accounting Standards Board (GASB) Statement 67 & 68. These rules affect
the way that pension liability and expenses are displayed. Beginning in 2016, the City will
display the $16.7 million in Police and Fire annual pension costs within the Police and Fire
Departments inside of the General Fund as well as in the Police Pension and Firefighters
Pension Funds. This is not an additional cost but rather an additional disclosure of these
costs that can be found in the Police and Fire Pension Funds in the 2015 Amended Budget.
Excluding the GASB 67 & 68 Standards changes, the overall City’s budget shows an
expense increase of $20.1 million or 7.5%.
This transmittal letter includes increases in revenues and expenditures for City Council
consideration with additional opportunities for decreases pending the resolution of the State
of Illinois budget crisis. When interfund transfers are excluded from this calculation, the total
budget for all funds is $251,558,775, an increase of 9.2% over the 2015 Amended Budget
expenses excluding inter-fund transfers.
The 2016 Adopted Budget includes a number of staffing changes due to a City-wide
reorganization. This 2016 Budget includes 636.18 full-time equivalent (FTE) positions in the
General Fund. Additions are included in the City Manager’s Transmittal Letter for Council
consideration. The approved staffing changes are as follows:
Reduce 1 FTE Administrative Secretary
Reduce 1 FTE Community Engagement Specialist
Reduce 1 FTE Director of Public Works
Add 1 FTE Electrical Inspector/Plan Reviewer
Add 1 FTE Outreach Worker
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Add 1 FTE Transportation and Mobility Coordinator
Add 0.4 FTE Special Events Coordinator
Add 1.5 FTE Gibbs-Morrison Cultural Center staff
Add 0.42 FTE Library Staff
Additionally, the following changes are included in this adopted budget document:
Creation of a Junior Accountant position (funded from temporary staff line items)
Creation of a Digital Services Manager
Reduction of Animal Control staff (1.5 FTE)
Reduction of 0.5 ICMA fellow
With the closing of NSP2, some of the other community development funds (CDBG,
HOME, Affordable Housing) have taken on portions of FTEs.
As a result, the 2016 Adopted Budget includes 3.07 FTE increase over 2015.
STATE OF THE CITY
The prevailing economic climate has shown signs of improvement during the past year,
however, the State remains an area of concern for the City of Evanston. The State of Illinois
has a fiscal year from July 1st to June 30th. As of January 1,2016 the State continues to
operate without a budget since June 30, 2015. State legislators have passed monthly
budgets, but have failed to address comprehensive State-wide budget issues which may
impact local revenue sources.
The State continues to consider options for balancing their budget that would adversely
affect Evanston. Initially, the Governor proposed a 50% decrease in the Local Government
Distributive Fund (LGDF). This is the City’s source of $7.5 million in funds (8.2%) into the
General Fund; a 50% cut would cause a $3.75 million shortfall with the City. The State also
has discussed a property tax freeze that would become effective in Cook County in 2017.
No actions have been taken regarding the adoption of a State Budget as of January 1, 2016.
With so many unknown factors, staff has been diligently monitoring expenses and revenues
to ensure that the City remains fiscally stable in light of any potential decreases. The
adopted budget in this document includes 100% of property tax and 100% of 2015 LGDF
amount. Any changes to these revenues would require spending cuts or revenue increases.
The 2016 Adopted Budget includes a $800,000 or 2% increase in property taxes for the
combined levies in the General Fund, Debt Service Fund, Pension Funds, and General
Assistance Fund. This increase is the net increase to accommodate increased funding for
Police Pension of $675,733 and Fire Pension $1,009,290.
The impact of this increase on an individual homeowner is shown in the table below:
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(10% of Market
Value)
Equalization Factor
2.6039
2015 Tax Rate -
1.766
Market Value of
Home
Assessed Value of
Home
Equalized Value of
Home 2015 City Tax 2016
Projected Tax Difference
100,000$ 10,000$ 26,039$ 459.85$ 469.05$ 9.20$
200,000$ 20,000$ 52,078$ 919.70$ 938.09$ 18.39$
400,000$ 40,000$ 104,156$ 1,839.39$ 1,876.18$ 36.79$
600,000$ 60,000$ 156,234$ 2,759.09$ 2,814.27$ 55.18$
800,000$ 80,000$ 208,312$ 3,678.79$ 3,752.37$ 73.58$
1,000,000$ 100,000$ 260,390$ 4,598.49$ 4,690.46$ 91.97$
Impact of City of Evanston 2% Property Tax Rate Increase (City Portion Only)
The Evanston Public Library (which is excluded from the above table) has a separate tax
levy. This levy is approved by the Library Board separately. The Library Fund budget is
included in this document.
In 2015, the City experienced positive building growth throughout the community and is
expected to continue through 2016 with an increase of approximately 5% in Equalized
Assessed Value. Other economic revenues (sales tax, income tax, and utility taxes) are
increasing due to the full realization of two new grocery stores; these revenue increases are
summarized on page 50.
The 2016 Adopted Budget includes the budget for the new Public Works Agency enacted in
summer 2015. By tying functions together across what were formerly two departments and
four funds, Evanston aims to create a more comprehensive approach to dealing with the
complexities of these service operations.
The agency organizational plan provides a structure to facilitate the improvements as
necessary during the reorganizational process and provides for:
1. Clear Leadership – The aforementioned structure will allow the Agency Director to
lead and the Bureau Chiefs to manage. Supervisors and staff will execute.
2. New Integration of Operations:
a. All right-of-way maintenance activities (streets, traffic, sewer, and water
distribution) are integrated.
b. Environmental activities are consolidated in one bureau to continue the City’s
goals for sustainable operations.
c. Water Plant activities are separated for the preparation of increased water sales.
d. Capital Planning includes all projects across all funds but will be managed by
each area (Water and Sewer, Parks and Facilities, right-of-way, and
Transportation).
The Department number has been changed to number 40 in this budget document
beginning on page 118. Water, Sewer, Solid Waste, and Parking continue to be
independent funds for purposes of funding, regardless of their combination into a single
functional department.
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Throughout the reorganization there were a number of additional changes outside of Public
Works and Utilities:
1. Finance Division moved to the City Manager’s Office (CMO)
2. Fleet Services moved to Administrative Services
3. Facilities Maintenance moved to Administrative Services
Each of these changes is further explained in the corresponding departmental narratives.
As a result of moving the Finance Division from Administrative Services, City-wide revenues
are now being recorded in the CMO. Department summaries can be seen on pages 69-
122.
Special Service Area #6 (SSA #6) is a new fund in this document. The City Council adopted
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 streetscape improvements such as signage, lighting, landscaping,
additional garbage collections, and holiday decorations to the area. SSA #6 will remain in
place for twelve (12) years; for the duration of this time period, the tax cap will be set at
0.45% of the equalized assessed value.
The 2015 Tax Levy, which is included in the 2016 Adopted Budget, will use the 2015
Actuarial Study prepared by Foster and Foster Actuarial Inc. as a basis for setting funding
levels for the Police and Firefighter’s Pension Funds. The 2015 Study provides for a
substantial increase in the annual required contribution due to a change in mortality tables
recommended by the City’s new actuary, and continues the use of a low interest rate
assumption of 6.5%. The summary table below provides the change in funding from year-
to-year for these funds.
Interest Rate Assumption 6.50%Police Pension Firefighter's Pension
2015 Contribution (used in 2014 Tax Levy)8,705,207$ 6,341,575$
Funded Ratio 48.5%48.5%
2016 Contribution (to be used in 2015 Tax Levy)9,380,940$ 7,350,865$
Funded Ratio 47.4%44.9%
Contribution Change 675,733$ 1,009,290$
Funded Ratio Change -2.3%-7.4%
Included in the budget balancing worksheet is a tax levy reconciliation which details how the
above $1,685,023 is distributed in the 2015 tax levy.
FY 2015 SUCCESSES
General Fund Anticipated to Close Fiscal Year 2015 with a Slight Surplus:
General Fund revenues are estimated at $90,660,664, which is 0.85% below budget.
General Fund expenditures are estimated at $89,790,987, which is 1.69% below budget.
Due to prolonged review from State agencies, a building permit was anticipated to be
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received in 2015 but will be delayed until early 2016. This permit was anticipated to
generate $4 million in General Fund revenue; however it was budgeted at $3 million.
As a result of this shortfall, the overall General Fund revenue is anticipated to be under
budget. Strict monthly reviews of budget in light of uncertainty with the State have kept
expenses in the General Fund also under budget. Staff anticipates ending 2015 with a slight
surplus of $869,677, or 0.95%, of annual budgeted expenses.
However, this surplus includes a transfer of $869,677 from the Motor Fuel Tax Fund. The
City has not received any motor fuel tax distributions since July 2015, although the State has
stated they are only withholding these funds pending State budget adoption and not
cancelling the distribution. Should Evanston not receive these funds by the end of the year,
there would be a reduction of $36,677 in the surplus.
Sales and income tax receipts remain strong in 2015. With the expansion of retail grocery
and auto dealer sales, revenue growth from sales tax is expected to increase in 2016.
Public Safety: The City continues to focus on maintaining Public Safety services without
reductions in service or funding. As of September 1, 2015, the Police Department has
responded to over 26,081 calls for service, and Part 1 crimes against person statistics reveal
an 18.66% drop in crime during the same time period in 2014. Also, as a way to address
emerging threats related to violence involving the use of handguns, the Police department
was able to reallocate resources within the agency and deploy two officers every night to
work solely on recovering firearms. The Fire Department is on track to respond to
approximately 9,533 calls for service this year.
Youth Services: The Mayor’s 2015 Summer Youth and Young Adult Initiative consisted of
hundreds of summer youth employment opportunities and numerous recreational activities.
It was enhanced by partnerships with Northwestern University, YMCA, YWCA, Youth Job
Center of Evanston, and more than 23 private Evanston businesses. Recreational programs
included open microphone nights, expanded open gym hours, volleyball in the park events,
youth entertainment at festivals, the Goaled Gallery, 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 it a
safe summer for youth and young adults.
Economic Development: The 2015 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 define the City’s attractiveness to residents and businesses. It provided
particular emphasis on creating business district vitality to support existing businesses
and the infrastructure surrounding the districts.
In 2016, Economic Development staff will continue to support these specific initiatives.
Economic Development staff will continue to focus on the retention and expansion of
existing businesses, the creation of new jobs for all skill levels, growth and
diversification of tax revenue, and support of business district revitalization.
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Over the last two years, staff has completed over 200 visits to existing Evanston
businesses. Through these conversations, businesses have indicated the need for
additional support in business district beautification, directional signage, marketing of
businesses to potential customers in and outside of Evanston, and other business
development support.
In addition to the opening of 54 new businesses which have brought 600 new jobs,
Economic Development staff continued economic development initiatives that have
been part of multi-year processes:
Continued coordination of redevelopment of key commercial parcels that have
remained vacant for nearly a decade. Parcels include: 1) The former Osco-Drug
store at 430 Asbury Avenue redeveloped Little Beans Café as an indoor
playground/coffee shop for families; 2) the 30,424 square foot vacant lot at the
southeast corner of Main Street and Chicago Avenue as a mixed-use retail,
office, residential development; and 3) the ongoing redevelopment of the
Evanston Plaza shopping center.
Continued support of the revitalization of Howard Street. In 2015, the Police
Outpost was relocated from City-owned property at 633 Howard Street to 745
Howard Street in order to offer additional commercial space for reinvestment.
The City also issued a Request for Proposals to identify a theatre user to occupy
the future Howard Street Theatre. As negotiations continue, it is projected that
decisions will be finalized on which theatre to move forward with in 2015 and
start construction on a theatre in 2016.
Managed a variety of entrepreneurship support activities that have included:
Evanston Start-up showcase that convenes over 150 entrepreneurs to discuss
and engage on entrepreneurship issues; ongoing support of Evanston’s food
incubator, Now We’re Cookin’, which assists in the development of food-based
entrepreneurs; and coordinated peer-to-peer company founder networking
events. Next Chapter continues to assist Evanston residents and employees of
Evanston business with a variety of business-focused topics to support and
encourage entrepreneurship. Since its launch in 2013, Next Chapter has hosted
over 50 seminars serving over 250 aspiring entrepreneurs. Global
Entrepreneurship week in November showcased Evanston’s entrepreneurship
community through a number of events.
Oversight of the Downtown Performing Arts Task Force, tasked by the Mayor, to
identify potential locations in Evanston’s downtown for performing arts venues.
Final recommendations in favor of pursuing the development of the performing
arts center were presented to City council in July 2015.
Partnership with the businesses comprising the Main Street Merchants
Association and the Chicago/Dempster Merchants Association to create a
special service area (SSA) for the two commercial districts to support ongoing
business district activities and planning. Staff will continue to provide support to
implement the district in its initial year of operation.
Managed the efforts to reutilize former Dominick’s stores in Evanston. Following
the closure of both Dominick’s at the end of 2013, staff has worked with property
owners at both locations to ensure that high-quality grocers will locate in each
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space. In 2015, the City welcomed a third Whole Foods Market, as well as Valli
Produce.
Stabilized and expanded Evanston’s employer base by assisting Evanston’s
largest for-profit private employer, ZS Associates, with an expansion of their
office space from 1800 Sherman Ave. to the Rotary Headquarters Building to
accommodate approximately 350 employees. Attracted 200 new jobs to
downtown Evanston with Accuity’s headquarters relocation from Skokie to 1007
Church Street. These employers shop at Evanston businesses, eat at
restaurants, and generate hotel room nights for out of town employees/guests
attending corporate meetings.
Water Sales: Evanston continues to meet with and provide information to Lincolnwood,
Niles, Park Ridge, Morton Grove, and the Northwest Suburban Municipal Joint Action Water
Agency (NSMJAWA) in regards to providing them with wholesale water. Lincolnwood has
indicated renewed interest and made a formal request for additional information, which was
provided to them in late 2014. Niles and Morton Grove have partnered together and
requested additional information through a consultant hired by the group. Evanston is
working with Niles and Morton Grove to facilitate Park Ridge’s participation in this group as
well. It is anticipated that discussions will continue with a potential to reach an agreement
during early 2016.
Human Services Fund: Broadly defined, 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 staff promotes
improved delivery systems by addressing the quality of direct services and seeking to
improve accessibility, accountability, and coordination among professionals and local
service delivery agencies.
The Human Services staff focuses on:
Delivering professional services and treating all clients with dignity and respect
Managing business operations effectively and efficiently by aligning resources across
the Department
Promoting accountability, transparency, and quality in all services and programs
administered
General Assistance Fund: The General Assistance Program is a locally administered
program, which is mandated by the State of Illinois and funded by taxpayers. The General
Assistance Program provides assistance (up to $500.00 monthly) to 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 goal of the City’s General Assistance
Program is to prepare and assist individuals with becoming employment-ready, and is
accomplished through various programs administered by the City.
The Emergency Assistance Service supports residents with food due to short-term financial
crisis or disaster. Assistance for food and other 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
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have experienced unforeseen, emergency life-threatening situations. Available assistance
includes mortgage, rental assistance, and limited utility assistance.
The City of Evanston is proud to provide residents with increased services. Due to
increases in efficiencies from the absorption of the former Township into the City, the same
increased levels of service will be available to residents with a decrease in the property tax
levy for General Assistance functions. The General Assistance levy is $600,000 less than
the 2014 (collected in 2015) levy.
Livable Cities: Livability is the sum of the factors that add up to a community’s quality of
life—including the built and natural environments, economic prosperity, social stability and
equity, educational opportunity, and cultural, entertainment and recreation possibilities.
Sustaining and enhancing Evanston’s livability is key to the continued success and financial
health of the City.
In 2015, the City created the Evanston Livability Academy. All City employees
participated in a half-day session designed to explore all departments’ roles in making
Evanston a more livable community and renew their shared enthusiasm towards
supporting a high quality of life for all residents. An on-going Livability Series is
underway to provide employees with a deeper look at the main livability themes and
provide on-going opportunities to learn about and celebrate how each of us is working
to make Evanston the Most Livable City.
Transportation and mobility is a key factor for a livable community. The City is building
upon a bicycle-friendly culture to enhance opportunities for riders of all ages to safely
travel Evanston using a bicycle. The City earned recognition from the Pedestrian and
Bicycle Information Center as a Gold Walk Friendly Community and was applauded for
prioritizing pedestrian improvements and managing excellent land use policies that
support a walkable urban environment.
The City of Evanston’s livability initiative also aims to support people through all stages of life
and connect them to housing, transportation, and recreation opportunities. Evanston has
joined the World Health Organization’s “Age-Friendly Cities” project to provide a system to
educate, encourage, promote, and recognize improvements. This will make Evanston more
user-friendly, not only for senior residents but for residents of all ages. Under this project, the
City is in the final stages of developing a three-year City-wide action plan for ongoing
improvement of “age-friendliness."
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.
Reconfiguring our grant program and hosting the 2015 One State Together in the Arts
conference were important pieces of supporting local artist and arts organizations. Cultural
arts will play a strong role in economic development as we explore capital projects that will
showcase the arts, strengthen neighborhoods and help build meaningful partnerships
between artists and local businesses.
FUTURE CHALLENGES
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State of Illinois: The fiscal crisis being experienced by the State of Illinois will have adverse
financial and service impacts to all local governments and their residents in the coming
years. The City of Evanston continues to be a strong voice for fiscal reform within the State
to minimize the impact to local residents. Staff will continue to look at alternative service
delivery models that could be implemented in the event that actions by the State negatively
affect the City. Included on page 18 are options for Council consideration should such a
response become necessary.
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 2016, 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. These systems require
periodic repair and replacement and given our tight operating budgets, developing a
strategic plan to prioritize these replacements and upgrades will be an important task in the
coming year. The 2016 Adopted Budget includes an additional $500,000 transfer to the
Capital Improvements Fund to upgrade City facilities.
The City’s Capital Improvements Plan continues to emphasize infrastructure maintenance
and facilities improvements. The 2016-18 Plan identifies $122.6 million in capital projects
over the next three years. The 2017 and 2018 Capital Plans do not include cost estimates
for Parks and Facilities projects which are being identified through a community process.
The 2016 Capital Improvements Plan is $56.1 million which is distributed over various City
funds and is broken down by type of project as listed below.
Capital Projects by Type Amount Percent
Combined Water / Streets 16,293,400$ 29.0%
Facilities 5,254,000$ 9.4%
Other 200,000$ 0.4%
Parking 1,784,000$ 3.2%
Parks 4,041,615$ 7.2%
Sewer Lines / Systems 2,525,000$ 4.5%
Transportation 6,460,000$ 11.5%
Water Treatment and Storage 19,585,000$ 34.9%
TOTAL 56,143,015$ 100.0%
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.
Debt: Debt Service costs remain at a higher level due to the original structuring of bonds in
2006 and 2007. In 2015, the City reduced the need for a higher debt service tax levy
through the refinancing of approximately $11.3 million in General Obligation Bonds, which
saved just over $590,000 total costs over the remaining life of those bonds.
2016 CITY COUNCIL GOALS
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During 2015, the City Council reaffirmed their commitment to a consolidated list of goals that
provides direction for staff. The FY 2016 Budget includes many programs and initiatives to
further the adopted goals of the City Council. The adopted 2015 City Council Goals are as
follows:
Buildings and Facility Infrastructure
Water and Sewer Infrastructure
Street/Sidewalks Infrastructure
Economic Development
At Risk Individuals and Families
Financial Policies
FISCAL YEAR 2016 BUDGET OVERVIEW
The General Fund encompasses the majority of all daily operations as budgeted, excluding
Fleet, Parking, Water, and Sewer services.
General Fund FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Adopted
Budget
Revenues 91,434,635$ 90,660,664$ 112,138,711$
Expenditures 91,335,314$ 89,790,987$ 111,706,196$
Surplus 99,321$ 869,677$ 432,515$
Police and Firefighter Pension Disclosure Changes: The City has historically included
annual costs for employees covered by the Illinois Municipal Retirement Fund (IMRF) in
each operating department and fund. Police and Firefighter pension costs, as a part of a
locally administered pension system, have only been shown in the respective agency/trust
pension funds (page 195 & 193 of this budget). The 2016 Adopted Budget now shows
these expenses in the Police and Fire Departments of the General Fund and also shows
these expenses in the agencies and trust funds as was done in the 2015 Amended Budget.
As noted previously, this annual expenses is approximately $16.7 million for 2016, an
increase of $1.7 million above 2015 levels.
Good Neighbor Fund: Northwestern University is contributing $1 million to the City of
Evanston for use in a variety of programs. There will be additional employees as a result of
this funding. The overall impact to the General Fund is additional revenue of $320,000.
Additional details for this fund and its transfers can be found on page 121.
Increased Expenses
New Job Training program (Good Neighbor Fund)100,000$
One additional FTE Outreach worker (Good Neighbor Fund)80,000$
TOTAL 180,000$
Increased Revenues
Increased funding to aid families affected by violent crime 50,000$
Increased funding for youth and young adult division from Good Neighbor Fund 100,000$
Increased funding for at-risk youth job training 150,000$
Transfer from Good Neighbor Fund to pay for one ambulance company 200,000$
TOTAL 500,000$
15
Staffing/Compensation: IAFF, AFSCME and FOP Officer labor contracts were settled in
2014. The 2016 Adopted Budget includes a 2.4-2.75% wage increase across all of these
units. Adopted in this budget is an increase of 2% for non-union staff.
Additionally, the 2016 Adopted Budget includes staffing adjustments to better align staff with
the City Council goals.
Position Description
2015 Adopted
Budget FTE
2016 Adopted
Budget FTE Difference
Junior Accountant 0.00 1.00 1.00 Created by eliminating temporary accounting position
Digital Services Manager 0.00 1.00 1.00 New Position
Exec Secretary (non-Dept Head)1.00 0.00 -1.00 Position eliminated during 2016 Budget
Electrical Inspector/Plan Reviewer 0.00 1.00 1.00 Added during 2016 Budget process
Chief Animal Warden 1.00 0.00 -1.00 Position elminiated
PT Animal Warden 0.50 0.00 -0.50 Position elminiated
Director, Public Works 1.00 0.00 -1.00 Eliminated during the 2016 Budget process
Youth-Young Adult Outreach Worker 1.90 2.90 1.00 Position added during 2016 Budget process; funded
from Good Neighbor Fund
Facilities Coordinator 0.00 0.50 0.50 Added during 2016 Budget process
Facilities Supervisor 0.00 1.00 1.00 Added during 2016 Budget process
Festival Coordinator 0.60 1.00 0.40 0.4 FTE added during the 2016 Budget process
LIBRARY FUND 66.45 66.87 0.42
NSP2 FUND 0.50 0.45 -0.05
CDBG ADMINISTRATION FUND 4.35 4.55 0.20
ECONOMIC DEVELOPMENT FUND 6.25 5.75 -0.50
HOME FUND 0.40 0.50 0.10
AFFORDABLE HOUSING FUND 0.00 0.50 0.50
83.95 87.02 3.07 Total FTE Increase
Balanced Budget: The FY 2016 budget was adopted with a general fund surplus of
$432,515.
16
Proposed Adopted
TOTAL 2015 ADOPTED REVENUES (General Fund Baseline)91,434,635$ 91,434,635$
TOTAL 2015 ADOPTED EXPENDITURES (General Fund Baseline)91,335,314$ 91,335,314$ -$ -$
Proposed Revenue Growth for 2016 (no rate increases)
Sales Tax-Home Rule 309,000$ 309,000$
Parking Tickets 312,500$ 312,500$
State Use Tax 340,000$ 340,000$
Parking Tax 350,000$ 350,000$
Sales Tax-Basic 511,250$ 511,250$
Liquor Tax 550,000$ 550,000$
Additional Revenue Growth 157,019$ 157,019$
Building Permits 800,000$ 800,000$
Interfund transfer changes (revenue growth from other City funds)228,972$ 228,972$
General Fund Police Pension Levy (per GASB 67 & 68)9,055,940$ 9,055,940$
General Fund Fire Pension Levy (per GASB 67 & 68)7,070,865$ 7,070,865$
General Fund Police PPRT (per GASB 67 & 68)325,000$ 325,000$
General Fund Fire Pension PPRT (per GASB 67 & 68)280,000$ 280,000$
FY2016 Total Revenues with Revenue Growth-- 2016 BASELINE 111,725,181$ 111,725,181$ -$
Increase transfer from Economic Development Fund 250,000$ 250,000$
Transfer from Good Neighbor Fund into General Fund 500,000$ 500,000$
Net Property Tax Increase of $800,000 -$
Property Tax Transfer to Fire Pension (includes $400,000 property tax increase)1,009,290$ -$
Property Tax Transfer to Police Pension (includes $400,000 property tax increase)675,733$ -$
General Fund Property Tax Decrease (336,470)$ (336,470)$
General Assistance Tax Decrease (548,553)$ -$
FY2016 Total Revenues (Total Revenues w/ Trending + Proposed FY2016 Revenues)112,138,711$ 112,138,711$
TOTAL 2015 ADOPTED EXPENDITURES (General Fund Baseline)91,335,314$ 91,335,314$
FY2016 Expense Changes
IMRF Early Retirement Incentive Debt Service Increase 25,210$ 25,210$
Increase 3% Transfer to Fleet Fund 98,602$ 98,602$
Salary increases for 2016 Contract (2.4%-2.75%)2,390,000$ 2,390,000$
Utility and misc cuts (93,839)$ (93,839)$
Grant reduction (41,000)$ (41,000)$
Non-bargaining salary increases at 2%265,000$ 265,000$
Insurance reduction approx. 3%(267,500)$ (267,500)$
Salary budgeted at 99.5%(256,394)$ (256,394)$
General Fund Police Pension Levy transfer to Police Pension Fund (per GASB 67 & 68)9,055,940$ 9,055,940$
General Fund Fire Pension Levy transfer to Fire Pension Fund (per GASB 67 & 68)7,070,865$ 7,070,865$
General Fund Police PPRT transfer to Police Pension Fund (per GASB 67 & 68)325,000$ 325,000$
General Fund Fire PPRT transfer to Fire Pension Fund (per GASB 67 & 68)280,000$ 280,000$
Total 18,851,884$ 18,851,884$
FY2016 Expenses with Contractual Increases-- 2016 BASELINE 110,187,198 110,187,198
17
Proposed Expense Changes for FY2016
New Job Training program (Good Neighbor Fund)100,000$ 100,000$
Reduce 1 FTE for Administrative Secretary (80,120)$ (80,120)$
Add 1 FTE for Electrical Inspector/Plan Reviewer 118,018$ 118,018$
Add 1 FTE Outreach worker (Good Neighbor Fund)80,000$ 80,000$
Add 1 FTE for Transportation and Mobility Coordinator N/A N/A
Reduce 1 FTE Community Engagement Specialist N/A N/A
Additional 0.4 FTE for Special Events Coordinator 40,000$ 40,000$
Eliminate Chief Animal Warden position (97,000)$
Contribution to Evanston Animal Shelter Association 65,000$
Increased job training programming 100,000$ 100,000$
Gibbs Morrison Cultural Center (includes 1.5 FTEs)195,000$ 195,000$
Reduction in Recruitment (off-year)(16,000)$ (16,000)$
Reduction in test administration (off-year)(11,500)$ (11,500)$
Reduction in employment testing services (off-year)(22,500)$ (22,500)$
Reduction in Service Agreement/Contracts (copier initial cost)(110,000)$ (110,000)$
Reduction in SWANCC fees (56,900)$ (56,900)$
Elimination of SWANCC Debt Services (60,000)$ (60,000)$
Public Works reorganization savings (200,000)$ (200,000)$
One-time transfer to Insurance Fund 400,000$ 400,000$
One-time transfer to Debt Service Fund 400,000$ 400,000$
One-time transfer to Capital Improvements Fund 500,000$ 500,000$
Transfer to Capital Fund for Main Street Sidewalk Engineering 75,000$
Transfer to Firefighter Pension Fund 43,000$
Transfer to Police Pension Fund 57,000$
111,563,196$ 111,706,196$
FY2016 Projected Surplus 575,515$ 432,515$
FY2016 Total Revenues (Total Revenues w/ Trending + Proposed FY2016 Revenues)112,138,711$ 112,138,711$
FY2016 Total Expenses (Total Expenses w/ Contractual Increases + Proposed FY2016 Expense Adjustments)111,563,196$ 111,706,196$
FY2016 Projected Surplus 575,515$ 432,515$
Projected surplus from baseline revenues and expenses 1,537,983$ 1,537,983$
Projected surplus from budget balancing worksheet 575,515$ 432,515$
FY2016 Total Expenses (Total Expenses w/ Contractual Increases + Proposed FY2016 Expense
Adjustments)
During the 2016 Budget process, the City Council requested that staff provide various
options for reductions in costs, pending State budget announcements. The $1.5 million in
requested cuts is detailed below and will be implemented with Council approval if necessary
due to State action.
18
Proposed $1,500,000 Reductions from General Fund (1,586,902)$
Elimination of city-wide cell phone allowance (31,418)$
Remove baseline transfer to Capital Improvement Fund (500,000)$
Law
Reduce "Legal Services--General"(22,000)$
Administrative Services
Reduction in personal computer equipment (47,428)$
Police Department
Eliminate Chief Animal Warden position (97,000)$
Contribution to Evanston Animal Shelter Association 50,000$
Eliminate training coordinator position (vacant)(83,271)$
Eliminate Records Operator position (79,256)$
Vacancy Savings (248,000)$
Fire Department
Hold 2 vacancies (200,000)$
Health
Eliminate Medical Billing position (70,000)$
Public Works
Elimination of Construction Inspector position (vacant)(86,369)$
Eliminate Facilities Maintenance Worker III position (vacant)(87,475)$
Parks
Staff reorganization savings (84,685)$
SUMMARY WITH ABOVE REDUCTIONS
2015 General Fund Expenditures 109,976,294$
2015 General Fund Revenues 112,138,711$
2015 Surplus/Deficit 2,162,417$
GENERAL FUND REVENUES
The City of Evanston economy remains stable and overall revenues are projected to
increase for the 2016 Adopted Budget. The table on the next page shows a listing of
taxes/revenues that are projected to change and some of the reasons for these changes.
19
REVENUE
FY15
Amended
Budget
FY16
Adopted
Budget
Difference Reason
STATE USE TAX 1,260,000$ 1,600,000$ 340,000$
Per the IL Municipal League, 2015 (May-
Apr) Use Tax rate was $18.50 per capita.
IML forecasts an increase to $19.40 for 2016.
SALES TAX - BASIC 10,225,000$ 10,756,250$ 531,250$
Sales tax increases reflect both economic
growth and the inclusion of new grocery
stores (Whole Foods and Valli Produce).
SALES TAX - HOME RULE 6,180,000$ 6,489,000$ 309,000$ Local Sales tax does not include auto sales.
ATHLETIC CONTEST TAX 900,000$ 1,000,000$ 100,000$
This increase is due to trending upward
actual revenue from this tax. 2014 actual was
$1,030,000.
TELECOMMUNICATIONS TAX 3,150,000$ 2,000,000$ (1,150,000)$
Telecommunications tax is decreasing
regionwide due to increases data usage and
reduced voice usage.
STATE INCOME TAX 7,500,000$ 7,650,000$ 150,000$
Per IML, 2015 (May-Apr) Income Tax rate is
projected to be just under $97.00 per capita,
which is only a modest increase. City
estimates for 2016 are expected to be $7.65
ELECTRIC UTILITY TAX 3,000,000$ 3,070,000$ 70,000$
Per State of IL - 2016 electricity revenue is
forecasted to increase slightly. The 2015
budget was $3 million.
NATURAL GAS UTILITY 1,200,000$ 1,300,000$ 100,000$
Tax on gross receipts for natural gas usage.
Per State of IL - 2015 Natural Gas tax will
decrease slightly. Current year revenues
support this projection, but this may vary due
to weather.
CIGARETTE TAX 300,000$ 200,000$ (100,000)$
Cigarette taxes have steadily decreased 2013.
2016 projection is based on historical
collections.
LIQUOR TAX 2,450,000$ 3,000,000$ 550,000$
Staff projects an increase in taxes due to
economic development activities such as new
Whole Foods, Valli Produce, micro/nano
activities, and continued strong retail and
restaurant activity).
PARKING TAX 2,500,000$ 2,850,000$ 350,000$ The Parking Tax continues to increase. The
2015 estimate is $2,550,000.
PERSONAL PROPERTY
REAPLACEMENT TAX 600,000$ 800,000$ 200,000$
PPRT actuals receipts were up slightly from
2015 budgeted. Therefore 2016 budget will
increase slightly to accommodate the actuals
from 2015.
REAL ESTATE TRANSFER TAX 2,875,000$ 3,000,000$ 125,000$
Currently, the continued reassessment of
activities by the County makes projection of
any increases or decreases in this account a
difficult projection and staff recommends
status quo. The 2015 estimate is $2,850,000.
VEHICLE LICENSES 2,850,000$ 2,850,000$ -$
Staff is projecting a a flat change, however
compliance activities through the addition of
one additional LPR camera enforcement car
is anticipated.
TOTALS 44,990,000$ 46,565,250$ 1,575,250$
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OTHER FUNDS:
Water Fund: 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 2016 Capital Improvements Plan includes $15.4 million
($4.1 million to be 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, whereas there is no certainty of such favorable lending
conditions in the future. 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.
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
immediately after this transmittal letter.
CONCLUSION
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 Deputy City Manager Erika Storlie,
Assistant Director of Administrative Services Ashley King, Senior Management Analyst Alex
Thorpe, ICMA Fellow Oscar Murillo, and Application Analyst James Shin 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
21
City of Evanston
FY 2016 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 include 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 2016 is $304,494,806 for all budgeted funds,
including inter-fund transfers. This represents an increase of $36,903,178
compared to the amended FY 2015 Budget ($267,591,628). There are several
major changes in the FY 2016 budget compared to FY 2015 including the
creation of a Good Neighbor Fund, the Special Service District #6, and the
presentation of pension expenses within the General Fund.
III. Fiscal Considerations
The City is anticipating another year of modest revenue growth with no changes
in tax rates, fees or fines. As a result, the focus of the FY 2016 budget will be to
continue services at current levels, with a focus on the execution of the City’s
goals to address families at risk, long-term debt, and facilities and infrastructure
improvement.
Revenues across all funds are projected to increase by approximately 15.1%
compared to FY 2015. FY 2016 General Fund revenues are projected to
increase over the prior year by 22.2%. The 2015 tax levy, receivable in 2016 is
proposed with several changes compared to the levy received in 2015. The table
below provides a comparison of the current and proposed levy by fund:
22
2014 ADOPTED
LEVY
2015
PROPOSED
LEVY
$ VARIANCE
INCREASE /
(DECREASE)
% VARIANCE
INCREASE /
(DECREASE)
General Fund 8,664,896$ 8,385,351$ (279,545)$ -3.2%
IMRF Pension 2,722,222$ 2,665,297$ (56,925)$ -2.1%
General Assistance 1,348,553$ 800,000$ (548,553)$ -40.7%
TOTAL CITY AND GA FUND $ 12,735,671 $ 11,850,648 $ (885,023)-6.95%
Fire Pension 6,061,575$ 7,070,865$ 1,009,290$ 16.7%
Police Pension 8,380,207$ 9,055,940$ 675,733$ 8.1%
Debt Service 11,049,841$ 11,049,841$ -$ 0.0%
TOTAL CITY NET LEVY $ 38,227,294 $ 39,027,294 $ 800,000 2.1%
IV. General Fund
Expenditures
The FY 2016 budget includes increases to personnel costs as a result of union
contracts which included an average 2.4% general wage increase. The FY 2015
Adopted Budget served as the baseline for non-personnel Departmental
expenditure budgets in 2016. All Departments were asked to provide a 2%
reduction in their total budgets from the FY 2015 Adopted Budget.
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 decrease by $693,413 as
noted above.
2. State Sales Tax:
General Fund revenue from the State of Illinois sales tax is expected to be
$10,736,250, which represents an approximate increase of 5% in comparison to
the FY 2015 budget. This revenue will increase or decrease based on the dollar
amount of purchased tangible merchandise with in the City. The anticipated
increase is based on the projections provided by the State of Illinois budget office
and have been adjusted to account for increased sales as a result of increases in
retail grocery sales within Evanston.
3. Home Rule Sales Tax:
23
For FY 2015, this General Fund revenue is budgeted at $6,489,000, which is a
5% increase in comparison to the FY 2015 budget. The year-end estimate for
FY 2015 Home Rule Sales Tax revenue is projected at $6,350,000. 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.
4. State Income Tax:
Based upon projections from the Illinois Municipal League, revenue budgeted for
FY 2016 is $7,650,000, representing a 2% increase from the FY 2015 budget.
This revenue is collected by the State of Illinois and the amount distributed to
Illinois municipalities is dependent upon population size. The State of Illinois has
discussed a potential decrease to the amount of income tax that is distributed to
municipalities.
5. Utility Taxes:
Revenues from utility taxes are comprised of electric, natural gas distribution and
consumption, and telecommunications taxes. For FY 2016, these taxes are
budgeted at $7,210,000, which represents a 11.75% decrease compared to FY
2015 budget. The decrease is in the telecommunications tax ($1,150,000 lower
than 2015 Budget) due to a consistent decrease in this revenue source in
Evanston and throughout the region.
6. Real Estate Transfer Tax:
Real estate transfer tax revenue is slightly increased to $3,000,000 in FY 2016
over 2015 and 2014’s budget at $2,875,000.
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 2016, the revenue projection for vehicle licenses is $2,850,000, which is
flat at the 2015 amount and a 5.5% increase from the FY 2014 budget.
8. Licenses, Permits, and Fees:
Excluding vehicle sticker sales, total licenses, permits, and fees are expected to
generate $12,426,627, which represents a 7.72% decrease in comparison to FY
2015. 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 $4,177.825
in FY 2016, which represents a 2.81% increase, mainly due to increased parking
fines.
10. Charges for Services
24
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 $8,559,167 in FY 2016, which is a 6.7% increase over FY 2015.
11. State and Federal Aid
This revenue is completely dependent on grants offered by the State and Federal
governments. For FY 2015, the revenue is projected to be flat with 2015 at
$725,727. 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 $500 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.
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.
Good Neighbor Fund
The Good Neighbor Fund is a new fund in 2016 as a result of Northwestern
University’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. As
noted above, the Library is increasing both operating and capital expenses for
2016. 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
25
Transportation and are appropriated as part of the City’s share of the gasoline
tax. Motor Fuel Tax Fund spending is budgeted at $2,189,000 in FY 2016.
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 2016 revenues for the fund
are budgeted at $1,019,000 while expenditures for 2016 total $1,516,643.
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
calculated. The FY 2016 revenues and expenditures budgeted for the SSA #4
Fund are projected to be $320,000.
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 2016 is $2,594,625,
which includes draw down of prior year available funds. This is a $604,514
increase in comparison to FY 2015.
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 2016
expenditures total is $350,000.
Economic Development Fund
Revenues for this fund are primarily generated from locally administered hotel
and amusement taxes. The City uses these funds to stimulate economic
development according to the City’s strategic economic development plan.
Expenditures for the Economic Development Fund are budgeted to be
$2,548,699. The fund has a decrease as a result of returning the Gigabit Project
grant to the State of Illinois. The $900,000 grant was included in the FY 2015
Budget.
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 2016.
26
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 2016 budgeted expenditures are $402,168 or $39,032 less than FY
2015.
Affordable Housing Fund
The Affordable Housing Fund seeks to support housing related programs as
adopted by the City Council. The FY 2016 budget is $474,347 for Rehab Loans
and Housing Related Services.
Washington National TIF Debt Service Fund
Expenditures for the Washington National TIF Fund are budgeted to be
$7,787,683 for FY 2016, an increase of $3,872,387 from 2015. The major
expenses in this fund are the payment of debt service for parking facilities, capital
projects, and economic development activities.
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. The FY 2016 budget for this
fund is $468,271 of debt service costs, which represents a $43,096 increase from
FY 2015.
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.
Special Service Area #6 Fund
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. The FY 2016 Budget for this fund is $200,000.
Southwest II (Howard-Hartrey) TIF Debt Service Fund
Also known as the Howard-Hartrey TIF, the district consists of a 23-acre site
located at 2201 Howard Street. The FY 2016 budget for this fund is $1,952,450
and includes $1 million for economic development projects.
Debt Service Fund
The 2015 tax year levy, to be filed with Cook County in December 2015, has
been budgeted as revenue for FY 2016. Budgeted expenditures in this fund
primarily consist of general obligation debt not paid (and therefore abated)
27
elsewhere, such as in tax incremental financing districts and enterprise funds.
Total debt service for FY 2016 is projected at $16,279,452.
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 TI F
district contains mixed residential uses, retail/commercial properties, and
institutional uses. Expenditures budgeted for FY 2016 total $1,646,100, with a
significant portion of this amount budgeted for developer agreement payments.
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 2016 are budgeted at $40,000 and
are primarily related to economic development and capital projects.
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 2016 are budgeted at $40,000.
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 $22,769,615 which is an increase of
$4,247,465 compared to FY 2015.
Special Assessment Fund
The Special Assessment Fund’s budgeted expenditures for FY 2016 total
$382,250, which represents a decrease of $379,448 compared to FY 2015. The
majority of this decrease is attributable to fewer capital improvement projects
scheduled in the fund for FY 2015.
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 garage, the Maple Avenue parking structure, and the entire
municipal parking system. FY 2016 budgeted expenses total $16,938,042, an
increase of $1,278,748 compared to FY 2015.
28
Water Fund
The Water Fund has budgeted FY 2016 expenses totaling $41,125,255, which
represents an increase of $9,049,613 in comparison to FY 2015. This increase
is primarily due to capital improvements scheduled in the fund, which are
budgeted at $24,784,400 in FY 2016 and include main replacements, tank
painting and improvements to the Water Plant.
Sewer Fund
The Sewer Fund has budgeted FY 2016 expenses totaling $15,481,301 which
represents an increase of $2,091,666 compared to FY 2015. The Sewer Fund
includes $2,900,000 in capital improvements and $9,222,913 in debt service.
Solid Waste Fund
This fund was created in FY 2012 and tracks revenues and expenses associated
with the City’s refuse, recycling, and yard-waste collection services. The FY
2016 budget for Solid Waste operations is projected at $5,140,517 which is a
decrease of $51,303 from FY 2015.
Fleet Services Fund
Budgeted expenditures for FY 2016 total $3,644,146, a $99,809 increase in
comparison to FY 2015. 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.
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 2016 expenditures budgeted for the fund total $1,515,422.
Insurance Fund
Budgeted expenditures for FY 2016 total $17,192,633, which is a decrease of
$17,119 from the FY 2015 budget. 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 2016
are budgeted at $8,163,000.
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 2016 are budgeted at $11,047,000.
29
PART II
CHARTS & SUMMARIES
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201 6 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 Deputy City
Manager
Assistant City
Manager / CFO
Boards and
Commissions
Library
31
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 477,645
Number of Registered Borrowers 59,204
Geographic Location On Lake Michigan Annual Circulation 1,011,064
Immediately north
of Chicago
Recreation Facilities
Population (2011 Census Estimate) 74,785 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 (2012) $2,514,621,552 Number of Parking Lots 35
Capacity of Parking Lots 1,919
Per Capita Income (2010 Census Estimate) $42,925 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
32
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
2003 74,239 2,694,578,744 36,296 32.5 91.3%9,766 5.4%
2004 74,239 2,694,578,744 36,296 32.5 91.3%9,849 5.0%
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 74,486 3,176,902,386 42,651 35.1 93.6%11,419 6.8%
2014 75,658 3,123,464,872 41,284 35.1 93.8%10,977 5.6%
Source: Various Government agencies
33
DATE TIME ACTIVITY
Monday, August 17, 2015 7PM*Mid-Year 2015 Budget Review
Monday, August 31, 2015 7PM 2016 Budget Discussion
Friday, October 9, 2015 5PM Proposed Budget to City Council
Monday, October 19, 2105 7PM Budget Discussion
Saturday, October 24, 2015 9AM - 1PM Special City Council meeting
Public Hearing-- Truth in Taxation
Public Hearing-- FY 2016 Budget
Preliminary Tax Levy Estimate
Monday, November 9, 2015 7PM*Budget Discussion
Monday, November 16, 2015 7PM Budget Discussion (if needed)
Monday, November 23, 2015 7PM*Budget & Tax Levy Adoption
*meeting times are approximate
City of Evanston
City Council Budget Calendar
Fiscal Year 2016
Rosh Hashanah is September 13th through 15th. Yom Kippur is September 22nd
through 23rd. Columbus Day is October 12th. Thanksgiving is November 26th.
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201 6 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 6 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 6 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 6 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.
38
201 6 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 is 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.
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201 6 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
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201 6 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
41
201 6 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.
Economic Development Fund
Expenditures in the Economic Development Fund will be for development activities as directed by
the Economic Development Committee and City Council. Funds may be accumulated from year to
year for major development activities.
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.
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201 6 ADOPTED BUDGET
Budget Policies
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.
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).
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201 6 ADOPTED BUDGET
Budget Policies
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.
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2016 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.
45
2016 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.
46
2016 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.
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.
Equipment Replacement Fund – To account for the costs associated with the purchase of
vehicles and equipment.
47
2016 ADOPTED BUDGET
Fund Descriptions
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.
48
Fund Fund #2014 Actual
Amount
2015 Amended
Budget
2015 Estimated
Amount
2016 Adopted
Budget
Net Change in
Proposed
Expenses
Percent Change
General 100 90,205,523 91,335,314 89,790,987 111,706,196 20,370,882 22.3%
General Assistance 175 947,791 1,370,369 820,442 987,833 (382,536) -27.9%
Human Services 176 859,153 856,753 859,153 - 0.0%
Good Neighbor Fund 180 - - - 1,000,000 1,000,000 0.0%
Library 185 5,792,028 6,631,692 6,337,613 6,997,142 365,450 5.5%
Library - Debt Service 186 748,520 605,138 562,740 393,409 (211,729) -35.0%
Library - Capital 187 605,700 - - (605,700) -100.0%
Neighborhood Stabilization 195 1,149,489 383,596 122,136 198,954 (184,642) -48.1%
Motor Fuel 200 1,726,829 2,533,000 2,333,000 2,189,000 (344,000) -13.6%
Emergency Telephone 205 1,253,827 1,416,934 1,330,464 1,516,643 99,709 7.0%
Special Service Area # 4 210 320,000 320,000 325,000 320,000 - 0.0%
CDBG 215 1,412,496 1,990,111 1,663,148 2,594,625 604,514 30.4%
CDBG Loan 220 39,503 237,100 141,000 350,000 112,900 47.6%
Economic Development 225 1,928,435 3,252,528 3,244,012 2,548,699 (703,829) -21.6%
Neighborhood Improvement 235 - 50,000 - 100,000 50,000 100.0%
HOME 240 960,222 441,200 466,035 402,168 (39,032) -8.8%
Affordable Housing Fund 250 94,938 405,000 61,000 474,347 69,347 17.1%
Washington National TIF 300 3,944,801 6,140,296 3,915,296 7,787,683 1,647,387 26.8%
Special Service Area # 5 305 442,050 425,175 425,175 468,271 43,096 10.1%
Southwest II TIF 310 2,141,696 3,648,010 2,663,010 1,952,450 (1,695,560) -46.5%
Southwest TIF 315 47,077 861,217 893,665 - (861,217) -100.0%
Debt Service 320 12,859,158 13,918,114 24,694,502 16,279,452 2,361,338 17.0%
Howard-Ridge TIF 330 828,884 798,100 646,115 1,646,100 848,000 106.3%
West Evanston TIF 335 138,295 165,000 68,000 40,000 (125,000) -75.8%
Dempster-Dodge TIF 340 - - 2,010,000 40,000 40,000 N/A
Chicago-Main TIF 345 - 2,900,000 2,910,000 43,500 (2,856,500) -98.5%
Special Service Area #6 350 - - - 200,000 200,000
Capital Improvement 415 4,959,563 18,522,150 13,700,000 22,769,615 4,247,465 22.9%
Special Assessment 420 230,541 761,698 260,968 382,250 (379,448) -49.8%
Parking 505 8,854,437 15,659,294 15,557,755 16,938,042 1,278,748 8.2%
Water 510 20,934,610 32,075,642 22,628,248 41,125,255 9,049,613 28.2%
Sewer 515 7,645,349 13,389,635 13,221,098 15,481,301 2,091,666 15.6%
Solid Waste 520 4,855,695 5,191,820 5,151,209 5,140,517 (51,303) -1.0%
Fleet 600 3,412,158 3,544,337 3,596,948 3,644,146 99,809 2.8%
Equipment Replacement 601 1,636,706 1,515,422 2,580,006 1,515,422 - 0.0%
Insurance 605 17,729,287 17,209,752 16,696,139 17,192,633 (17,119) -0.1%
Fire Pension 700 7,971,698 7,886,630 7,913,000 8,163,000 276,370 3.5%
Police Pension 705 10,253,961 10,542,500 10,727,000 11,047,000 504,500 4.8%
Total All Funds 215,465,567$ 267,591,628$ 258,312,464$ 304,494,806$ 36,903,179$ 13.8%
All budget totals in this summary are gross figures prior to eliminating interfund transfers.
Total Budgeted Expenditures - All Funds
FY2015 vs. FY2016
(Prior to Interfund Transfers)
In this summary, the total budgets for all funds are compared with the amended fund totals for FY15.
49
Fund Fund #FY2015 Net
Budget
FY2016Adopted
Expenditures
Less Transfers to
Other Funds
FY2016 Net
Expenditures Net Change Percent
Change
General 100 72,454,749 111,706,196 (37,161,541) 74,544,655 2,089,906 2.9%
General Assistance 175 1,328,659 987,833 (21,242) 966,591 (362,068) -27.3%
Human Services 176 859,153 859,153 - 859,153 - 0.0%
Good Neighbor Fund 180 - 1,000,000 1,000,000 1,000,000
Library 185 5,887,772 6,997,142 (746,693) 6,250,449 362,677 6.2%
Library - Capital 186 605,138 393,409 - 393,409 (211,729) -35.0%
Library - Debt Service 187 605,700 - - - (605,700) -100.0%
Neighborhood Stabilization 195 366,291 198,954 (9,402) 189,552 (176,739) -48.3%
Motor Fuel 200 1,700,000 2,189,000 (833,000) 1,356,000 (344,000) -20.2%
Emergency Telephone 205 940,177 1,516,643 (236,713) 1,279,930 339,753 36.1%
Special Service Area # 4 210 320,000 320,000 - 320,000 - 0.0%
CDBG 215 1,579,863 2,594,625 (93,887) 2,500,738 920,875 58.3%
CDBG Loan 220 237,100 350,000 - 350,000 112,900 47.6%
Economic Development 225 2,677,542 2,548,699 (719,653) 1,829,046 (848,496) -31.7%
Neighborhood Improvement 235 50,000 100,000 - 100,000 50,000 100.0%
HOME 240 441,200 402,168 - 402,168 (39,032) -8.8%
Affordable Housing Fund 250 405,000 474,347 - 474,347 69,347 17.1%
Washington National TIF 300 2,088,526 7,787,683 (3,957,683) 3,830,000 1,741,474 83.4%
Special Service Area # 5 305 425,175 468,271 - 468,271 43,096 10.1%
Southwest II TIF 310 3,503,610 1,952,450 (152,450) 1,800,000 (1,703,610) -48.6%
Southwest TIF 315 861,217 - - - (861,217) -100.0%
Debt Service 320 13,909,178 16,279,452 - 16,279,452 2,370,274 17.0%
Howard-Ridge TIF 330 692,600 1,646,100 (107,500) 1,538,600 846,000 122.1%
West Evanston TIF 335 105,000 40,000 (30,000) 10,000 (95,000) -90.5%
Dempster-Dodge TIF 340 - 40,000 - 40,000 40,000 N/A
Chicago-Main TIF 345 - 43,500 - 43,500
Special Service Area #6 350 - 200,000 - 200,000
Capital Improvement 415 18,692,150 22,769,615 (490,000) 22,279,615 3,587,465 19.2%
Special Assessment 420 591,850 382,250 (260,698) 121,552 (470,298) -79.5%
Parking 505 14,160,294 16,938,042 (1,461,706) 15,476,336 1,316,042 9.3%
Water 510 27,601,867 41,125,255 (4,616,527) 36,508,728 8,906,861 32.3%
Sewer 515 12,241,880 15,481,301 (1,188,312) 14,292,989 2,051,109 16.8%
Solid Waste 520 4,560,168 5,140,517 (629,190) 4,511,327 (48,841) -1.1%
Fleet 600 3,332,365 3,644,146 (210,898) 3,433,248 100,883 3.0%
Equipment Replacement 601 1,515,422 1,515,422 - 1,515,422 - 0.0%
Insurance 605 17,209,752 17,192,633 (8,936) 17,183,697 (26,055) -0.2%
Fire Pension 700 7,886,630 8,163,000 - 8,163,000 276,370 3.5%
Police Pension 705 10,542,500 11,047,000 - 11,047,000 504,500 4.8%
Total All Funds 230,378,530$ 304,494,806$ (52,936,031)$ 251,558,775$ 21,180,245$ 9.2%
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 FY2015 budget.
The total for each fund is compared with that of the approved FY2016 budget.
Adjusted for Interfund Transfers
50
Budget Budget
Fund Transfers To Fund Transfers From
Revenue To General 250,000 Expense From Library (250,000)
Revenue To General 833,000 Expense From Motor Fuel (833,000)
Revenue To General 129,729 Expense From E911 (129,729)
Revenue To General 600,000 Expense From
Economic
Development (600,000)
Revenue To General 350,000 Expense From
Washington
National TIF (350,000)
Revenue To General 152,450 Expense From
Howard Hartrey
TIF (152,450)
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 490,000 Expense From
Capital
Improvement (490,000)
Revenue To General 900,000 Expense From Parking (900,000)
Revenue To General 3,369,559 Expense From Water (3,369,559)
Revenue To General 330,167 Expense From Sewer (330,167)
Subtotal 7,494,905$ Subtotal (7,494,905)$
Revenue To
Police and Fire
Pensions 16,831,805 Expense From General (16,831,805)
Subtotal 16,831,805$ Subtotal (16,831,805)$
Revenue To
Health and
Human Services 884,794 Expense From General (884,794)
Subtotal 884,794$ Subtotal (884,794)$
Revenue To
Economic
Development 47,500 Expense From Howard Ridge TIF (47,500)
Subtotal 47,500$ Subtotal (47,500)$
Revenue To
Capital
Improvement
Plan 575,000 Expense From General Fund (575,000)
Subtotal 575,000$ Subtotal (575,000)$
Revenue To Debt Service (ERI)719,304 Expense From General (719,304)
Revenue To Debt Service (Debt Reduction)1,814,583 Expense From General (1,814,583)
Revenue To Debt Service 80,089 Expense From Library (80,089)
Revenue To Debt Service 4,344 Expense From NSP2 (4,344)
Revenue To Debt Service 12,038 Expense From E911 (12,038)
Revenue To Debt Service 3,144 Expense From CDBG (3,144)
Revenue To Debt Service 14,782 Expense From
Economic
Development (14,782)
City of Evanston
Budgeted Interfund Transfers
2016 Adopted Budget
51
Revenue To Debt Service 260,698 Expense From Special Assessment (260,698)
Revenue To Debt Service 251,493 Expense From Sewer (251,493)
Revenue To Debt Service 26,762 Expense From Fleet (26,762)
Revenue To Debt Service 8,936 Expense From Insurance (8,936)
Subtotal 3,196,173$ Subtotal (3,196,173)$
Revenue To Parking 3,607,683 Expense From
Washington
National TIF (3,607,683)
Subtotal 3,607,683 Subtotal (3,607,683)$
Revenue To Solid Waste 1,055,967 Expense From General (1,055,967)
Subtotal 1,055,967$ Subtotal (1,055,967)$
Revenue To Fleet 2,710,071 Expense From General (2,710,071)
Revenue To Fleet 2,452 Expense From Library (2,452)
Revenue To Fleet 23,783 Expense From Parking (23,783)
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 3,384,459$ Subtotal (3,384,459)$
Revenue To Equipment Repl.1,241,290 Expense From General (1,241,290)
Revenue To Equipment Repl.1,700 Expense From Library (1,700)
Revenue To Equipment Repl.1,300 Expense From CDBG (1,300)
Revenue To Equipment Repl.30,000 Expense From Parking (30,000)
Revenue To Equipment Repl.177,131 Expense From Solid Waste (177,131)
Subtotal 1,451,421$ Subtotal (1,451,421)$
Revenue To Insurance 11,328,727 Expense From General (11,328,727)
Revenue To Insurance 21,242 Expense From General Assistance (21,242)
Revenue To Insurance 412,452 Expense From Library (412,452)
Revenue To Insurance 5,058 Expense From NSP2 (5,058)
Revenue To Insurance 94,946 Expense From E911 (94,946)
Revenue To Insurance 88,619 Expense From CDBG (88,619)
Revenue To Insurance 104,871 Expense From
Economic
Development (104,871)
Revenue To Insurance 507,923 Expense From Parking (507,923)
Revenue To Insurance 1,114,214 Expense From Water (1,114,214)
Revenue To Insurance 414,439 Expense From Sewer (414,439)
Revenue To Insurance 129,697 Expense From Solid Waste (129,697)
Revenue To Insurance 184,136 Expense From Fleet (184,136)
Subtotal 14,406,324$ Subtotal (14,406,324)$
Total $ 52,936,031 Total $ (52,936,031)
52
Fund Name Fund #
12/31/15
Estimated Fund
Balance*
FY16 Adopted
Revenues
(Excluding
Applied F.B.)
FY2016 Adopted
Expenditures
FY2016 Adopted
Surplus (Deficit)
12/31/16
Estimated
Unreserved Fund
Balance
Fund Balance as a
% of Expenditures
Fund Balance
Reserve Policy
General Fund 100 15,853,643 112,138,711 111,706,196 432,515 16,286,158 15%16.6%
General Assistance Fund 175 756,829 1,026,000 987,833 38,167 794,996 80%N/A
Human Services 176 28,041 884,794 859,153 25,641 53,682 6%N/A
Good Neighbor Fund 180 - 1,000,000 1,000,000 - - 0%N/A
Library 185 1,836,861 7,017,157 6,997,142 20,015 1,856,876 N/A
Library - Capital 186 - - - - -
Library - Debt Service 187 135,993 393,409 393,409 - 135,993
Neighborhood Stabilization 195 116,404 198,651 198,954 (303) 116,101 0%N/A
Motor Fuel Tax Fund 200 1,197,431 1,711,000 2,189,000 (478,000) 719,431 33%N/A
Emergency Telephone Fund 205 498,039 1,019,000 1,516,643 (497,643) 396 0%
Special Service Area # 4 210 145,200 320,000 320,000 - 145,200 45%N/A
CDBG 215 184,902 2,595,000 2,594,625 375 185,277 7%N/A
CDBG Loan 220 2,326,625 350,000 350,000 - 2,326,625 665%N/A
Economic Development 225 2,364,059 2,262,600 2,548,699 (286,099) 2,077,960 82%N/A
Neighborhood Improvement 235 189,915 20,000 100,000 (80,000) 109,915 110%N/A
HOME 240 4,580,079 402,168 402,168 - 4,580,079 1139%N/A
Affordable Housing Fund 250 2,676,320 160,628 474,347 (313,719) 2,362,601 498%N/A
Washington National TIF 300 7,106,408 5,147,000 7,787,683 (2,640,683) 4,465,725 57%N/A
Special Service Area #5 305 467,971 300 468,271 (467,971) - N/A N/A
Howard-Hartrey TIF 310 956,723 1,302,000 1,952,450 (650,450) 306,273 16%N/A
Southwest TIF 315 - - - - - 0%N/A
Debt Service 320 4,445,121 13,527,784 16,279,452 (2,751,668) 1,693,453 10%N/A
Howard-Ridge TIF 330 266,551 1,670,100 1,646,100 24,000 290,551 18%N/A
West Evanston TIF 335 432,570 150 40,000 (39,850) 392,720 982%N/A
Dempster-Dodge TIF 340 (10,000) 50,000 40,000 10,000 - N/A N/A
Chicago-Main TIF 345 (10,000) 75,000 43,500 31,500 21,500 49%N/A
Special Service Area #6 350 - 210,500 200,000 10,500 10,500 5%N/A
Capital Projects Fund 415 1,358,926 20,560,615 22,769,615 (2,209,000) (850,074) -4%N/A
Special Assessment Fund 420 2,738,800 481,200 382,250 98,950 2,837,750 742%N/A
Parking System Fund 505 12,585,490 10,322,856 16,938,042 (6,615,186) 5,970,304 35%N/A
Water 510 7,230,034 37,718,000 41,125,255 (3,407,255) 3,822,779 9%N/A
Sewer 515 3,686,654 13,873,815 15,481,301 (1,607,486) 2,079,168 13%N/A
Solid Waste 520 (529,818) 5,201,361 5,140,517 60,844 (468,974) -9%N/A
Fleet Service 600 (326,955) 3,399,869 3,644,146 (244,277) (571,232) -16%N/A
Equipment Replacement 601 1,265,809 1,661,638 1,515,422 146,216 1,412,025 93%N/A
Insurance 605 (2,665,389) 17,758,038 17,192,633 565,405 (2,099,984) -12%N/A
Fire Pension 700 71,759,712 12,460,865 8,163,000 4,297,865 76,057,577 932%N/A
Police Pension 705 105,728,749 17,430,940 11,047,000 6,383,940 112,112,689 1015%N/A
Total All Funds 249,377,697$ 294,351,149$ 304,494,806$ (10,143,657)$ 239,234,040$
* Fund balances above may exclude certain reserved amounts and fixed/illiquid assets
City of Evanston
Fund Balance Summary
FY 2016 Adopted
53
GENERAL FUND
37.3%
SOCIAL PROGRAMS
1.0%
MOTOR FUEL TAX FUEL
0.7%
EMERGENCY TELEPHONE
(E911) FUND, 0.5%
DEBT SERVICE FUND
5.5%
CAPITAL IMPROVEMENT FUND
7.9%
PARKING PARKING
5.7%
SEWER FUND
5.2%SOLID WASTE FUND
1.7%
FEDERAL PROGRAMS
0.4%
SPECIAL SERVICE AREAS
0.5%
ECONOMIC DEVELOPMENT
1.9%
TIF FUNDS
3.6%
WATER FUND
13.9%
FLEET FUND
7.6%
PENSION
FUNDS
6.5%
FY 2016 Adopted Budget
Summary - All Funds $304,494,806
54
201 6 ADOPTED BUDGET
Revenue / Expense by Category
Revenue Summary by Category
Expense Summary by Category
Revenues Property Tax Other Tax Other
Revenues
Lic, Permit,
Fees Transfers Charges for
Services Intergovernment Interest
Income
Fines &
Forfeits
Library
Revenue Insurance Workers
Comp
Spec
Assessment Grand Total
100 GENERAL FUND 27,417,407 45,986,550 1,286,843 14,732,027 8,842,365 8,447,967 765,727 50,000 4,609,825 - - - - 112,138,711$
175 GENERAL ASSISTANCE FUND 1,000,000 - 25,000 - - - - 1,000 - - - - - 1,026,000$
176 HEALTH AND HUMAN SERVICES - - - - 884,794 - - - - - - - - 884,794$
180 GOOD NEIGHBOR FUND - - 1,000,000 - - - - - - - - - - 1,000,000$
185 LIBRARY FUND 6,104,180 50,200 247,500 - 185,800 - 94,177 2,000 - 333,300 - - - 7,017,157$
186 LIBRARY DEBT SERVICE FUND 393,409 - - - - - - - - - - - - 393,409$
187 LIBRARY CAPITAL IMPROVEMENT FD - - - - - - - - - - - - - -$
195 NEIGHBORHOOD STABILIZATION FUND - - - - - - 198,651 - - - - - - 198,651$
200 MOTOR FUEL TAX FUND - - - - - - 1,710,000 1,000 - - - - - 1,711,000$
205 EMERGENCY TELEPHONE (E911) FUND - - - 1,018,000 - - - 1,000 - - - - - 1,019,000$
210 SPECIAL SERVICE AREA (SSA) #4 320,000 - - - - - - - - - - - - 320,000$
215 CDBG FUND - - - - - - 2,595,000 - - - - - - 2,595,000$
220 CDBG LOAN - - 350,000 - - - - - - - - - - 350,000$
225 ECONOMIC DEVELOPMENT FUND - 2,165,000 50,000 - 47,500 - - 100 - - - - - 2,262,600$
235 NEIGHBORHOOD IMPROVEMENT - 20,000 - - - - - - - - - - - 20,000$
240 HOME FUND - - 8,300 - - - 393,868 - - - - - - 402,168$
250 AFFORDABLE HOUSING FUND - 30,000 130,400 - - - - 228 - - - - - 160,628$
300 WASHINGTON NATIONAL TIF FUND 5,145,000 - - - - - - 2,000 - - - - - 5,147,000$
305 SPECIAL SERVICE AREA (SSA) #5 - - - - - - - 300 - - - - - 300$
310 HOWARD-HARTREY TIF 1,300,000 - - - - - - 2,000 - - - - - 1,302,000$
320 DEBT SERVICE FUND 10,879,993 - - - 2,646,291 - - 1,500 - - - - - 13,527,784$
330 HOWARD-RIDGE TIF FUND 550,000 - 1,120,000 - - - - 100 - - - - - 1,670,100$
335 WEST EVANSTON TIF FUND - - - - - - - 150 - - - - - 150$
340 DEMPSTER-DODGE TIF FUND - - 50,000 - - - - - - - - - - 50,000$
345 CHICAGO-MAIN TIF 75,000 - - - - - - - - - - - - 75,000$
350 SPECIAL SERVICE AREA (SSA) #6 210,000 - - - - - - 500 - - - - - 210,500$
415 CAPITAL IMPROVEMENTS FUND - - 9,248,000 - 6,471,000 - 4,841,615 - - - - - - 20,560,615$
420 SPECIAL ASSESSMENT FUND - - 250,000 - - - - 51,033 - - - - 180,167 481,200$
505 PARKING SYSTEM FUND - - 119,216 - 3,711,770 6,444,675 12,125 35,070 - - - - - 10,322,856$
510 WATER FUND - - 22,348,400 70,000 - 15,298,000 - 1,600 - - - - - 37,718,000$
515 SEWER FUND - - 984,165 - - 12,888,650 - 1,000 - - - - - 13,873,815$
520 SOLID WASTE FUND - - 238,000 275,000 1,055,967 3,632,394 - - - - - - - 5,201,361$
600 FLEET SERVICES FUND - - 3,396,369 - 2,500 - - 1,000 - - - - - 3,399,869$
601 EQUIPMENT REPLACEMENT FUND - - 1,659,938 - 1,700 - - - - - - - - 1,661,638$
605 INSURANCE FUND - - 10,111,694 - - 162,411 - 1,000 - - 6,459,839 1,023,094 - 17,758,038$
700 FIRE PENSION FUND 7,070,865 280,000 1,010,000 - - - - 4,100,000 - - - - - 12,460,865$
705 POLICE PENSION FUND 9,055,940 325,000 1,550,000 - - - - 6,500,000 - - - - - 17,430,940$
Grand Total 69,521,794$ 48,856,750$ 55,183,825$ 16,095,027$ 23,849,687$ 46,874,097$ 10,611,163$ 10,752,581$ 4,609,825$ 333,300$ 6,459,839$ 1,023,094$ 180,167$ 294,351,149$
Expenses Salary &
Benefits
Services &
Supplies
Capital
Outlay Contingencies CSO Debt Service Depreciation Ins & Chg
Backs Miscellaneous Transfers Grand Total
100 GENERAL FUND 70,111,353 11,776,309 200,600 213,505 925,029 - - 19,882,973 1,661,899 6,934,528 111,706,196$
175 GENERAL ASSISTANCE FUND 221,933 758,900 - - - - - - 7,000 - 987,833$
176 HEALTH AND HUMAN SERVICES - - - - 859,153 - - - - - 859,153$
180 GOOD NEIGHBOR FUND - - - - - - - - - 1,000,000 1,000,000$
185 LIBRARY FUND 4,751,497 1,872,573 32,800 - - - - 80,089 250,000 10,183 6,997,142$
186 LIBRARY DEBT SERVICE FUND - - - - - 393,409 - - - - 393,409$
195 NEIGHBORHOOD STABILIZATION FUND 33,648 5,100 35,000 - - - - 4,344 120,862 - 198,954$
200 MOTOR FUEL TAX FUND - - - - - - - - - 2,189,000 2,189,000$
205 EMERGENCY TELEPHONE (E911) FUND 580,773 377,600 393,615 5,000 - - - 12,478 - 147,177 1,516,643$
210 SPECIAL SERVICE AREA (SSA) #4 - 320,000 - - - - - - - - 320,000$
215 CDBG FUND 452,432 3,800 - - - - - 6,341 1,274,280 857,772 2,594,625$
220 CDBG LOAN - 340,000 - - - - - - 10,000 - 350,000$
225 ECONOMIC DEVELOPMENT FUND 734,229 912,200 253,500 - - - - 15,322 16,000 617,448 2,548,699$
235 NEIGHBORHOOD IMPROVEMENT - - - - - - - - 100,000 - 100,000$
240 HOME FUND 48,348 352,500 - - - - - - 500 820 402,168$
250 AFFORDABLE HOUSING FUND 48,347 350,000 - - - - - - 76,000 - 474,347$
300 WASHINGTON NATIONAL TIF FUND - 1,000,000 - - - - - - 500,000 6,287,683 7,787,683$
305 SPECIAL SERVICE AREA (SSA) #5 - 51,399 - - - 416,872 - - - - 468,271$
310 HOWARD-HARTREY TIF - - - - - - - - 200,000 1,752,450 1,952,450$
320 DEBT SERVICE FUND - 315,770 - - - 15,963,682 - - - - 16,279,452$
330 HOWARD-RIDGE TIF FUND - 538,000 1,000,000 - - 600 - - - 107,500 1,646,100$
335 WEST EVANSTON TIF FUND - - - - - 10,000 - - - 30,000 40,000$
340 DEMPSTER-DODGE TIF FUND - - - - - 40,000 - - - - 40,000$
345 CHICAGO-MAIN TIF - - - - - 43,500 - - - - 43,500$
350 SPECIAL SERVICE AREA (SSA) #6 - 200,000 - - - - - - - - 200,000$
415 CAPITAL IMPROVEMENTS FUND - - 22,279,615 - - - - - - 490,000 22,769,615$
420 SPECIAL ASSESSMENT FUND - - - - - - - - - 382,250 382,250$
505 PARKING SYSTEM FUND 1,485,289 3,301,275 3,474,000 11,000 - 3,917,652 2,873,395 - 252,000 1,623,431 16,938,042$
510 WATER FUND 5,105,126 3,490,950 75,800 1,000 - 1,053,288 - - 62,980 3,970,805 13,759,949$
513 WATER DEPR IMPRV & EXTENSION - 2,665,000 24,700,306 - - - - - - - 27,365,306$
515 SEWER FUND 1,168,910 995,800 3,048,314 - - 9,222,913 - - 1,500 1,043,864 15,481,301$
520 SOLID WASTE FUND 868,098 3,731,676 26,250 - - - - - 15,000 499,493 5,140,517$
600 FLEET SERVICES FUND 1,236,877 2,380,057 - 450 - - - 26,762 - - 3,644,146$
601 EQUIPMENT REPLACEMENT FUND - 60,000 1,455,422 - - - - - - - 1,515,422$
605 INSURANCE FUND 479,323 1,385,248 - - - - - 15,328,062 - - 17,192,633$
700 FIRE PENSION FUND 8,163,000 - - - - - - - - - 8,163,000$
705 POLICE PENSION FUND 11,047,000 - - - - - - - - - 11,047,000$
Grand Total 106,536,183$ 37,184,157$ 56,975,222$ 230,955$ 1,784,182$ 31,061,916$ 2,873,395$ 35,356,371$ 4,548,021$ 27,944,404$ 304,494,806$
55
201 6 ADOPTED BUDGET
Property Tax Levy
2014 ADOPTED
LEVY
2015 ADOPTED
LEVY
$ VARIANCE
INCREASE /
(DECREASE)
% VARIANCE
INCREASE /
(DECREASE)
GENERAL FUND
Gross Levy 8,841,731 8,556,481 (285,250) -3.2%
Loss Factor*176,835 171,130 (5,705) -3.2%
Net Levy - General Fund 8,664,896$ 8,385,351$ (279,545)$ -3.2%
GENERAL FUND - IMRF PENSION
Gross Levy 2,777,778 2,719,691 (58,087) -2.1%
Loss Factor*55,556 54,394 (1,162) -2.1%
Net Levy - IMRF Pension 2,722,222$ 2,665,297$ (56,925)$ -2.1%
GENERAL ASSISTANCE FUND
Gross Levy 1,376,074 816,327 (559,747) -40.7%
Loss Factor*27,521 16,327 (11,195) -40.7%
Net Levy - General Assistance 1,348,553$ 800,000$ (548,553)$ -40.7%
TOTAL CITY AND GA FUND $ 12,735,671 $ 11,850,648 $ (885,023)-6.95%
FIRE PENSION FUND
Gross Levy 6,185,281 7,215,168 1,029,887 16.7%
Loss Factor*123,706 144,303 20,597 16.7%
Net Levy - Fire Pension 6,061,575$ 7,070,865$ 1,009,290$ 16.7%
POLICE PENSION FUND
Gross Levy 8,551,232 9,240,755 689,523 8.1%
Loss Factor*171,025 184,815 13,790 8.1%
Net Levy - Police Pension 8,380,207$ 9,055,940$ 675,733$ 8.1%
DEBT SERVICE FUND
Gross Levy 11,275,348 11,275,348 - 0.0%
Loss Factor*225,507 225,507 - 0.0%
Net Levy - Debt Service 11,049,841$ 11,049,841$ -$ 0.0%
TOTAL CITY LEVY
Gross Levy 39,007,443 39,823,770 816,327 2.1%
Loss Factor*780,149 796,475 16,326 2.1%
TOTAL CITY NET LEVY $ 38,227,294 $ 39,027,294 $ 800,000 2.1%
LIBRARY FUND
Gross Levy 5,932,148 6,177,735 245,587
Loss Factor*118,643 123,555 4,912
Net Levy - Library 6,050,791$ 6,301,289$ 250,498$ 4.10%
LIBRARY FUND - DEBT SERVICE
Gross Levy 617,488 393,409 (224,079)
Loss Factor*12,350 7,714 (4,636)
Net Levy - Library Debt 629,838$ 401,123$ (228,715)$ -36.30%
TOTAL LIBRARY LEVY
Gross Levy 6,549,636 6,571,144 21,508
Loss Factor*130,993 131,269 276
TOTAL LIBRARY NET LEVY $ 6,680,629 $ 6,702,412 $ 21,783 0.30%
TOTAL CITY AND LIBRARY LEVIES $ 44,907,922 $ 45,729,706 $ 821,784 1.8%
201 6 ADOPTED BUDGET – PROPERTY TAX LEVY
Property Tax Charts
57
201 6 ADOPTED BUDGET – PROPERTY TAX LEVY
Property Tax Charts
Real Estate Tax Bill (2014 Rate). The City of Evanston received 18.12% of each property tax bill for
the 2014 levy (collected in 2015).
City of Evanston percentage of tax bill for last 10 years
58
201 6 ADOPTED BUDGET – PROPERTY TAX LEVY
Property Tax Information
CITY OF EVANSTON, ILLINOIS
Analysis of City Government Tax Levies
Last Ten Fiscal Years
Tax Levy Year 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
General Corporate 16,105,714 17,040,816 17,439,796 17,322,716 16,638,265 16,926,411 14,487,920 13,624,172 9,774,369 9,580,053 8,841,731
Debt Service 8,593,632 8,915,268 8,800,251 9,237,356 10,307,533 10,345,061 11,027,117 12,106,010 12,038,792 12,038,794 11,892,836
24,699,346 25,956,084 26,240,047 26,560,072 26,945,798 27,271,472 25,515,037 25,730,182 21,813,161 21,618,847 20,734,567
Police Pension 4,171,429 4,171,429 4,232,653 4,731,122 6,084,034 6,867,980 7,588,132 8,364,032 8,234,005 8,234,005 8,551,232
Firefighters' Pension 3,229,882 3,295,798 3,811,224 4,259,490 5,014,836 5,639,910 6,180,885 6,244,279 6,185,281 6,185,281 6,185,281
I.M.R.F. Pension - - - - - - 2,195,345 3,059,093 2,757,657 2,696,871 2,777,778
32,100,657 33,423,311 34,283,924 35,550,684 38,044,668 39,779,362 41,479,399 43,397,586 38,990,104 38,735,004 38,248,858
***Source Document is Cook County Assessors Agency Tax Report
Property Tax Rates per $100 - Direct and Overlapping Governments
Last Ten Levy Years
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
City of Evanston 1.491 1.527 1.283 1.295 1.204 1.365 1.592 1.551 1.760 0.778
Consolidated Elections 0.014 - 0.012 - 0.021 - 0.025 - - -
Cook County 0.533 0.500 0.446 0.415 0.394 0.423 0.462 0.531 0.560 0.560
Cook County Forest Preserve District 0.060 0.057 0.053 0.051 0.049 0.051 0.058 0.063 0.069 0.069
Suburban T.B. Sanitarium 0.005 0.005 - - - - - - - -
Metropolitan Water Reclamation District 0.315 0.284 0.263 0.252 0.261 0.274 0.320 0.370 0.417 0.417
North Shore Mosquito Abatement District 0.008 0.009 0.008 0.008 0.008 0.009 0.010 0.010 0.007 0.007
Evanston Township 0.055 0.058 0.050 0.050 0.042 0.046 0.011 0.010 0.053 0.053
Community College 535 0.158 0.166 0.141 0.140 0.140 0.160 0.196 0.219 0.256 0.256
School District 202 2.023 2.099 1.750 1.722 1.616 1.819 2.061 2.308 2.689 2.689
School District 65 2.890 3.045 2.535 2.552 2.401 2.655 2.818 3.149 3.671 3.671
Total tax rate for property not in park district
or special service district 7.552 7.750 6.541 6.485 6.136 6.802 7.553 8.211 9.482 8.500
Percent of total tax rate levied by City of Evanston 19.74%19.70%19.61%19.97%19.62%20.07%21.08%18.89%18.56%9.15%
Source: Cook County Assessor's office
Government Unit
59
201 6 ADOPTED BUDGET – PROPERTY TAX LEVY
Property Tax Information
The primary objective in debt management is to keep the level of indebtedness within available
resources and it’s imperative to keep the debt within the stated City Council debt limitation. Because
the City of Evanston is a Home Rule municipality, there is no legal limit on the amount of debt the City
can issue. However, the Evanston City Council has established a limit of $113,000,000 in general
obligation debt as a City debt service policy.
The most recent debt issuance was in November 2015 when the City sold $13,095,000 Series 2015
General Obligation Corporate Purpose Bonds. The most recent issue of $13,095,000 is composed of
$7,700,018 in General Obligation Bonds, planned to be services through property taxes, and the
remaining $5,394,982 will be paid from TIF, Water, etc. In 2015 $11,330,000 in bond principle serviced
through property taxes was retired, which allows the City to stay under the $113,000,000 limit in
property tax supported debt.
The public debt in the City of Evanston satisfies the current budget policy and is sufficient to meet the
community needs.
The following is a statistical breakdown of the City of Evanston’s debt services profile:
General Obligation Debt per Capita 2,124
General Obligation Debt as a percentage of Equalized Assessed Valuation 7.15%
Current Bonds Ratings—Moody’s Investor Services Aa1
Current Bonds Ratings—Fitch Ratings AA+
Equalized Assessed Valuation—Tax Year 2014 2,244,569,975
Governmental Activity General Obligation Debt (FY 2014) 116,836,839
Business Activity General Obligation Debt (FY 2014) 29,787,840
Total unabated debt service (principal + interest) expenditures as a % 12.31%
of General Fund Expenditures
Source: General Obligation Corporate Service Bonds Series 2015 A and B - Official Statement
60
201 6 ADOPTED BUDGET – PROPERTY TAX LEVY
Debt Service Funds
61
2016 ADOPTED BUDGET
Revenues Sources, Assumptions and Trends
The following is a summary of major revenue sources, trends, and assumptions for the FY 2016
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. Based on multi-variant
revenue projections, the State sales tax budget for FY 2016 is anticipated to be $10.7 million and the
home rule sales tax budget $6.4 million.
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 $7.6 million in income tax revenues.
62
2016 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.
63
2016 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 $6.6 million in revenues in FY 2016.
64
PART III
GENERAL FUND BUDGET
65
FY 2014 Actual FY 2015 Amended FY 2015 Estimated FY 2016 Budget
FY15 - FY16
Budget $
Variance
FY15 - FY16
Budget %
Variance
Operating General Fund Revenue
Property Taxes 11,547,828 11,637,118 12,076,500 27,417,407 15,780,289 135.6%
Other Taxes 42,686,089 43,689,300 44,059,300 45,986,550 2,297,250 5.3%
Other Revenue 1,366,946 1,316,343 1,292,800 1,286,843 (29,500) -2.2%
Licenses, Permits and Fees 14,504,366 13,462,559 12,416,570 14,732,027 1,269,468 9.4%
Charges for Services 7,894,609 8,134,967 8,510,903 8,447,967 313,000 3.8%
Interfund Transfers 7,794,660 7,892,893 8,082,641 8,842,365 949,472 12.0%
Fines and Forfeitures 3,357,965 4,495,774 3,330,925 4,609,825 114,051 2.5%
Intergovernmental Revenue 1,040,024 765,727 841,020 765,727 - 0.0%
Interest Income 13,037 50,000 50,005 50,000 - 0.0%
Total General Fund Revenue $ 90,205,523 $ 91,444,681 $ 90,660,664 $ 112,138,711 $ 20,694,030 22.6%
Operating General Fund Expenses
13 CITY COUNCIL 450,773 427,044 428,611 424,958 (2,086) -0.5%
14 CITY CLERK 259,908 249,979 276,094 263,203 13,224 5.3%
15 CITY MANAGER'S OFFICE 1,911,831 1,903,126 1,735,842 6,989,746 5,086,620 267.3%
17 LAW 1,060,790 1,129,534 1,018,377 1,130,000 466 0.0%
19 ADMINISTRATIVE SERVICES 8,382,105 10,371,388 9,735,239 9,634,173 (737,215) -7.1%
21 COMMUNITY DEVELOPMENT 2,627,186 2,427,257 2,258,259 2,740,032 312,775 12.9%
22 POLICE 28,272,128 27,820,569 27,751,649 37,696,278 9,875,709 35.5%
23 FIRE MGMT & SUPPORT 14,806,150 14,462,599 14,265,074 22,601,742 8,139,143 56.3%
24 HEALTH 3,030,175 3,658,702 3,520,743 3,544,226 (114,476) -3.1%
26 PUBLIC WORKS 18,454,528 18,048,955 17,959,228 - - -17.7%
40 PUBLIC WORKS AGENCY - - - 14,861,248 - -
30 PARKS, REC. AND COMMUNITY SERV.12,350,340 10,836,161 10,841,871 11,820,590 984,429 9.1%
Total General Fund Expense $ 91,605,914 $ 91,335,314 $ 89,790,987 $ 111,706,196 $ 23,558,589 22.3%
NET SURPLUS (1,400,391)$ 109,367$ 869,677$ 432,515$
BEGINNING FUND BALANCE $ 14,983,966 $ 14,983,966 $ 15,853,643
ENDING FUND BALANCE $ 14,983,966 $ 15,093,333 $ 15,853,643 $ 16,286,158
RESERVE BALANCE PERCENTAGE 16.4%16.5%17.7%14.6%
66
Account Number - Description FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Proposed
Budget
Property Taxes 11,547,828$ 11,637,118$ 12,076,500$ 27,417,407$
51015 - PROPERTY TAXES 11,089,952 11,387,118 11,825,000 11,040,602
51017 - PENSION PROPERTY TAX - - - 16,126,805
51025 - PRIOR YEAR'S TAXES 457,876 250,000 251,500 250,000
Other Taxes 42,686,089$ 43,689,300$ 44,059,300$ 45,986,550$
51515 - STATE USE TAX 1,455,198 1,260,000 1,400,000 1,600,000
51525 - SALES TAX - BASIC 9,803,582 10,225,000 10,225,000 10,736,250
51530 - SALES TAX - HOME RULE 6,102,969 6,180,000 6,350,000 6,489,000
51535 - AUTO RENTAL TAX 49,018 43,000 43,000 50,000
51540 - ATHLETIC CONTEST TAX 1,032,080 900,000 1,000,000 1,000,000
51545 - STATE INCOME TAX 7,053,978 7,500,000 7,500,000 7,650,000
51565 - ELECTRIC UTILITY TAX 2,941,483 3,070,000 3,070,000 3,070,000
51570 - NATURAL GAS UTILITY TAX 1,453,340 1,150,000 1,150,000 1,300,000
51575 - NAT GAS USE TAX HOME RULE 809,579 800,000 800,000 840,000
51585 - CIGARETTE TAX 222,000 300,000 200,000 200,000
51590 - EVANSTON MOTOR FUEL TAX 722,276 640,000 700,000 700,000
51595 - LIQUOR TAX 2,665,447 2,450,000 2,900,000 3,000,000
51597 - MEDICAL CANNABIS TAX - - - 50,000
51600 - PARKING TAX 2,565,189 2,500,000 2,850,000 2,850,000
51605 - PERSONAL PROPERTY REPLACEMENT TAX 793,445 600,000 750,000 800,000
51606 - PENSION PPRT - - - 605,000
51610 - PERS PROP REPL TAX RECREATION - 46,300 46,300 46,300
51620 - REAL ESTATE TRANSFER TAX 2,543,056 2,875,000 2,875,000 3,000,000
51625 - TELECOMMUNICATIONS TAX 2,473,450 3,150,000 2,200,000 2,000,000
Other Revenue 1,362,838$ 1,311,343$ 1,287,800$ 1,281,843$
52546 - POLICE EQUIPMENT REIMBURSEMENT - - 4,000 -
56010 - PROPERTY SALES AND RENTAL 55,325 51,543 66,500 51,543
56011 - DONATIONS 13,169 32,000 30,700 37,000
56012 - BERGLUND ANIMAL HOSPITAL PARKING LEASE 2,400 - - -
56045 - MISCELLANEOUS REVENUE 197,279 153,300 195,150 156,300
56046 - TAXICAB REVENUES 4,710 - 2,000 -
56048 - TEEN BABY NURSERY PROGRAM 20,500 41,000 - -
56049 - MARKET LINK VOUCHERS 22,103 16,500 20,000 20,000
56065 - SALE OF SURPLUS PROPERTY 1,579 - 350 -
56067 - REIMBURSEMENTS-SERVICES AND SUPPLIES 13,840 2,000 9,000 2,000
56068 - REIMB. SALT USAGE DIST 65 ETHS NW 52,269 75,000 75,000 75,000
56069 - REIMBURSEMENT FOR FIRE DEPARTMENT SERVICES 45,834 25,000 35,000 25,000
56070 - OVER AND SHORT (33) - - -
56095 - OVER AND SHORY - COLLECTOR'S OFFICE 5,773 - - -
56105 - PAYMENT IN LIEU OF TAXES 61,500 267,000 267,000 267,000
56106 - FUND BALANCE APPLIED 516,000 516,000 516,000 516,000
56112 - CONTRIBUTIONS FROM OTHER FUNDS 279,302 - - -
56134 - PRIVATE ELM TREE INSURANCE MONEY 42,310 41,000 45,000 41,000
56157 - CITIZENS CPR CLASS FEES 8,318 6,000 7,000 6,000
56175 - PARKING PERMITS-RYAN FIELD 11,574 15,000 15,000 15,000
56196 - JDE WATER INTERFACE 9,085 - 100 -
56587 - SALE OF LAND - 70,000 - 70,000
Licenses, Permits and Fees 14,504,366$ 13,462,559$ 12,416,570$ 14,732,027$
52010 - VEHICLE LICENSES 2,461,880 2,850,000 2,850,000 2,850,000
52015 - BUSINESS LICENSES 109,099 50,000 91,000 50,000
52016 - BED & BREAKFAST LICENSE 75 75 75 75
52017 - COLLECTION BOX LICENSE 2,444 2,500 2,500 2,500
52020 - PET LICENSES 28,279 18,000 18,000 28,000
52030 - CONTRACTORS' LICENSES 93,750 77,302 83,000 77,302
52035 - ROOMING HOUSE LICENSES 165,741 200,000 215,000 200,000
52040 - LIQUOR LICENSES 473,788 400,000 440,000 475,000
52041 - ONE DAY LIQUOR LICENSE 12,127 7,000 11,500 12,000
52045 - FARMERS' MARKET LICENSES 41,449 41,500 42,000 41,500
52046 - RENTAL BUILDING REGISTRATIONS 123,369 75,000 75,000 100,000
52050 - OTHER LICENSES 21,017 20,000 20,000 20,000
52055 - LONG TERM CARE LICENSES 88,740 98,400 98,400 98,400
52061 - SEASONAL FOOD ESTABLISHMENT LICENSE 10,650 7,500 12,000 19,500
52062 - MOBILE FOOD VEHICLE VENDOR LICENSE - 1,000 1,000 1,000
52063 - HEN COOP LICENSE 878 800 800 800
52070 - RESIDENT CARE HOME LICENSE 820 600 600 600
52080 - BUILDING PERMITS 7,113,065 6,700,000 5,300,000 7,500,000
52090 - PLUMBING PERMITS 300,200 135,000 150,000 200,000
67
52095 - ELECTRICAL PERMITS 311,085 140,000 200,000 305,000
52105 - SIGNS AND AWNING PERMITS 5,794 8,330 8,300 8,330
52110 - OTHER/MISC PERMITS 452,992 250,920 350,000 250,920
52115 - ELEVATOR PERMITS 35,739 32,000 35,000 32,000
52120 - HEATING VENT. A/C PERMITS 609,769 287,532 330,000 350,000
52126 - RIGHT-OF-WAY PERMIT 354,616 350,000 350,000 400,000
52127 - PROPERTY CLEAN UP REVENUE - - 3,595 -
52130 - RESIDENTS ANNUAL PARKING PERMITS 118,227 128,000 100,000 128,000
52131 - VISITOR PARKING PERMITS 14,646 12,300 12,000 12,300
52135 - FIRE SUPRESSION/ALARM PERMITS 77,026 90,000 92,000 90,000
52145 - ANNUAL SIGN FEES 33,853 25,000 25,000 25,000
52146 - MOVING VAN PERMIT FEES 18,000 50,000 50,000 50,000
52155 - PLAT PR.&SIGN APP HRG FEE 1,925 2,100 2,100 2,100
52170 - ALARM PANEL FRANCHISE FEE 12,250 6,000 5,000 6,000
52175 - NU/CENTEL EASEMENT 47,000 - 47,000 -
52180 - CABLE FRANCHISE FEE 1,173,914 1,200,000 1,200,000 1,200,000
52181 - PEG FEES - CABLE COMPANIES 131,577 130,000 130,000 130,000
52185 - NICOR FRANCHISE FEE 57,384 65,000 65,000 65,000
55075 - SUMMER FOOD INSPECTIONS 1,000 400 400 400
55150 - TANNING PARLOUR INSPECTION 200 300 300 300
Charges for Services 7,894,609$ 8,134,967$ 8,510,903$ 8,447,967$
52085 - PLAN REVIEW 6,962 5,000 7,000 5,000
53010 - BIRTH AND DEATH RECORDS 12,640 - - -
53030 - HEALTH SVC CHARGE OTHER AGENCIES 109 - - -
53050 - SANITATION CLASSES 640 - - -
53105 - HEALTH FOOD ESTABLISHMENT LICENSE FEE 102,476 185,000 195,000 190,000
53185 - TEMPORARY FOOD LICENSE 9,880 7,500 7,500 7,500
53190 - FOOD DELIVERY VEHICLE 1,434 5,500 5,500 5,500
53200 - BEV SNACK VENDING MACHINE 12,924 28,000 33,013 28,000
53210 - TOBACCO LICENSE 7,925 19,000 19,000 19,000
53211 - BEEKEEPER LICENSE FEE 148 - - -
53215 - BIRTH CERTIFICATE 62,559 56,000 95,000 75,000
53220 - DEATH CERTIFICATE 27,550 56,000 27,000 36,000
53230 - FUNERAL DIRECTOR LICENSE 2,979 6,000 8,000 6,000
53235 - TEMP FUNERAL DIRECTOR LICENSE 4,628 4,200 4,200 4,200
53251 - PARKING METER REVENUE 641,667 640,000 640,000 640,000
53560 - RECREATION - CHARGES FOR SERVICES 5,202 - 4,000 -
53565 - RECREATION PROGRAM FEES 5,188,767 5,367,751 5,634,040 5,374,751
53566 - RECREATION - DEFERRED REVENUE 145,774 - - -
53568 - TRANSFER FROM RESTRICTED ACCOUNT 49,429 78,716 73,800 78,716
53569 - SPECIAL EVENT REVENUE 20,665 25,000 25,000 25,000
53635 - WEIGHTS AND MEASURES EX 1,582 1,200 1,200 1,200
53640 - SENIOR TAXI COUPON SALES 85,284 108,000 70,000 100,000
53650 - STATE HIGHWAY MAINTENANCE 66,196 68,000 65,000 68,000
53655 - FIRE COST RECOVERY CHARGE 2,240 10,000 10,000 10,000
53656 - OTHER SERVICE CHARGES 3,792 - 1,000 -
53666 - HISTORIC PRESERVATION REVIEWS 10,242 7,200 8,000 7,200
53667 - TREE PRESERVATION REVENUES 5,440 3,500 4,500 3,500
53675 - AMBULANCE SERVICE 1,146,476 1,200,000 1,300,000 1,500,000
53680 - TOWING CHARGES - 1,000 1,000 1,000
53685 - POLICE REPORT FEES 23,120 20,000 22,000 20,000
53690 - WOOD RECYCLING 27,760 40,000 36,250 40,000
53695 - ZONING FEES 56,656 45,000 55,300 55,000
53705 - FIRE BUILDING INSPECTIONS 8,750 8,000 9,000 8,000
53715 - ALARM REGISTRATION FEE 132,044 111,000 119,700 111,000
53720 - SKOKIE ANIMAL BOARD FEE 2,740 8,000 8,000 8,000
53725 - BACKGR CHKS DAYCARE PROV 438 400 400 400
53736 - NEW PAVEMENT DEGRADATION FEES 16,054 10,000 20,000 10,000
53737 - I HEART EVANSTON TREES PROJECT 1,436 10,000 1,500 10,000
Fines and Forfeitures 3,357,965$ 4,495,774$ 3,330,925$ 4,609,825$
52505 - TICKET FINES-PARKING 2,459,142 3,250,000 2,302,000 3,562,500
52510 - REGULAR FINES 98,805 298,449 120,000 100,000
52525 - ANIMAL ORDINANCE PENALTIES 6,984 - 4,000 -
52530 - BOOT RELEASE FEE 27,625 45,000 50,125 45,000
52540 - POLICE & FIRE FALSE ALARM FEES 69,247 140,000 101,000 140,000
52541 - POLICE CTA DETAIL & BARNES DET 331,349 400,000 400,000 400,000
52542 - POLICE DUI REIMBURSEMENT 1,053 - 12,000 -
52545 - POLICE FALSE ALARM FINES 35,220 - - -
52555 - HOUSING CODE VIOL FINES 73,628 60,000 60,100 60,000
52560 - PERMIT PENALTY FEES 10,338 7,500 19,000 7,500
52570 - NON PARKING ORDINANCE VIOLATIONS 244,574 262,825 262,200 262,825
68
56025 - DAMAGE TO SIGNAGE - 2,000 500 2,000
56030 - DAMAGE TO TRAFFIC SIGNALS - 20,000 - 20,000
56031 - DAMAGE TO STREET LIGHTS - 10,000 - 10,000
Interfund Transfers 7,794,625$ 7,892,893$ 8,082,641$ 8,842,365$
53755 - CHARGES TO PARKING FUND (35) - - -
57007 - FROM WEST EVANSTON TIF 60,000 60,000 60,000 30,000
57009 - FROM LIBRARY FUND 217,516 210,000 210,000 210,000
57012 - FROM NSP2 GRANT FUND 46,779 30,000 30,000 30,000
57020 - FROM MOTOR FUEL FUND-S/M 833,000 833,000 833,000 833,000
57030 - TRANSFER FROM CDBG 589,531 571,000 571,000 571,000
57035 - FROM HOME FUND 17,922 22,500 22,500 22,500
57040 - FROM EMERGENCY TEL SYSTEM 125,950 125,950 125,950 129,729
57050 - FROM ECON DEV FUND 452,707 602,708 600,000 850,000
57058 - TRANSFER FROM GOOD NEIGHBOR FUND - - - 500,000
57060 - FROM HOUSING FUND 27,511 13,990 13,990 13,990
57065 - FROM WASHINGTON NAT'L DS 331,000 331,000 331,000 350,000
57070 - FROM HOW HARTREY DEBT SER 144,400 144,400 144,400 152,450
57075 - FROM SW TIF DEBT SERVICE 29,500 29,500 180,000 -
57096 - FROM HOWARD RIDGE TIF 60,000 60,000 60,000 60,000
57100 - FROM CAPITAL IMP. FUND 475,000 475,000 475,000 490,000
57130 - FROM PARKING FUND 869,242 869,242 869,242 900,000
57135 - FROM WATER FUND 162,235 162,235 162,235 162,235
57140 - FROM WATER FUND-ROI 2,531,102 2,531,102 2,531,102 2,531,102
57145 - FROM WATER FUND-ADMIN. EX 676,222 676,222 676,222 676,222
57165 - FROM SEWER FUND 145,044 145,044 187,000 330,137
Intergovernmental Revenue 1,044,167$ 770,727$ 846,020$ 770,727$
55025 - LOCAL HEALTH PROTECTION GRANT 76,181 76,000 76,000 76,000
55085 - IL TOBACCO FREE COMMUNITY 19,694 31,027 31,000 31,027
55086 - IL HIV SURVEILLANCE GRANT 1,228 4,000 5,000 4,000
55130 - IL STATE CHILDHOOD LEAD GRANT 2,250 1,000 1,870 1,000
55146 - STATE, COUNTY AND OTHER GRANTS 393,026 11,000 36,600 11,000
55160 - VIOLENT CRIME VICTIMS ASST GRANT - 44,000 - 44,000
55170 - FIRE DEPT TRAINING 13,069 6,000 10,000 6,000
55173 - CRI GRANT-REVENUE HHS 47,707 44,000 44,000 44,000
55174 - PHEP GRANT-REVENUE HHS 63,120 62,000 62,000 62,000
55231 - LEAD PAINT HAZARD GRANT 20,000 100,000 100,000 100,000
55251 - GRANTS AND AID 52,837 8,000 73,000 8,000
55255 - COMM AGING GRANT - ADVOCATE 71,967 87,150 90,000 87,150
55256 - IL VACANT PROPERTY GRANT 2,530 71,000 71,000 71,000
55265 - FEMA 1,928 17,000 80,000 17,000
55270 - POLICE TRAINING 12,583 8,000 - 8,000
55275 - HUD EMERG SHELTER GRANTS 175,757 135,550 135,550 135,550
55290 - OTHER FEDERAL AID 10,526 - - -
55311 - YOUTH ORGANIZATION UMBRELLA GRANT 34,405 40,000 25,000 40,000
55316 - RTA GRANT 41,216 20,000 - 20,000
56002 - WOMEN OUT WALKING 4,143 5,000 5,000 5,000
Interest Income 13,037$ 50,000$ 50,005$ 50,000$
56501 - INVESTMENT INCOME 13,037 50,000 50,005 50,000
Grand Total $ 90,205,523 $ 91,444,681 $ 90,660,664 $ 112,138,711
69
201 6 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
Expenses
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Adopted
Budget
1300 CITY COUNCIL 450,773 427,044 428,611 424,958
Grand Total $ 450,773 $ 427,044 $ 428,611 $ 424,958
Total Full-Time Equivalent Positions
Division
2016 Position
Total FTE
City Council 1.00
City Council Total 1.00
2015 Initiatives
The City Council initiated the following:
Hold a bi-annual visionary mission workshop
Reevaluate City goals
Review the Water and Sewer Infrastructure
Evaluate the Street/Sidewalks Infrastructure
Invest in Buildings and Facility Infrastructure
Make safety a priority while considering gun violence solutions
Reevaluate the criteria for affordable housing applicants
Ongoing Activity Measures
2014
Actual
2015
Estimated
2016
Projected
Number of ordinances adopted 124 200 160
Number of resolutions adopted 113 120 115
Updated board, committee, commission rosters 9 9 9
70
Account Number - Description FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Adopted
Budget
Salary and Benefits 376,302$ 353,775$ 353,775$ 351,612$
61010 - REGULAR PAY 211,249 212,391 212,391 213,375
61420 - ANNUAL SICK LEAVE PAYOUT 1,420 - - -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)2,433 - - -
61510 - HEALTH INSURANCE 135,586 115,584 115,584 113,506
61615 - LIFE INSURANCE 78 78 78 -
61710 - IMRF 9,296 9,336 9,336 8,308
61725 - SOCIAL SECURITY 13,161 13,280 13,280 13,310
61730 - MEDICARE 3,078 3,106 3,106 3,113
Services and Supplies 71,570$ 63,313$ 64,880$ 63,313$
62206 - TV BROADCASTING - 4,165 4,165 4,165
62210 - PRINTING 299 2,904 2,904 2,904
62275 - POSTAGE CHARGEBACKS 459 333 400 333
62280 - OVERNIGHT MAIL CHARGES - 167 167 167
62285 - COURIER CHARGES - 300 300 300
62295 - TRAINING & TRAVEL 9,443 8,000 8,000 8,000
62315 - POSTAGE 32 - - -
62360 - MEMBERSHIP DUES 48,179 38,000 38,000 38,000
62370 - EXPENSE ALLOWANCE 62 125 125 125
62380 - COPY MACHINE CHARGES 619 619 619 619
62456 - OUTSIDE MAIL SERVICES 4,524 4,000 4,000 4,000
64540 - TELECOMMUNICATIONS - WIRELESS 603 500 500 500
65010 - BOOKS, PUBLICATIONS, MAPS - 200 200 200
65025 - FOOD 6,903 2,500 4,000 2,500
65095 - OFFICE SUPPLIES 446 1,500 1,500 1,500
Miscellaneous 848$ 7,829$ 7,829$ 7,829$
62490 - OTHER PROGRAM COSTS 848 3,664 3,664 3,664
99998 - CONVERSION ACCOUNT - - - -
62595 - MEMBERSHIP DUES - CHARGEBACK - - - -
66044 - WORKERS COMP INSURANCE PREMIUMS - - - -
Grand Total $ 450,773 $ 427,044 $ 428,611 $ 424,958
71
2016 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
Expenses
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Aopted
Budget
1400 CITY CLERK 259,908 249,979 276,094 263,203
Grand Total $ 259,908 $ 249,979 $ 276,094 $ 263,203
Total Full-Time Equivalent Positions
Division
2016 Position
Total FTE
City Clerk 2.00
City Clerk Total 2.00
Performance Report on FY 2015 Major Program Objectives
The legal review of the Evanston City Code by departments was initiated by the Law
Department and completed in 2013. The City Code was last codified in 1979
The City Clerk’s Office provided:
a) Real Estate Transfer Tax (RETT) stamps
b) Notary Services
c) Certification of various documents
Code books are no longer sold in the Clerk’s Office
The City Clerk’s Office has two full-time Deputy Clerks as of April 2014
The Mail Room Attendant’s position was eliminated and the responsibilities are shared by the
two Deputy Clerks
The City Clerk's Office stopped compiling packets of materials for use by those wishing to run
for municipal offices during the election years
The City Clerk’s Office facilitated voting by registering voters, arranging for an early voting site
at the Civic Center, and providing voters with the means to vote absentee by mail
The City Clerk’s Office reorganized its office space configuration and filing system
New FOIA Officers have been designated in compliance with the new Illinois Freedom of
Information Act (FOIA) laws
Mandatory electronic training for all designated FOIA officers in the City was completed by
necessary personnel in 2015
72
2016 ADOPTED BUDGET - GENERAL FUND
City Clerk
The Clerk’s Office provides in-home Notary Services for individuals who can’t come to the
office
2016 Initiatives
Continued coordination of FOIA requests, and developing a process to electronically log and file
the disposition of FOIA requests
The City Clerk’s Office will work with the Cook County Department of Elections to facilitate
the March 15, 2016 Presidential Primary Election, and the November 8, 2016 Presidential
Election
The City Clerk’s Office will provide early voting services for the March 15, 2016 election
The City Clerk’s Office will continue to track the number of notary public requests that are
initiated and completed in the office
The City Clerk’s Office will continue to maintain a copy of all certifications of the FOIA and
Open Meetings Act (OMA) designees
The City Clerk will give a presentation to all new employees, directors, and managers on the
proper procedure for responding to FOIA request with the Legal Department‘s assistance
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 request all documentation from City departments that
deal with services, contracts, leases, licenses and any venture the City has with vendors and
residents
ONGOING ACTIVITY MEASURES
2014
Actual
2015
Estimated
2016
Projected
Voter Registrations 811 50 900
Early Voters 1867 1087 2100
Real Estate Transfer Tax Transactions 1103 1150 1200
Exemptions from Real Estate Transfer Tax Processed 672 800 900
Disabled Parking Placards Issued 176 75 125
FOIA Requests Processed 644 700 750
Responses to 311 Requests Submitted Online N/A 20 25
Responses to 311 Requests Received by Phone N/A 4800 6000
Certifications 125 175 250
Notary Services Provided 1072 1000 1200
73
Account Number - Description FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Adopted
Budget
Salary and Benefits 226,108$ 219,283$ 238,508$ 232,369$
61010 - REGULAR PAY 138,294 165,617 165,617 110,108
61050 - PERMANENT PART-TIME 20,007 - - 56,269
61055 - TEMPORARY EMPLOYEES 4,428 - - -
61110 - OVERTIME PAY 917 - 6,500 -
61415 - TERMINATION PAYOUTS 3,571 - - -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)1,717 - - -
61510 - HEALTH INSURANCE 26,075 20,732 33,491 35,282
61615 - LIFE INSURANCE 34 34 - -
61710 - IMRF 18,325 19,952 19,952 17,801
61725 - SOCIAL SECURITY 10,325 10,493 10,493 10,462
61730 - MEDICARE 2,415 2,455 2,455 2,447
Services and Supplies 30,160$ 26,931$ 33,821$ 26,931$
62210 - PRINTING 2,852 876 876 876
62245 - OTHER EQMT MAINTENANCE 488 - - -
62275 - POSTAGE CHARGEBACKS 567 200 1,000 200
62280 - OVERNIGHT MAIL CHARGES 23 65 65 65
62295 - TRAINING & TRAVEL 4,068 5,000 5,000 5,000
62315 - POSTAGE 1,174 35 1,100 35
62360 - MEMBERSHIP DUES 210 525 1,200 525
62380 - COPY MACHINE CHARGES 400 400 400 400
62457 - CODIFICATION SERVICES 8,677 17,330 17,330 17,330
62509 - SERVICE AGREEMENTS/ CONTRACTS 1,112 - - -
65010 - BOOKS, PUBLICATIONS, MAPS 34 - - -
65025 - FOOD - - 50 -
65080 - MERCHANDISE FOR RESALE 7,432 - - -
65095 - OFFICE SUPPLIES 2,708 2,000 6,300 2,000
65175 - ELECTION SUPPLIES - 500 500 500
65620 - OFFICE MACH. & EQUIP.416 - - -
Insurance and Other Chargebacks 3,635$ 3,765$ 3,765$ 3,903$
66025 - TRANSFER TO DEBT SERVICE - ERI 3,635 3,765 3,765 3,903
Capital Outlay 5$ -$ -$ -$
65515 - OTHER IMPROVEMENTS 5 - - -
Grand Total $ 259,908 $ 249,979 $ 276,094 $ 263,203
74
201 6 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 coordinating 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
Revenues
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Adopted
Budget
1505 CITY MANAGER 5,422 - 56,700 -
1510 PUBLIC INFORMATION 1,305,491 1,330,000 1,330,000 1,330,000
1560 REVENUE & COLLECTIONS - - - 70,232,717
1575 PURCHASING - - - 1,800
Grand Total $ 1,310,913 $ 1,330,000 $ 1,386,700 $ 71,564,517
Expenses
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Adopted
Budget
1505 CITY MANAGER 772,662 675,600 627,448 477,279
1510 PUBLIC INFORMATION 926,763 755,911 759,915 673,628
1525 MISC. BUSINESS OPERATIONS 54,721 200,000 80,000 200,000
1535 SUSTAINABILTY GRANT 104,051 103,551 102,814 110,737
1555 FINANCIAL ADMINISTRATION 1,886 - - 2,090,757
1560 REVENUE & COLLECTIONS - - - 2,104,138
1570 ACCOUNTING 590 - - 718,640
1571 TAX ASSESSMENT ADVOCACY - - - 89,978
1575 PURCHASING - - - 357,324
1580 COMMUNITY ARTS 51,156 168,064 165,665 167,265
Grand Total $ 1,911,831 $ 1,903,126 $ 1,735,842 $ 6,989,746
75
201 6 ADOPTED BUDGET - GENERAL FUND
City Manager’s Office
Total Full-Time Equivalent Positions
Division
2016 Position
Total FTE
City Manager 3.50
Community Engagement 5.00
Sustainability 1.00
Financial Administration 4.00
Revenue 3.00
Accounting 6.50
Tax Assessment 1.00
Purchasing 3.50
Community Arts 1.00
City Manager’s Office Total 28.50
City Council Goal Performance
City Council Goal Department Initiative
City Facilities
City Streets
Economic Development
Organized the 6th annual “Evanston Day” in Springfield, IL to lobby
for Evanston issues at the State Capitol, in cooperation with
Northwestern University, Evanston Schools, Evanston Chamber of
Commerce and local non-profits
Economic Development Worked with CTA to pilot an additional evening purple line express
train for six weeks in June & July. Although the pilot failed to garner
enough passengers to make it permanent, it was a successful
partnership that will continue to be resourced in the future.
Economic Development Ongoing support of business attraction, retention, and marketing
activities. Major initiatives have included securing TIF funding for
Chicago+Main development; re-tenanting two former Dominick’s
grocery stores with a Whole Foods Market and Valli International
Produce; creation of Special Service Area for Chicago/Main/Dempster
Commercial Area; support of “Shop Evanston for the Holidays” to
encourage annual holiday shopping in Evanston; ongoing support and
development of Howard Street corridor and performing arts space.
City Streets Worked with CTA and Northwestern University to offer CTA bus
service on Central Street which will decrease the amount of NU
shuttles on that street, reducing congestion. Implemented a bike
education and outreach program targeted to all road uses called Let’s
Roll Together. Launched BikeEvanston.org and @BikeEvanston. For
the second, year Pedal Bright offered free bike lights in an effort to
increase bike safety.
City Streets Co-presented 2nd Annual Evanston Streets Alive! open-streets event to
focus on community building, active transportation, and Evanston’s
Livability initiative. In its second year, the Hispanic Heritage Kick-off
Festival and the Green Living Festival were both combined into Streets
Alive to create an even larger and multi-faceted event.
76
201 6 ADOPTED BUDGET - GENERAL FUND
City Manager’s Office
Financial Policies and City
Debt
Continued implementation of online payment forms using Stripe and
Dwolla to allow residents to pay wheel tax and other fees online
2016 Initiatives
Partner with Pace and CTA on North Shore Transit Study on bus routes
Develop, in conjunction with Public Works, Sustainability, and EPD, a bike education and
awareness outreach campaign to support the Bike Plan
Implement Divvy bike share program oversee the installation of 10 stations and a marketing
program with Divvy-Motivate and the City of Chicago
Continue to work with the boards, committees and commissions to improve training and
communication.
Create a state and federal strategy to target more funding to key City capital needs
Integrate STAR Communities framework for community sustainability into City operations and
develop continuous improvement plan
Work with Arts Council & City Council to develop Public Art Fund funded from private
developments
Support implementation of Evanston Livability Initiative, including Evanston’s new climate
action plan and other City-wide programs to enhance Evanston’s quality of life and goal of
creating the most livable city
Expand the Community Ambassadors Program to include a second cohort
Develop a Master Cultural Plan for the City’s fine and performing arts
2016 Objectives
Reduce City and community energy usage by leveraging existing utility programs and grant
funding
Convene two annual meetings with the “Sustain Evanston” network with a focus on
incorporating environmental, economic, and social elements into collaborative programs and
projects
Provide community education and outreach on waste reduction and recycling, energy efficiency,
and multi-modal transportation
Ongoing Activity Measures
2014
Actual
2015
Estimated
2016
Projected
Prepare agendas and materials for regular and special
City Council, Planning and Development, Rules and
Administration and Public Works meetings
107
107
105
Number of City of Evanston volunteer opportunities
145
150
160
Number of volunteer opportunities featured on VEP
website
86
120
120
Number of organizations featured on VEP website 82 80 80
311 center calls handled 144,119 155,000 155,000
311 center service requests handled 32,586 35,000 32,000
77
Account Number - Description FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Adopted
Budget
Salary and Benefits 1,490,440$ 1,402,044$ 1,361,035$ 2,974,583$
61010 - REGULAR PAY 1,077,678 1,043,448 993,008 2,207,028
61050 - PERMANENT PART-TIME 5,896 - - 4,980
61055 - TEMPORARY EMPLOYEES 9,934 - - -
61110 - OVERTIME PAY 1,367 - 1,449 4,800
61415 - TERMINATION PAYOUTS 10,207 - 2,205 -
61420 - ANNUAL SICK LEAVE PAYOUT 6,539 - 5,510 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)17,080 - 131 -
61510 - HEALTH INSURANCE 140,343 141,806 141,819 344,898
61610 - DENTAL INSURANCE (85) - - -
61615 - LIFE INSURANCE 697 1,079 996 7
61625 - AUTO ALLOWANCE 11,048 10,980 10,980 15,960
61626 - CELL PHONE ALLOWANCE 4,975 4,944 4,944 5,472
61710 - IMRF 126,284 123,873 123,909 231,399
61725 - SOCIAL SECURITY 62,407 60,443 60,569 127,941
61730 - MEDICARE 16,071 15,471 15,515 32,098
Services and Supplies 326,790$ 209,601$ 212,426$ 890,897$
61060 - SEASONAL EMPLOYEES 17,479 - 67,600 9,696
62110 - AUDITING - - - 100,000
62185 - CONSULTING SERVICES - - - 110,000
62205 - ADVERTISING 16,687 14,994 14,994 17,794
62210 - PRINTING 5,504 2,832 500 3,932
62235 - OFFICE EQUIPMENT MAINT - - - 100
62275 - POSTAGE CHARGEBACKS 826 999 550 9,499
62280 - OVERNIGHT MAIL CHARGES 20 167 167 767
62295 - TRAINING & TRAVEL 39,045 29,189 28,500 44,089
62315 - POSTAGE 2,113 2,499 1,000 43,499
62341 - INTERNET SOLUTION PROVIDERS 4,000 - - -
62360 - MEMBERSHIP DUES 24,186 12,333 12,100 16,533
62380 - COPY MACHINE CHARGES - - - 3,450
62431 - ARMORED CAR SERVICES - - - 17,000
62449 - CITATION AND SECONDARY COLLECTION PROCESSING - - - 320,000
62458 - OUTSIDE COPY SERVICES - 750 750 750
62506 - WORK- STUDY 2,420 3,300 3,000 3,300
62509 - SERVICE AGREEMENTS/ CONTRACTS 27,993 85,000 25,000 85,000
62615 - INSURANCE PREMIUM - - - 50
62665 - CONTRIB TO OTHER AGENCIES 58,675 50,000 50,000 50,000
64004 - PEG FEE DISTRIBUTION 105,751 - - -
64505 - TELECOMMUNICATIONS 1,886 - - -
64540 - TELECOMMUNICATIONS - WIRELESS 2,321 - 1,700 -
64541 - UTILITY TAX AUDIT SERVICES - - - 2,000
64545 - PERSONAL COMPUTER SOFTWARE 6,422 3,500 2,500 3,500
65010 - BOOKS, PUBLICATIONS, MAPS 909 883 800 1,683
65025 - FOOD 37 - - -
65045 - LICENSING/REGULATORY SUPP - - - 37,000
65095 - OFFICE SUPPLIES 4,191 2,100 3,150 10,200
65125 - OTHER COMMODITIES 2,212 880 115 880
65555 - PERSONAL COMPUTER EQUIPMENT 3,993 - - -
65635 - PERIODICALS 119 175 - 175
Miscellaneous 4,311$ 2,450$ 1,350$ 2,550$
62490 - OTHER PROGRAM COSTS 4,311 2,450 1,350 2,550
Insurance and Other Chargebacks 39,938$ 89,031$ 81,031$ 131,690$
66025 - TRANSFER TO DEBT SERVICE - ERI 30,541 31,634 31,634 72,101
66030 - MEDICAL INSURANCE 7,397 7,397 7,397 9,589
66040 - GENERAL ADMINISTRATION & SUPPORT 2,000 50,000 42,000 50,000
Capital Outlay (4,455)$ -$ -$ -$
65625 - FURNITURE & FIXTURES (4,455) - - -
Contingencies 54,807$ 200,000$ 80,000$ 200,000$
68205 - CONTINGENCIES 54,807 200,000 80,000 200,000
Interfund Transfers -$ -$ -$ 2,790,026$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE - - - 443
66020 - TRANSFERS TO OTHER FUNDS - - - 1,414,583
66130 - TRANSFER TO INSURANCE FUND - - - 400,000
66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND - - - 575,000
69320 - TRANSFERS TO DEBT SERVICE FUND - - - 400,000
Grand Total $ 1,911,831 $ 1,903,126 $ 1,735,842 $ 6,989,746
78
201 6 ADOPTED BUDGET - GENERAL FUND
Law Department
The Law Department provides for and supervises all legal services for the City. The Department
provides legal advice and/or opinions to the City Council and standing committees, City Manager, City
staff, elected officials, and City boards and commissions. The Department drafts or reviews ordinances
and resolutions and researches the legal basis and constitutional limitations of home-rule authority on all
legislative issues. 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 advice on public bidding and purchase procedures. The
Department supervises the liquor and taxi licensing activities in the City and supervises the
administrative adjudication division.
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 is responsible for the risk transfer and subrogation programs throughout
the City.
Financial Summary
Expenses
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Adopted
Budget
1705 LEGAL ADMINISTRATION 1,060,790 1,129,534 1,018,377 1,130,000
Grand Total $ 1,060,790 $ 1,129,534 $ 1,018,377 $ 1,130,000
Revenues
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Adopted
Budget
52041 - ONE DAY LIQUOR LICENSE 6,755 7,000 7,000 12,000
52570 - NON PARKING ORDINANCE VIOLATIONS 230,044 262,825 260,000 262,825
Grand Total $ 710,587 $ 669,825 $ 713,000 $ 749,825
Total Full-Time Equivalent Positions
Division
2016 Position
Total FTE
Legal Administration 8.00
Legal Department Total 8.00
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.
Financial Policies and City Worked with City Council, Manager and staff to draft ordinances
79
201 6 ADOPTED BUDGET - GENERAL FUND
Law Department
Debt codifying the reorganization and realignment of City departments.
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 a hotel-motel tax sharing agreement with ZS Associates to
remain an Evanston-based business at One Rotary Center, thereby
growing the local tax base.
2016 Initiatives
Negotiate labor agreements with all collective bargaining units for contract terms incepting
January 1, 2017
Evaluate and pursue further legal strategies to enhance City revenues
Continue to prevail in litigation at the pre-trial motion stage and at verdict
Continue to work with City Council, Manager and staff to negotiate favorable agreements with
current and prospective wholesale water customers
Ongoing Activity Measures
2014
Actual
2015
Estimated
2016
Projected
Ordinance Prosecution 280 240 250
Traffic Prosecution 2450 2550 2500
Legislative Drafting – Ordinance and Resolution 269 250 240
Litigation/Risk Management – Court Cases Won 6 8 7
80
Account Number - Description FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Adopted
Budget
Salary and Benefits 904,617$ 961,979$ 862,836$ 961,611$
61010 - REGULAR PAY 680,820 710,600 638,706 721,027
61210 - LONGEVITY 1,240 - - -
61510 - HEALTH INSURANCE 88,026 107,318 99,538 105,172
61615 - LIFE INSURANCE 598 609 10 7
61625 - AUTO ALLOWANCE 5,011 4,980 4,980 4,980
61626 - CELL PHONE ALLOWANCE 2,560 2,544 2,544 2,544
61630 - SHOE ALLOWANCE 155 155 155 155
61710 - IMRF 79,028 83,994 68,714 75,524
61725 - SOCIAL SECURITY 37,712 41,338 39,055 41,710
61730 - MEDICARE 9,468 10,441 9,134 10,492
Services and Supplies 132,788$ 143,564$ 131,550$ 143,564$
62130 - LEGAL SERVICES-GENERAL 8,446 22,000 15,000 22,000
62275 - POSTAGE CHARGEBACKS 3,083 2,999 2,500 2,999
62295 - TRAINING & TRAVEL 6,906 3,500 6,000 3,500
62315 - POSTAGE 360 250 - 250
62345 - COURT COST/LITIGATION 5,042 21,000 8,000 21,000
62360 - MEMBERSHIP DUES 4,585 2,800 4,000 2,800
62380 - COPY MACHINE CHARGES 3,215 3,215 3,000 3,215
62509 - SERVICE AGREEMENTS/ CONTRACTS 77,730 70,000 70,000 70,000
65010 - BOOKS, PUBLICATIONS, MAPS 19,498 14,000 16,050 14,000
65095 - OFFICE SUPPLIES 3,923 3,800 7,000 3,800
Insurance and Other Chargebacks 23,385$ 23,991$ 23,991$ 24,825$
66025 - TRANSFER TO DEBT SERVICE - ERI 16,931 17,537 17,537 18,177
66030 - MEDICAL INSURANCE 6,454 6,454 6,454 6,648
Grand Total $ 1,060,790 $ 1,129,534 $ 1,018,377 $ 1,130,000
81
201 6 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
The Information Technology Division (IT) provides support for the City’s complex and ever changing
technology systems. IT staff support basic computer hardware and software systems as well as acting as
resource for specialty systems such as City camera and telephone systems. The IT Division is composed
of help desk services, Geographic Information Services, Network Engineering and Development and
project management staff for both internal IT and departmental technology related projects.
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).
82
201 6 ADOPTED BUDGET - GENERAL FUND
Administrative Services Department
Financial Summary
Revenues
FY 2014 Actual
Amount
FY 2015
Amended Budget
FY 2015
Estimated
Amount
FY 2016 Adopted
Budget
1910 FINANCE DIVISION - REVENUE 65,988,459 68,687,685 68,842,866 -
1919 FINANCE DIVISION - COLLECTIONS 54,747 - 47,400 -
1920 FINANCE DIVISION - ACCOUNTING 436 - 5 -
1921 TAX ASSESSMENT ADVOCACY 406,063 - 1,500 -
1925 FINANCE DIVISION - PURCHASING 1,674 1,800 - -
1929 HUMAN RESOURCE DIVISION 25 - 8,000 -
1941 PARKING ENFORCEMENT & TICKETS 2,482,213 3,295,000 2,350,500 3,607,500
1950 FACILITIES - - - 51,543
Grand Total $ 68,933,618 $ 71,984,485 $ 71,250,271 $ 3,659,043
Expenses
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Adopted
Budget
1905 ADM.SERVICES- GENERAL SUPPORT 609,534 768,012 766,239 470,667
1910 FINANCE DIVISION - REVENUE 1,317,869 2,094,179 2,177,325 -
1915 HUMAN RESOURCE DIVI. - PAYROLL 349,144 305,421 313,430 306,739
1920 FINANCE DIVISION - ACCOUNTING 816,825 746,239 704,696 -
1921 TAX ASSESSMENT ADVOCACY 41,473 84,668 80,800 -
1925 FINANCE DIVISION - PURCHASING 310,540 472,114 443,813 -
1929 HUMAN RESOURCE DIVISION 1,102,306 1,366,415 1,254,502 1,281,633
1932 INFORMATION TECHNOLOGY DIVI.2,025,466 2,447,044 2,082,460 2,369,590
1940 MISC. EXPENDITURES / BENEFITS 242,156 466,000 270,000 466,000
1941 PARKING ENFORCEMENT & TICKETS 1,229,622 1,252,518 1,273,196 1,259,451
1942 SCHOOL CROSSING GUARDS 337,494 368,778 368,778 431,442
1950 FACILITIES - - - 3,048,651
Grand Total $ 8,382,105 $ 10,371,388 $ 9,735,239 $ 9,634,173
Total Full-Time Equivalent Positions
Division
2016 Position
Total FTE
Administration 5.00
Payroll 2.50
Human Resources 6.50
Information Technology 11.00
Parking Enforcement 12.00
Facilities 20.20
Administrative Services Total 57.20
FY 2016 City Council Goal Performance
FY 2016 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
83
201 6 ADOPTED BUDGET - GENERAL FUND
Administrative Services Department
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
City Facilities Fountain Square Design
2016 Initiatives
Complete installation of a new Parking Access and Revenue Control System (PARCS) in the
three downtown parking garages
Issue an RFP and select a vendor to update the security cameras in the downtown parking
garages
Install six electric vehicle charging stations in the Sherman parking garage. Rebates of up to 50%
are available from the state
Reimagine City printing footprint. Deploy new network copiers throughout City to reduce
printing costs
Implement online Personnel Change forms
Implement online requests for time off
Convert all employees to E-suite and paperless checks and online benefit enrollment
Implement new recruiting software (NeoGov) with connector to feed New World
Implement Performance Management System
Improve performance/integration of Accident Review Board and Risk Management
Digitalize Personnel Files
Comprehensive Citywide timekeeping software review
Ongoing Activity Measures
2014
Actual
2015
Estimated
2016
Projected
Number of Information Technology Service Desk
requests closed 5,100 5,200 5,200
Civil Service Commission Meetings 5 5 5
Deliveries received 1,800 1,800 1,800
Civic Center repair costs/sq. ft. $2.15 $2.50 $2.25
Meetings scheduled 1,850 2,000 2,000
Room set-ups 1,100 1,100 1,100
Staff-hours tracked to work order 19,000 22,000 24,000
Work orders completed 280 850 850
Online Personnel Change forms 0 0 2,000
E-suite paperless checks and online benefit
enrollment 0 400 2,000
84
Account Number - Description FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Adopted
Budget
Salary and Benefits 4,898,327$ 5,407,017$ 5,021,808$ 6,225,532$
61010 - REGULAR PAY 3,428,157 3,832,311 3,585,000 4,393,240
61050 - PERMANENT PART-TIME 8,032 - - 55,000
61055 - TEMPORARY EMPLOYEES 16,133 - 2,214 -
61110 - OVERTIME PAY 59,449 21,800 23,750 62,000
61210 - LONGEVITY 10,725 - - -
61410 - AFSCME SHIFT DIFFERENTIAL 3,559 - - -
61415 - TERMINATION PAYOUTS 70,656 - 36,855 -
61420 - ANNUAL SICK LEAVE PAYOUT 14,316 - 11,670 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)8,267 141,000 20,200 141,000
61510 - HEALTH INSURANCE 557,775 638,665 602,990 791,511
61615 - LIFE INSURANCE 16,195 2,403 2,065 27
61625 - AUTO ALLOWANCE 6,822 6,780 6,780 6,180
61626 - CELL PHONE ALLOWANCE 6,123 6,504 6,500 5,976
61630 - SHOE ALLOWANCE 1,550 - 1,550 3,875
61665 - FLEXIBLE SPENDING ACCOUNT MAINTENANCE FEES 7,786 - 9,752 -
61710 - IMRF 399,743 445,945 417,286 440,605
61725 - SOCIAL SECURITY 228,560 251,776 238,096 261,723
61730 - MEDICARE 54,481 59,833 57,100 64,395
Services and Supplies 2,596,108$ 3,265,667$ 3,015,147$ 3,069,158$
61060 - SEASONAL EMPLOYEES 315,700 347,698 350,049 480,595
62110 - AUDITING 75,375 100,000 100,550 -
62160 - EMPLOYMENT TESTING SERVICES 41,169 195,000 195,000 172,500
62175 - IS SERVICES 8,580 6,600 6,600 6,600
62185 - CONSULTING SERVICES 223,845 124,846 124,000 14,846
62205 - ADVERTISING 2,807 2,800 1,100 -
62210 - PRINTING 78 1,850 3,250 750
62225 - BLDG MAINTENANCE SERVICES - - - 101,516
62235 - OFFICE EQUIPMENT MAINT - 100 100 -
62245 - OTHER EQMT MAINTENANCE - - 50 29,318
62250 - COMPUTER EQUIPMENT MAINT 17,696 54,450 30,000 54,450
62270 - MEDICAL/HOSPITAL SERVICES 76,919 51,150 48,000 51,150
62274 - TEST ADMINISTRATION 25,104 48,000 48,000 36,500
62275 - POSTAGE CHARGEBACKS 9,701 8,900 9,700 650
62280 - OVERNIGHT MAIL CHARGES 2,627 600 1,300 -
62295 - TRAINING & TRAVEL 14,168 31,100 24,350 16,200
62310 - CITY WIDE TRAINING 16,152 29,000 29,000 29,000
62315 - POSTAGE 50,409 41,000 41,010 -
62340 - COMPTER LICENSE & SUPP 438,001 437,163 437,165 437,163
62341 - INTERNET SOLUTION PROVIDERS 8,061 9,850 9,850 9,850
62345 - COURT COST/LITIGATION 25 - - -
62360 - MEMBERSHIP DUES 3,610 7,400 4,950 5,400
62376 - 2603 SHERIDAN RD RENTALS EXPENSE - - - 2,000
62380 - COPY MACHINE CHARGES (12,622) 5,738 5,425 2,288
62431 - ARMORED CAR SERVICES 30,756 17,000 17,000 -
62449 - CITATION AND SECONDARY COLLECTION PROCESSING 290,455 320,000 370,500 -
62451 - TOWING AND BOOTING CONTRACTS 19,390 23,000 65,000 23,000
62506 - WORK- STUDY 830 2,000 2,000 2,000
62509 - SERVICE AGREEMENTS/ CONTRACTS 83,624 130,000 125,000 94,845
62512 - RECRUITMENT 20,506 62,000 50,000 46,000
62615 - INSURANCE PREMIUM 2,144 50 800 -
62630 - UNEMP. COMP. & ADMIN. FEE 166,625 255,000 150,000 255,000
62655 - LEASE PAYMENTS 2,250 - - -
62705 - BANK SERVICE CHARGES 87 - - -
62706 - REVENUE SHARING AGREEMENTS 227,763 325,000 270,000 325,000
64005 - ELECTRICITY 954 1,300 1,000 17,700
64015 - NATURAL GAS - - - 80,000
64505 - TELECOMMUNICATIONS 99,801 150,000 140,000 150,000
64510 - TELECOMMUNICATIONS EQUIPMENT MAINTENANCE - 3,500 - 3,500
64515 - TELECOMMUNICATIONS EQUIPMENT M 8,639 15,000 15,000 15,000
64540 - TELECOMMUNICATIONS - WIRELESS 21,136 22,300 22,300 27,300
64541 - UTILITY TAX AUDIT SERVICES 623 2,000 1,000 -
64545 - PERSONAL COMPUTER SOFTWARE 1,088 4,000 8,550 4,000
65010 - BOOKS, PUBLICATIONS, MAPS 866 2,350 1,600 1,550
65015 - CHEMICALS/ SALT - - - 5,000
65020 - CLOTHING 3,383 3,500 3,000 3,700
65025 - FOOD 400 - 275 -
65040 - JANITORIAL SUPPLIES - - - 10,000
65045 - LICENSING/REGULATORY SUPP 34,528 40,000 38,700 3,000
65050 - BLDG MAINTENANCE MATERIAL - - - 102,700
65085 - MINOR EQUIPMENT & TOOLS - - 840 7,600
85
65090 - SAFETY EQUIPMENT 785 833 833 5,833
65095 - OFFICE SUPPLIES 57,168 42,466 34,450 34,866
65125 - OTHER COMMODITIES 14,401 17,850 17,850 17,850
65555 - PERSONAL COMPUTER EQUIPMENT 137,127 284,200 175,000 284,200
65570 - SERVICES LICENSES & SUPPORT FEE (325) - - -
65615 - INFRASTRUCTURE SUPPLIES 53,700 39,073 35,000 39,073
Miscellaneous 2,036$ 100$ -$ -$
62490 - OTHER PROGRAM COSTS - 100 - -
62605 - OTHER CHARGES 1,875 - - -
62770 - MISCELLANEOUS 161 - - -
Insurance and Other Chargebacks 146,962$ 148,835$ 148,765$ 119,639$
66025 - TRANSFER TO DEBT SERVICE - ERI 106,915 110,744 110,674 119,547
66030 - MEDICAL INSURANCE 38,091 38,091 38,091 92
66054 - MEDICARE SUPPLEMENT- SENIOR'S CHOICE 1,956 - - -
Capital Outlay 76$ 500$ 250$ 2,000$
65625 - FURNITURE & FIXTURES 76 500 250 2,000
Interfund Transfers 738,596$ 1,549,269$ 1,549,269$ 217,844$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 101,786 106,876 106,876 159,946
62309 - RENTAL OF AUTO REPLACEMENT 27,810 27,810 27,810 57,898
66020 - TRANSFERS TO OTHER FUNDS 609,000 1,414,583 1,414,583 -
Grand Total $ 8,382,105 $ 10,371,388 $ 9,735,239 $ 9,634,173
86
201 6 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, as well as managing affordable housing and other related
programs funded with federal and local grants targeting lower income residents. The overarching
activities of the Community Development Department are strategically aligned with the City Council
goals. 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 home owners 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 fostering quality growth and development to make
Evanston the most livable city. The division is committed to sustaining the architectural vitality of City
neighborhoods by aiding in the restoration, rehabilitation and conservation of historic buildings and
87
201 6 ADOPTED BUDGET - GENERAL FUND
Community Development Department
districts as well as encouraging new and contemporary developments that 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 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.
Financial Summary
Expenses
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Adopted
Budget
2101 COMMUNITY DEVELOPMENT ADMIN 252,171 341,518 337,114 306,857
2105 PLANNING & ZONING 667,569 653,430 631,892 656,445
2115 HOUSING CODE COMPLIANCE 48 - - -
2120 HOUSING REHABILITATION 148,735 - - -
2121 EECB GRANT RESI WEATHER PROGRAM 849 - - -
2126 BUILDING INSPECTION SERVICES 1,387,855 1,277,741 1,215,253 1,622,162
2128 EMERGENCY SOLUTIONS GRANT 169,959 154,568 74,000 154,568
Grand Total $ 2,627,186 $ 2,427,257 $ 2,258,259 $ 2,740,032
Revenues
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Adopted
Budget
2105 PLANNING & ZONING 107,943 72,200 63,000 82,200
2126 BUILDING INSPECTION SERVICES 9,034,644 7,715,684 6,542,400 8,808,152
2128 EMERGENCY SOLUTIONS GRANT 175,757 135,550 135,550 135,550
Grand Total $ 9,318,344 $ 7,923,434 $ 6,740,950 $ 9,025,902
Total Full-Time Equivalent Positions
Division
2016 Position
Total FTE
Community Development Administration 2.25
Planning and Zoning 5.00
Building Inspection Services 14.25
Total Community Development Positions 21.50
88
201 6 ADOPTED BUDGET - GENERAL FUND
Community Development Department
City Council Goals
City Council Goal Department Initiative
Economic Development Processed approval of two large-scale Planned Developments: 1620
Central Street and 1571 Maple Ave.
Economic Development Administered approval of 13 new (including substitution of existing)
special uses for new businesses.
Economic Development Implemented adoption of new Zoning Overlay District for Dempster St.
and Main St. business districts to assist the Dempster-Chicago-Main
Special Service Area (SSA) in attraction of appropriate ground floor uses.
Economic Development Processed a text amendment for the Central Street Overlay district to
better define allowable permitted and special uses on the ground floors
within the Central Street Commercial corridor.
City Streets Community Development staff served on Steering Committees for two
major CIP projects: Sheridan Road Improvements and Central Street
Improvements.
City Streets Community Development staff served on Bike Plan TAC and assisted with
Divvy project to bring Divvy to Evanston and as well as other Bike Plan
infrastructure implementation efforts.
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.
Financial Policies and City
Debt
Improved customer service by allowing credit card payment in addition to
check payment at permit counter eliminating trips to and from Collector’s
Office.
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 for residents
served.
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201 6 ADOPTED BUDGET - GENERAL FUND
Community Development Department
2016 Initiatives
Promoting neighborhood revitalization, ensuring a safe built environment and affordable housing 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 increase an online presence by employing use and submittal of online forms;
providing electronic payment options; and increased utilization of the Permit and Licensing
(PAL) system for digital record management.
• Continue to work towards implementation of an electronic document review process for all
permit submittals. Request for Proposal (RFP) will be re-issued after assessment of work scope
and deliverables to achieve RFP within budget range.
• To provide improved customer service by creating a centralized permit center to consolidate
issuance of private and public permits. In addition to building, sign, utility and fire permits, the
division will also issue right of way, block party and tree permits.
• Continue to leverage partnership with Cook County to supplement the City’s graffiti removal
services.
• Use updated application, guidelines and marketing brochures to provide the housing
rehabilitation program to low and moderate-income residents to maintain and improve the
quality of Evanston’s housing stock.
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.
Complete zoning ordinance text amendment for parking regulations in TOD areas.
Process review and permit approval of several large-scale Projects and Planned Developments
currently planned: 1815 Ridge Avenue, 831 Emerson Street, NU Athletic Complex and the 560
Lincoln Street Residence Hall.
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.
Community Development will continue to provide staff support and improve processes for the
following boards, commissions and committees:
Design and Project Review (DAPR)
Housing and Community Development Act Committee
90
201 6 ADOPTED BUDGET - GENERAL FUND
Community Development Department
Housing and Homelessness 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
Sign Review and Appeals Board
Zoning Board of Appeals
Ongoing Activity Measures 2014
Actual
2015
Estimated
2016
Projected
Total Building Permits Issued 3,873 3,600 3,600
Total Building Inspections 7,310 6,800 6,800
Total Building Construction Work w/o permits
investigated 80 100 102
Housing units rehabilitated (major) 60 72 70
Total Elevator Inspections 1,562 1,572 1,590
Contractor Licenses Issued/Renewed 591 716 720
Sign Variations/Variations Approved 10/8 12/10 12/9
Graffiti tags removed by graffiti technician 1,037 1,512 1,500
Preservation cases 317 304 300
Zoning Analysis Cases 112 180 180
Special Uses 28 19 20
Planned Development/Amendments 6 6 6
NSP2 Housing Units Occupied 17 1 Completed
CDBG & MHB Programs/Projects Managed 35 33 45
Affordable Housing Units Financed 153 0 5
Households Provided Tenant-Based Rental Assistance 18 20 20
HOME/Affordable Housing Fund Programs/Projects
Managed 5 5 5
Design and Project Review Committee Meetings 39 42 40
Housing and Community Development Act Committee 7 7 7
Housing & Homelessness Commission Meetings 9 11 7 11
Mental Health Board 11 12 11
Plan Commission 15 11 11
Planning and Development Committee 18 17 17
Preservation Commission 12 15 15
Sign Review and Appeals Board Meetings 6 10 8
Zoning Board of Appeals 18 15 15
Zoning Committee of the Plan Commission 5 1 1
91
Account Number - Description FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Adopted
Budget
Salary and Benefits 2,185,310$ 2,026,427$ 1,947,680$ 2,347,224$
61010 - REGULAR PAY 1,553,538 1,464,552 1,382,000 1,749,833
61055 - TEMPORARY EMPLOYEES 7,569 - - -
61110 - OVERTIME PAY 6,078 4,500 2,500 4,500
61210 - LONGEVITY 8,498 - - -
61415 - TERMINATION PAYOUTS 24,681 - 19,100 -
61420 - ANNUAL SICK LEAVE PAYOUT 870 - 600 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)3,201 - 11,000 -
61510 - HEALTH INSURANCE 269,913 267,791 258,750 304,129
61615 - LIFE INSURANCE 636 892 815 9
61625 - AUTO ALLOWANCE 4,470 3,735 3,735 3,735
61626 - CELL PHONE ALLOWANCE 1,259 900 900 3,006
61630 - SHOE ALLOWANCE 1,085 310 930 930
61710 - IMRF 184,226 172,674 162,550 165,539
61725 - SOCIAL SECURITY 96,470 89,765 84,550 93,410
61730 - MEDICARE 22,816 21,308 20,250 22,133
Services and Supplies 177,088$ 146,839$ 144,100$ 146,839$
61060 - SEASONAL EMPLOYEES 14,362 17,000 22,000 17,000
62145 - ENGINEERING SERVICES 195 - - -
62150 - CONSTRUCTION ENGINEERING SERVICES 3,673 6,000 1,500 6,000
62185 - CONSULTING SERVICES 12,683 20,000 37,000 20,000
62190 - GRAFFITI REMOVAL SERVICES 18,664 15,000 13,500 15,000
62205 - ADVERTISING 3,997 2,925 1,250 2,925
62210 - PRINTING 1,427 3,000 2,250 3,000
62245 - OTHER EQMT MAINTENANCE - 100 - 100
62275 - POSTAGE CHARGEBACKS 13,229 9,100 9,000 9,100
62285 - COURIER CHARGES 20 - - -
62295 - TRAINING & TRAVEL 7,342 16,000 5,500 16,000
62315 - POSTAGE 788 - - -
62345 - COURT COST/LITIGATION 605 - - -
62360 - MEMBERSHIP DUES 3,791 4,200 3,250 4,200
62380 - COPY MACHINE CHARGES 2,599 2,600 2,000 2,600
62425 - ELEVATOR CONTRACT COSTS 39,310 5,000 5,000 5,000
62464 - PLUMB, ELEC, PLAN REVEIW SERV 30,552 25,000 25,000 25,000
62509 - SERVICE AGREEMENTS/ CONTRACTS 180 - - -
62645 - DIGITAL ARCHIVING 7,688 10,000 5,000 10,000
64540 - TELECOMMUNICATIONS - WIRELESS 3,060 2,789 2,500 2,789
64545 - PERSONAL COMPUTER SOFTWARE 5,830 - - -
65010 - BOOKS, PUBLICATIONS, MAPS 1,613 1,275 1,900 1,275
65020 - CLOTHING - - 1,600 -
65025 - FOOD 394 800 250 800
65040 - JANITORIAL SUPPLIES 77 - - -
65055 - MATER. TO MAINT. IMP.- 350 150 350
65085 - MINOR EQUIPMENT & TOOLS 558 700 700 700
65095 - OFFICE SUPPLIES 4,452 5,000 4,750 5,000
Miscellaneous 77$ -$ -$ -$
62490 - OTHER PROGRAM COSTS 77 - - -
Insurance and Other Chargebacks 65,578$ 64,425$ 64,443$ 57,459$
66025 - TRANSFER TO DEBT SERVICE - ERI 53,882 52,729 52,747 54,653
66030 - MEDICAL INSURANCE 11,696 11,696 11,696 2,806
Capital Outlay 2,239 - - -
65625 - FURNITURE & FIXTURES 2,239 - - -
Community Sponsored Organizations 159,322 154,568 74,000 154,568
67010 - COMMUNITY SPONSORED ORGANIZATIONS 48,066 154,568 - 154,568
67110 - CONNECTIONS FOR THE HOMELESS 96,256 - 74,000 -
67111 - YWCA 15,000 - - -
Contingencies - 9,462 2,500 8,000
68205 - CONTINGENCIES - 9,462 2,500 8,000
Interfund Transfers 37,572$ 25,536$ 25,536$ 25,942$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 13,626 13,526 13,526 13,932
62309 - RENTAL OF AUTO REPLACEMENT 13,310 12,010 12,010 12,010
66131 - TRANSFER TO GENERAL FUND 10,636 - - -
Grand Total $ 2,627,186 $ 2,427,257 $ 2,258,259 $ 2,740,032
92
201 6 ADOPTED BUDGET - GENERAL FUND
Police Department
The Evanston Police Department is committed to the protection of life and property. With a staff of 165
sworn officers and 62 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
Expenses
FY 2014
Actual
Amount
FY 2015
Amended
Budget
FY 2015
Estimated
Amount
FY 2016
Adopted
Budget
2205 POLICE ADMINISTRATION 682,794 1,284,718 733,712 10,653,831
2210 PATROL OPERATIONS 13,216,395 12,201,549 12,471,966 11,890,727
2215 CRIMINAL INVESTIGATION 2,254,218 2,121,280 2,103,438 2,371,646
2225 SOCIAL SERVICES BUREAU 383,006 562,127 510,919 603,694
2121 EECB GRANT RESI WEATHER PROGRAM 1,070,400 1,093,999 1,141,459 1,129,761
2235 SCHOOL LIAISON 490,538 573,020 551,059 532,429
2240 POLICE RECORDS 707,880 685,359 686,207 696,258
2245 COMMUNICATIONS 1,550,245 1,515,032 1,572,875 1,618,304
2250 SERVICE DESK 1,831,685 1,816,963 1,773,111 1,382,702
2251 311 CENTER 530,210 619,456 522,719 584,138
2255 OFFICE-PROFESSIONAL STANDARDS 385,413 368,331 376,146 378,169
2260 OFFICE OF ADMINISTRATION 357,015 491,097 562,727 598,951
2265 NEIGHBORHOOD ENFORCEMENT TEAM 2,119,026 1,840,918 2,004,050 1,927,769
2270 TRAFFIC BUREAU 1,100,056 985,824 1,016,981 968,938
2275 COMMUNITY STRATEGIC BUREAU 128,045 154,580 147,546 154,430
2280 ANIMAL CONTROL 275,225 290,212 254,321 253,077
2285 PROBLEM SOLVING TEAM 1,189,979 1,216,104 1,322,413 1,555,400
2291 PROPERTY BUREAU - - - 223,309
2295 BUILDING MANAGEMENT - - - 172,745
Grand Total $ 28,272,128 $ 27,820,569 $ 27,751,649 $ 37,696,278
93
201 6 ADOPTED BUDGET - GENERAL FUND
Police Department
Revenues
FY 2014 Actual
Amount
FY 2015
Amended
Budget
FY 2015
Estimated
Amount
FY 2016
Adopted
Budget
2205 POLICE ADMINISTRATION 449,666 414,000 423,350 9,794,940
2210 PATROL OPERATIONS 184 - - -
2225 SOCIAL SERVICES BUREAU 48,454 44,000 - 44,000
2240 POLICE RECORDS 20,960 20,000 22,000 20,000
2260 OFFICE OF ADMINISTRATION - - 20,000 -
2270 TRAFFIC BUREAU 106,289 298,449 132,000 100,000
2280 ANIMAL CONTROL 51,744 8,000 38,000 8,000
Grand Total $ 677,297 $ 784,449 $ 635,350 $ 9,966,940
Total Full-Time Equivalent Positions
Division
2016 Position
Total FTE
Police Administration 3.00
Patrol Operations 98.00
Criminal Investigation 16.00
Social Services Bureau 5.00
Juvenile Bureau 9.00
School Liaison 5.00
Police Records 7.00
Communications 14.00
Service Desk 17.00
Public Information 8.50
Office of Professional Standards 3.00
Office of Administration 2.00
Neighborhood Enforcement Team 15.00
Traffic Bureau 8.00
Community Strategic Bureau 1.00
Animal Control 1.00
Problem Solving Team 10.00
Property Bureau 2.00
Building Management 1.00
Police Department Total 225.50
Ongoing Activity Measures
2014
Actual
2015
Projected
2016
Projected
Part I crimes 2,083 2,080 2,085
Part II crimes 9,112 9,115 9,120
Total calls for service 37,403 37,423 37,443
Arrests (felony & misdemeanor) 1,885 1,890 1,900
D.U.I. arrests 97 100 105
Ticket & citation production – Parking 14,681 14,700 14,720
94
201 6 ADOPTED BUDGET - GENERAL FUND
Police Department
2016 Initiatives
Upgrading the existing Computer Aided Dispatch System (CADS) from Naviline CAD400 to
the ONESolution product.
Complete the installation of Toughbooks laptops in patrol cars.
Initiate public discussion of use of body cameras for Evanston police officers.
95
Account Number - Description FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Adopted
Budget
Salary and Benefits 25,563,925$ 25,111,221$ 25,013,060$ 26,103,646$
61010 - REGULAR PAY 18,660,147 18,966,582 18,501,000 20,052,943
61050 - PERMANENT PART-TIME 28,505 73,062 4,500 138,726
61055 - TEMPORARY EMPLOYEES 8,292 3,000 - 3,000
61062 - SPECIAL EVENT PAY 20,043 184,446 58,000 184,446
61070 - JOB TRAINING AND INTERNSHIPS - 75,000 2,000 90,000
61110 - OVERTIME PAY 233,004 145,900 205,500 145,900
61111 - HIREBACK OT PAY 978,777 179,200 772,200 179,200
61112 - SPECIAL DETAIL OT 408,888 124,130 296,000 124,130
61114 - SNOW OT 3,296 - 49,100 -
61210 - LONGEVITY 158,156 - - -
61415 - TERMINATION PAYOUTS 302,967 275,000 429,023 275,000
61420 - ANNUAL SICK LEAVE PAYOUT 118,402 190,000 118,756 190,000
61425 - ANNUAL HOLIDAY PAYOUT - 204,000 - 204,000
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)168,926 - 93,000 -
61440 - EDUCATION PAY - 200,000 209,900 232,000
61510 - HEALTH INSURANCE 3,319,754 3,231,596 3,101,350 3,018,519
61615 - LIFE INSURANCE 17,499 18,249 16,461 40
61626 - CELL PHONE ALLOWANCE 362 360 360 360
61630 - SHOE ALLOWANCE 775 310 750 465
61635 - UNIFORM ALLOWANCE 183,425 204,000 193,750 198,600
61710 - IMRF 433,440 498,246 430,790 470,180
61725 - SOCIAL SECURITY 235,938 258,845 250,700 320,460
61730 - MEDICARE 283,329 279,295 279,920 275,677
Services and Supplies 664,534$ 625,928$ 717,220$ 753,928$
62185 - CONSULTING SERVICES 255 - - -
62210 - PRINTING 2,366 3,000 3,500 3,000
62220 - BINDING 1,570 - - -
62225 - BLDG MAINTENANCE SERVICES 28,497 59,600 46,000 59,600
62240 - AUTOMOTIVE EQMP MAINT 28 - - -
62245 - OTHER EQMT MAINTENANCE 1,679 2,700 - 2,700
62270 - MEDICAL/HOSPITAL SERVICES - 1,000 - 1,000
62272 - OTHER PROFESSIONAL SERVICES 2,299 - 47,900 65,000
62275 - POSTAGE CHARGEBACKS 8,701 6,000 5,000 6,000
62280 - OVERNIGHT MAIL CHARGES 64 - 15 -
62295 - TRAINING & TRAVEL 112,135 77,890 108,230 127,890
62315 - POSTAGE 860 - - -
62335 - DATA PROCESSING SERVICES 134 378 - 378
62341 - INTERNET SOLUTION PROVIDERS 2,060 - - -
62360 - MEMBERSHIP DUES 88,216 116,388 119,500 116,388
62370 - EXPENSE ALLOWANCE 335 5,700 1,300 5,700
62375 - RENTALS 26,048 33,430 27,000 33,430
62380 - COPY MACHINE CHARGES 8,954 8,954 8,900 8,954
62425 - ELEVATOR CONTRACT COSTS 1,999 3,112 4,100 3,112
62451 - TOWING AND BOOTING CONTRACTS 265 - - -
62507 - FIELD TRIPS 293 - - -
62509 - SERVICE AGREEMENTS/ CONTRACTS 630 - 4,500 -
62515 - RENTAL SERVICES 535 - 700 -
62518 - SECURITY ALARM CONTRACTS - - 300 -
62705 - BANK SERVICE CHARGES - 600 - 600
64005 - ELECTRICITY 2,564 - 1,400 -
64015 - NATURAL GAS 21,519 28,000 19,000 15,000
64505 - TELECOMMUNICATIONS 34,827 50,000 30,000 50,000
64540 - TELECOMMUNICATIONS - WIRELESS 40,639 22,000 47,800 22,000
64545 - PERSONAL COMPUTER SOFTWARE 698 - - -
64565 - CABLE - VIDEO 326 - 145 -
65010 - BOOKS, PUBLICATIONS, MAPS 50 520 400 520
65015 - CHEMICALS/ SALT 26,219 35,833 41,800 35,833
65020 - CLOTHING 82,970 40,450 46,780 40,450
65025 - FOOD 6,517 8,050 2,400 8,050
65035 - PETROLEUM PRODUCTS 938 - - -
65040 - JANITORIAL SUPPLIES 15,623 6,600 7,700 6,600
65050 - BLDG MAINTENANCE MATERIAL 176 - 500 -
65070 - OFFICE/OTHER EQT MTN MATL 3,490 - - -
65085 - MINOR EQUIPMENT & TOOLS 24,193 54,790 65,750 54,790
65090 - SAFETY EQUIPMENT 157 - - -
65095 - OFFICE SUPPLIES 36,035 22,300 24,900 22,300
65105 - PHOTO/DRAFTING SUPPLIE 2,490 4,833 1,050 4,833
65125 - OTHER COMMODITIES 70,017 33,800 50,650 59,800
65555 - PERSONAL COMPUTER EQUIPMENT 6,913 - - -
65620 - OFFICE MACH. & EQUIP.252 - - -
Miscellaneous 93,500$ 111,000$ 46,600$ 35,000$
96
62490 - OTHER PROGRAM COSTS 5,620 76,000 28,600 -
62605 - OTHER CHARGES 627 - 4,000 -
62770 - MISCELLANEOUS 87,253 35,000 - 35,000
65120 - POLICE DUI EXPENSE - - 14,000 -
Insurance and Other Chargebacks 1,067,943$ 1,071,257$ 1,071,294$ 9,884,166$
62675 - INTERDEPT TRANSFER PENSIONS - - - 9,437,940
66025 - TRANSFER TO DEBT SERVICE - ERI 100,930 104,544 104,544 108,360
66030 - MEDICAL INSURANCE 966,713 966,713 966,750 337,866
66059 - HEALTH INSURANCE OPT OUT EXPENSE 300 - - -
Capital Outlay 11,023$ -$ 3,050$ -$
65625 - FURNITURE & FIXTURES 11,023 - 3,050 -
Contingencies 3,121$ 2,500$ 2,000$ 2,500$
68205 - CONTINGENCIES 3,121 2,500 2,000 2,500
Interfund Transfers 868,083$ 898,663$ 898,425$ 917,038$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 611,585 642,165 642,417 660,540
62309 - RENTAL OF AUTO REPLACEMENT 256,498 256,498 256,008 256,498
69601 - TRANSFER TO EQUIPMENT REPLACEMENT - - - -
Grand Total $ 28,272,128 $ 27,820,569 $ 27,751,649 $ 37,696,278
97
201 6 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 Fire
Suppression Division is the community’s standing army. 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
Expenses
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Adopted
Budget
2305 FIRE MGT & SUPPORT 662,424 780,802 659,775 8,165,202
2310 FIRE PREVENTION 575,140 557,415 517,976 562,954
2315 FIRE SUPPRESSION 13,558,952 13,110,352 13,074,123 13,859,384
2320 EMERGENCY PREPAREDNESS 9,634 14,030 13,200 14,202
Grand Total $ 14,806,150 $ 14,462,599 $ 14,265,074 $ 22,601,742
Revenues
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015
Estimated
Amount
FY 2016 Adopted
Budget
51606 - PENSION PPRT - - - 280,000
52135 - FIRE SUPRESSION/ALARM PERMITS 77,026 90,000 92,000 90,000
52540 - POLICE & FIRE FALSE ALARM FEES 58,507 140,000 100,000 140,000
53655 - FIRE COST RECOVERY CHARGE 2,240 10,000 10,000 10,000
53675 - AMBULANCE SERVICE 1,146,476 1,200,000 1,300,000 1,500,000
53705 - FIRE BUILDING INSPECTIONS 8,750 8,000 9,000 8,000
53715 - ALARM REGISTRATION FEE 130,431 111,000 112,000 111,000
55170 - FIRE DEPT TRAINING 13,069 6,000 10,000 6,000
55265 - FEMA 1,928 17,000 80,000 17,000
56045 - MISCELLANEOUS REVENUE 155 4,000 4,000 4,000
56067 - REIMBURSEMENTS-SERVICES AND SUPPLIES 80 - - -
56069 - REIMBURSEMENT FOR FIRE DEPARTMENT SERVICES 45,834 25,000 35,000 25,000
56157 - CITIZENS CPR CLASS FEES 8,318 6,000 7,000 6,000
Grand Total $ 1,492,813 $ 1,617,000 $ 1,759,000 $ 9,267,865
98
201 6 ADOPTED BUDGET - GENERAL FUND
Fire Department
Total Full-Time Equivalent Positions
Division
2016 Position
Total FTE
Fire Management & Support 3.00
Fire Prevention 4.00
Fire Suppression 103.00
Fire and Life Safety Services Total 110.00
City Council 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
2016 Initiatives
The Department will establish a new hiring eligibility list
In cooperation with Human Resources, a Fire Apparatus Operator promotional exam will be
offered.
All Department members will be offered the opportunity to obtain Pediatric Advanced Life
Support certification.
The Department will continue the implementation of its strategic plan.
Ongoing Activity Measures
2014
Actual
2015
Estimated
2016
Projected
City fire insurance rating 2 2 2
Hydrants inspected/flow tested 1,310 1,310 1,310
Bureau fire inspections 740 740 750
Construction plans reviewed 279 376 400
Staff hours on cause and origin investigations 90 125 130
Public education presentations 510 500 500
All Fire Dept. incidents, excluding ambulance calls 3,637 3,601 3,590
Ambulance calls 5,980 5,900 6,000
Fire, Carbon Monoxide & Extinguishing Alarm System
activations (Included above) 1,808 1,720 1,710
Number of fires (included above) 120 119 125
Number of structure fires (included above) 63 65 60
Average fire alarm response time 3:40 3:30 3:30
Average ambulance response time 3:43 3:40 3:40
Training hours/firefighter 240 240 240
Number of paramedics 97 100 100
99
Account Number - Description FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Adopted
Budget
Salary and Benefits 13,047,526$ 12,662,377$ 12,514,283$ 12,969,246$
61010 - REGULAR PAY 10,003,626 10,226,083 9,953,881 10,533,254
61110 - OVERTIME PAY 258,665 128,000 188,000 128,000
61111 - HIREBACK OT PAY 281,336 250,000 250,000 250,000
61113 - TRAINING OT 38,528 33,000 40,000 33,000
61210 - LONGEVITY 73,771 - - -
61415 - TERMINATION PAYOUTS 132,569 50,000 60,000 50,000
61420 - ANNUAL SICK LEAVE PAYOUT 93,499 50,000 101,559 50,000
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)7,901 - - -
61440 - EDUCATION PAY 86,045 7,432 - -
61510 - HEALTH INSURANCE 1,895,090 1,740,387 1,742,274 1,740,365
61615 - LIFE INSURANCE 4,228 4,353 4,081 102
61626 - CELL PHONE ALLOWANCE 921 1,200 1,200 1,200
61635 - UNIFORM ALLOWANCE - 1,000 1,000 -
61710 - IMRF 22,280 23,057 22,908 15,606
61725 - SOCIAL SECURITY 11,307 12,126 12,840 22,466
61730 - MEDICARE 137,759 135,739 136,540 145,253
Services and Supplies 428,278$ 433,023$ 413,375$ 428,023$
62210 - PRINTING 4,619 4,000 4,000 4,000
62235 - OFFICE EQUIPMENT MAINT 1,266 1,100 1,100 1,100
62245 - OTHER EQMT MAINTENANCE 3,829 5,100 4,000 5,100
62250 - COMPUTER EQUIPMENT MAINT 2,756 8,100 5,000 8,100
62270 - MEDICAL/HOSPITAL SERVICES 40,950 50,400 40,000 50,400
62275 - POSTAGE CHARGEBACKS 668 3,000 3,000 3,000
62295 - TRAINING & TRAVEL 84,806 72,400 72,400 72,400
62315 - POSTAGE 464 500 500 500
62335 - DATA PROCESSING SERVICES - 3,200 3,200 3,200
62355 - LAUNDRY/OTHER CLEANING 140 1,000 1,000 1,000
62360 - MEMBERSHIP DUES 42,921 47,200 47,300 47,200
62380 - COPY MACHINE CHARGES 1,223 1,223 1,223 1,223
62430 - CUSTODIAL CONTRACT SERVICES 5,636 2,000 7,000 2,000
62509 - SERVICE AGREEMENTS/ CONTRACTS 5,696 5,100 5,752 5,100
62518 - SECURITY ALARM CONTRACTS 5,139 6,400 6,400 6,400
62625 - LIFE INSURANCE 1,220 - - -
64015 - NATURAL GAS 58,620 75,000 60,000 70,000
64540 - TELECOMMUNICATIONS - WIRELESS 12,045 12,000 12,000 12,000
65005 - AGRI/BOTANICAL SUPPLIES 141 300 300 300
65010 - BOOKS, PUBLICATIONS, MAPS 204 2,400 2,100 2,400
65015 - CHEMICALS/ SALT 6,049 6,000 6,000 6,000
65020 - CLOTHING 96,278 70,000 70,500 70,000
65040 - JANITORIAL SUPPLIES 10,627 11,000 10,000 11,000
65045 - LICENSING/REGULATORY SUPP 42 - - -
65050 - BLDG MAINTENANCE MATERIAL 10,987 6,000 6,000 6,000
65070 - OFFICE/OTHER EQT MTN MATL 3,055 4,000 4,000 4,000
65075 - MEDICAL & LAB SUPPLIES 6,641 7,000 9,000 7,000
65085 - MINOR EQUIPMENT & TOOLS 4,464 4,500 4,500 4,500
65090 - SAFETY EQUIPMENT 1,759 2,000 1,600 2,000
65095 - OFFICE SUPPLIES 6,184 7,400 10,800 7,400
65105 - PHOTO/DRAFTING SUPPLIE 1,891 1,700 1,700 1,700
65125 - OTHER COMMODITIES 7,956 12,100 12,100 12,100
65620 - OFFICE MACH. & EQUIP.- 900 900 900
Miscellaneous 85,026$ 87,400$ 117,530$ 128,894$
62521 - MEDICAL EQ MAINT AGREEMENTS 21,813 31,400 31,400 31,400
62522 - SCBA EQ MAINT AGREEMENTS 5,798 5,000 5,000 5,000
62523 - EXTRICATION EQ MAINT AGREEMNTS 3,043 3,000 3,000 3,000
62605 - OTHER CHARGES 3,273 8,000 8,000 8,000
62770 - MISCELLANEOUS 30,244 - 30,000 -
65141 - FITNESS INCENTIVE 20,855 40,000 40,130 81,494
Insurance and Other Chargebacks 421,547$ 421,741$ 421,858$ 8,159,024$
62675 - INTERDEPT TRANSFER PENSIONS - - - 7,393,865
66025 - TRANSFER TO DEBT SERVICE - ERI 5,414 5,608 5,608 5,813
66030 - MEDICAL INSURANCE 416,133 416,133 416,250 802,346
Capital Outlay 60,312$ 70,000$ 10,000$ 70,000$
65625 - FURNITURE & FIXTURES 60,312 70,000 10,000 70,000
Interfund Transfers 763,461$ 788,058$ 788,028$ 803,555$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 491,961 516,558 516,828 532,055
62309 - RENTAL OF AUTO REPLACEMENT 271,500 271,500 271,200 271,500
69601 - TRANSFER TO EQUIPMENT REPLACEMENT - - - -
Grand Total $ 14,806,150 $ 14,462,599 $ 14,265,074 $ 22,601,742
100
201 6 ADOPTED BUDGET - GENERAL FUND
Health and Human Services Department
The Health and Human Services Department was created 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 the Evanston community. 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.
Today most people consider good health and healthy living as activities that are consciously chosen, or
something that only those who are already fit can fully achieve. But imagine a culture that empowers
everyone to live the healthiest lives that they can, even when they are dealing with chronic illness or
other constraints. Imagine a health care system that couples treatment with care, and considers the life
needs of patients, families, and caregivers, inside and outside a medical clinic.
Through 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 significant disparities in health between different racial
and cultural groups, giving families a healthy start in life, and adopting health reforms that focus on
prevention and primary care as well 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
Expenses
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Adopted
Budget
2407 HEALTH SERVICES ADMIN 329,791 336,613 334,369 322,119
2435 FOOD AND ENVIRONMENTAL HEALTH 1,561,327 1,655,438 1,687,762 1,619,786
2440 VITAL RECORDS 168,079 97,929 99,271 99,194
2455 COMMUNITY HEALTH 250,704 493,232 289,961 381,108
2460 COMMUNITY PURCHASED SERVICES 718,253 1,075,490 1,034,480 1,034,490
2499 GENERAL ASSISTANCE 2,021 - 74,900 87,529
Grand Total $ 3,030,175 $ 3,658,702 $ 3,520,743 $ 3,544,226
101
201 6 ADOPTED BUDGET - GENERAL FUND
Health and Human Services Department
Revenues
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Adopted
Budget
52016 - BED & BREAKFAST LICENSE 75 75 75 75
52017 - COLLECTION BOX LICENSE 2,444 2,500 2,500 2,500
52035 - ROOMING HOUSE LICENSES 156,918 200,000 200,000 200,000
52046 - RENTAL BUILDING REGISTRATIONS 123,288 75,000 75,000 100,000
52050 - OTHER LICENSES 21,017 20,000 20,000 20,000
52055 - LONG TERM CARE LICENSES 88,740 98,400 98,400 98,400
52061 - SEASONAL FOOD ESTABLISHMENT LICENSE 10,650 7,500 12,000 19,500
52062 - MOBILE FOOD VEHICLE VENDOR LICENSE - 1,000 1,000 1,000
52063 - HEN COOP LICENSE 878 800 800 800
52070 - RESIDENT CARE HOME LICENSE 820 600 600 600
52085 - PLAN REVIEW 6,962 5,000 7,000 5,000
52127 - PROPERTY CLEAN UP REVENUE - - 3,595 -
52555 - HOUSING CODE VIOL FINES 71,878 60,000 60,000 60,000
53010 - BIRTH AND DEATH RECORDS 12,640 - - -
53030 - HEALTH SVC CHARGE OTHER AGENCIES 109 - - -
53050 - SANITATION CLASSES 640 - - -
53105 - HEALTH FOOD ESTABLISHMENT LICENSE FEE 102,411 185,000 195,000 190,000
53185 - TEMPORARY FOOD LICENSE 9,880 7,500 7,500 7,500
53190 - FOOD DELIVERY VEHICLE 1,434 5,500 5,500 5,500
53200 - BEV SNACK VENDING MACHINE 12,924 28,000 33,013 28,000
53210 - TOBACCO LICENSE 7,925 19,000 19,000 19,000
53211 - BEEKEEPER LICENSE FEE 148 - - -
53215 - BIRTH CERTIFICATE 62,559 56,000 95,000 75,000
53220 - DEATH CERTIFICATE 27,550 56,000 27,000 36,000
53230 - FUNERAL DIRECTOR LICENSE 2,979 6,000 8,000 6,000
53235 - TEMP FUNERAL DIRECTOR LICENSE 4,628 4,200 4,200 4,200
53725 - BACKGR CHKS DAYCARE PROV 438 400 400 400
55025 - LOCAL HEALTH PROTECTION GRANT 76,181 76,000 76,000 76,000
55075 - SUMMER FOOD INSPECTIONS 1,000 400 400 400
55085 - IL TOBACCO FREE COMMUNITY 19,694 31,027 31,000 31,027
55086 - IL HIV SURVEILLANCE GRANT 1,228 4,000 5,000 4,000
55130 - IL STATE CHILDHOOD LEAD GRANT 2,250 1,000 1,870 1,000
55146 - STATE, COUNTY AND OTHER GRANTS 36,690 11,000 11,000 11,000
55150 - TANNING PARLOUR INSPECTION 200 300 300 300
55173 - CRI GRANT-REVENUE HHS 47,707 44,000 44,000 44,000
55174 - PHEP GRANT-REVENUE HHS 63,120 62,000 62,000 62,000
55231 - LEAD PAINT HAZARD GRANT 20,000 100,000 100,000 100,000
55251 - GRANTS AND AID 7,995 8,000 8,000 8,000
55256 - IL VACANT PROPERTY GRANT 2,530 71,000 71,000 71,000
56002 - WOMEN OUT WALKING 4,143 5,000 5,000 5,000
56045 - MISCELLANEOUS REVENUE 2,950 - 13,700 -
56048 - TEEN BABY NURSERY PROGRAM 20,500 41,000 - -
Grand Total $ 1,036,122 $ 1,293,202 $ 1,304,853 $ 1,293,202
Total Full-Time Equivalent Positions
Division
2016 Position
Total FTE
Health Services Administration 2.00
Food and Environmental Health 14.10
Vital Records 1.00
Community Health 4.00
Health and Human Services Total 21.10
102
201 6 ADOPTED BUDGET - GENERAL FUND
Health and Human Services Department
Council Goal Performance
City Council Goal Department Initiative
Services for At-Risk Families The Department integrated the General Assistance and Emergency
Assistance programs, which were formerly housed in the Township of
Evanston, into the Health and Human Services Department.
Services for At-Risk Families The Department facilitated Dental Access Days, which provides adult
dental services to 160 adults 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 the Mobilizing For Action through Planning
and Partnerships (MAPP). This is a community-wide strategic planning
process for improving public health.
Services for At-Risk Families
The Department established “Job Club” to assist residents in seeking
and ascertaining employment.
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.
2016 Initiatives
Technology
Create electronic application for General and Emergency assistance inclusive of checklist of
requirements
Establish a Universal Tracking system for all At-risk Groups
Establish 211 for Rodent Tracking and Abatement
Services for At-Risk Families
Host a Job Fair for General Assistance clients
Establish Hoarding Taskforce
Partnerships
Re-Engage Erie Family Health Center
NorthShore University Health Systems “Rethink Your Drink” Public Health Campaign
District 202 “Get Yourself Tested”
District 65 Passive Surveillance School Absenteeism program
Establish relationship with Parochial and Home School Network
Host 1st Inaugural Men’s Health Fair
Complete EPLAN: Creating a Healthier Evanston
103
201 6 ADOPTED BUDGET - GENERAL FUND
Health and Human Services Department
Ongoing Activity Measures 2014
Actual
2015
Estimated
2016
Projected
Number of licensed food establishments 430 448 455
Number of foodborne illness investigations performed 40 30 30
Total number of food inspections performed 1,605 1603 1600
Temporary food inspections performed 250 273 275
Food complaints evaluated / inspected 64 55 60
Food establishment plans reviewed 25 18 20
Rat and Rodent complaints investigated 450 1180 1200
Number of Communicable Disease Investigations 600 622 650
American Smoke-Out participants 400 550 600
Tobacco Education and Outreach 82 700 700
Environmental Scans of Tobacco Retailers 39 37 37
Grants administered 15 16 16
Dwelling Units Inspected 3,200 3315 3300
Occupants Affected by Rooming House Inspections 6,845 6900 6900
Get Yourself Tested Participants at ETHS 50 35 40
Number of Women Out Walking Participants 400 487 450
Vacant Building Determinations 69 65 65
104
Account Number - Description FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Adopted
Budget
Salary and Benefits 2,052,148$ 2,148,759$ 2,070,447$ 2,075,202$
61010 - REGULAR PAY 1,467,047 1,578,176 1,494,844 1,471,958
61050 - PERMANENT PART-TIME 13,698 - 5,500 -
61055 - TEMPORARY EMPLOYEES 576 - 665 -
61110 - OVERTIME PAY 14,269 13,506 13,952 13,506
61210 - LONGEVITY 4,873 - - -
61415 - TERMINATION PAYOUTS 1,818 - 1,898 -
61420 - ANNUAL SICK LEAVE PAYOUT 2,466 - 545 -
61510 - HEALTH INSURANCE 261,533 267,723 277,723 312,496
61615 - LIFE INSURANCE 676 864 864 21
61625 - AUTO ALLOWANCE 5,011 4,980 4,980 4,980
61626 - CELL PHONE ALLOWANCE 1,435 1,440 2,984 3,144
61630 - SHOE ALLOWANCE 1,320 1,240 1,085 1,085
61710 - IMRF 167,741 171,416 160,188 155,435
61725 - SOCIAL SECURITY 88,584 88,225 83,610 90,793
61730 - MEDICARE 21,100 21,189 21,609 21,784
Services and Supplies 180,636$ 217,019$ 161,266$ 236,594$
61060 - SEASONAL EMPLOYEES 205 - 4,000 19,575
62185 - CONSULTING SERVICES - 54,333 - 54,333
62205 - ADVERTISING - 400 400 400
62210 - PRINTING 8,189 5,965 5,965 5,965
62235 - OFFICE EQUIPMENT MAINT - 150 150 150
62275 - POSTAGE CHARGEBACKS 6,763 5,000 5,000 5,000
62295 - TRAINING & TRAVEL 4,021 6,981 7,033 6,981
62315 - POSTAGE 464 - - -
62345 - COURT COST/LITIGATION 1,408 3,990 2,500 3,990
62360 - MEMBERSHIP DUES 3,995 5,400 5,400 5,400
62371 - WOMEN OUT WALKING EXPENSE 5,098 5,000 5,000 5,000
62380 - COPY MACHINE CHARGES 2,049 2,049 2,049 2,049
62466 - HHS PROGRAM SERVICES 231 - - -
62645 - DIGITAL ARCHIVING - 2,500 - 2,500
64540 - TELECOMMUNICATIONS - WIRELESS 4,074 4,851 4,100 4,851
64577 - EMERGENCY ROOM PHYSICIANS- GA CLIENT 61 - - -
65010 - BOOKS, PUBLICATIONS, MAPS 44 950 950 950
65020 - CLOTHING - - 2,014 -
65025 - FOOD 1,517 650 799 650
65045 - LICENSING/REGULATORY SUPP 599 1,000 1,000 1,000
65075 - MEDICAL & LAB SUPPLIES 351 417 417 417
65085 - MINOR EQUIPMENT & TOOLS 424 1,200 1,200 1,200
65090 - SAFETY EQUIPMENT - 750 750 750
65095 - OFFICE SUPPLIES 6,367 12,233 10,339 12,233
65125 - OTHER COMMODITIES 175 200 200 200
65127 - LEADPAINT HAZARD GRANT EXPENSE 12,060 100,000 100,000 100,000
65620 - OFFICE MACH. & EQUIP.- 3,000 2,000 3,000
67015 - PEER SERVICES 75,646 - - -
67065 - HOUSING OPTIONS 46,897 - - -
Miscellaneous 178,350$ 189,618$ 226,734$ 189,618$
62468 - IL TOBACCO FREE COMM EXP 3,811 7,300 2,800 7,300
62469 - IL VACANT PROPERTY EXP 4,886 - 26,000 -
62471 - VECTOR SURVEILLANCE EXP 8,343 20,500 10,000 20,500
62472 - BEACH WATER TESTING EXP 5,446 10,000 8,000 10,000
62473 - ENVIRONMENTAL HEATH EXP - - 161 -
62474 - HEALTH PROTECTION EXP 20,395 11,681 20,500 11,681
62476 - CRI GRANT -EXPENSE (HHS)8,752 5,500 12,000 5,500
62477 - PHEP GRANT-EXPENSE 10,381 17,500 17,500 17,500
62490 - OTHER PROGRAM COSTS 108,502 103,137 106,129 103,137
62493 - PROPERTY CLEAN UP EXPENSE - - 9,500 -
62605 - OTHER CHARGES 7,064 14,000 14,100 14,000
62646 - IL HIV SURVEILLANCE 770 - 44 -
Insurance and Other Chargebacks 62,873$ 66,788$ 66,788$ 46,542$
66025 - TRANSFER TO DEBT SERVICE - ERI 35,183 39,098 39,098 40,623
66030 - MEDICAL INSURANCE 27,690 27,690 27,690 5,919
Capital Outlay 4,080$ -$ -$ -$
62910 - CHILDCARE CENTER 4,080 - - -
Community Sponsored Organizations 518,297$ 811,461$ 770,451$ 770,461$
62940 - LEGAL ASSIST FOUNDATION 3,185 - - -
62953 - Teen Baby Nursery - 41,000 - -
62980 - NORTH SHORE SENIOR CENTER 7,960 - - -
63067 - CHILDCARE NETWORK EVANSTON 26,030 - - -
63068 - HOUSING OPTIONS 11,940 - - -
63069 - JAMES MORAN CENTER 7,960 - - -
67005 - COMMUNITY SPONS ORG (PRCH SVC)- 770,461 770,451 770,461
105
67010 - COMMUNITY SPONSORED ORGANIZATIONS 102,474 - - -
67030 - FAMILY FOCUS 28,403 - - -
67040 - LEGAL ASST FOUNDATION METRO CHGO 11,652 - - -
67045 - YOU 76,125 - - -
67050 - COMMUNITY DEFENDER OFFICE 24,627 - - -
67070 - SHORE COMMUNITY SERVICES 24,776 - - -
67085 - EVANSTON NORTH SHORE YWCA 4,842 - - -
67090 - Child Care Center Of Evanston 15,257 - - -
67110 - CONNECTIONS FOR THE HOMELESS 21,471 - - -
67125 - INFANT WELFARE SOCIETY 59,402 - - -
67140 - NORTH SHORE SENIOR SERVIC 30,877 - - -
67145 - METROPOLITAN FAMILY SERV 50,467 - - -
67146 - NORTHWEST CASA 10,852 - - -
Interfund Transfers 33,792$ 225,057$ 225,057$ 225,809$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 23,881 25,075 25,075 25,827
62309 - RENTAL OF AUTO REPLACEMENT 9,286 9,286 9,286 9,286
62540 - MAINTENANCE OFFICE EQUIP CHARGEBACKS 625 - - -
66020 - TRANSFERS TO OTHER FUNDS - 190,696 190,696 190,696
Grand Total $ 3,030,175 $ 3,658,702 $ 3,520,743 $ 3,544,226
106
201 6 ADOPTED BUDGET - GENERAL FUND
Public Works Department
The Public Works Department’s final operational year is 2015. As part of the City’s comprehensive
evaluation of public works and utilities functions, a new Public Works Agency was created, effective
January 1, 2016. This new Agency will combine functions across what were previously two departments
and four funds (General, Solid Waste, Sewer, Water). The new Agency will aim to provide more efficient
services to the community as Evanston continues to work to expand water sales across the region.
Financial Summary
Expenses
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Adopted
Budget
2605 DIRECTOR OF PUBLIC WORKS 514,272 513,324 525,129 -
2610 MUNICIPAL SERVICE CENTER 341,039 392,246 358,397 -
2620 E.D.O.T. ADMINISTRATION 646,462 683,589 670,601 -
2625 ENGINEERING 671,191 792,323 613,232 -
2630 TRAFFIC ENGINEERING 309,671 200,669 199,556 -
2640 TRAF. SIG. & ST. LIGHT. MAINT 982,312 905,431 854,285 -
2650 PARKS AND FORESTRY ADMIN 541,357 610,745 513,517 -
2655 PARKS & FORESTRY MAINT. & OPER.4,208,127 4,342,557 4,301,155 -
2665 STREETS AND SANITATION ADMINIS 2,150,652 2,319,895 2,267,844 -
2670 STREET AND ALLEY MAINTENANCE 3,325,568 3,003,310 3,023,781 -
2675 STREET CLEANING 776,923 900,789 783,390 -
2677 FACILITIES 2,255,458 2,183,002 2,395,141 -
2680 SNOW AND ICE CONTROL 1,731,498 1,201,075 1,453,200 -
Grand Total $ 18,454,528 $ 18,048,955 $ 17,959,228 $ -
Revenues
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Adopted
Budget
2605 DIRECTOR OF PUBLIC WORKS 55,587 50,000 67,000 -
2630 TRAFFIC ENGINEERING 487,489 490,300 462,000 -
2640 TRAF. SIG. & ST. LIGHT. MAINT 10,797 48,000 - -
2650 PARKS AND FORESTRY ADMIN 13,285 40,000 35,000 -
2655 PARKS & FORESTRY MAINT. & OPER.56,404 56,500 51,000 -
2670 STREET AND ALLEY MAINTENANCE 16,054 12,000 20,500 -
2677 FACILITIES 43,666 51,543 63,000 -
2680 SNOW AND ICE CONTROL 52,269 75,000 75,000 -
Grand Total $ 735,550 $ 823,343 $ 773,500 $ -
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 building 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
City Facilities Fountain Square Design
City Streets Citywide Sidewalk Replacement
City Streets Citywide Traffic Calming
City Streets Emerson-Ridge-Green Bay Improvements
City Streets MFT Street Resurfacing
107
201 6 ADOPTED BUDGET - GENERAL FUND
Public Works Department
City Streets Pedestrian Safety, Pavement Marking, Streetlight
City Streets Water Main Replacements
Ongoing Activity Measures
2015
Actual
2015
Estimated
In-house design of CIP infrastructure projects 14 15
Miles of streets resurfaced – primary routes 1.0 miles 2.1 mile
Miles of streets resurfaced – residential streets 4 miles 4 miles
Number of civil engineering private development
plan reviews 170 180
Number of Right-of-Way permits issued 1200 1250
Miles of streets plowed/season 2,800 1,800
Miles of streets salted/season 1,450 900
Tons of salt used/season 7,000 5,500
Mowing rotation in days 5 Days 4.5 Days
Parkway trees trimmed by City crews 1,150 1,100
Total number of parkway elm removed due to DED 36 21
Percentage of parkway elms actually removed 1.11% .92%
Total number of other trees removed 496 512
Total number of new park and parkway trees planted 443 490
Elm trees covered under private insurance program 380 321
Percentage of trees that are removed by the City and
replaced within one year (data source: Division
tracking) 12% 9%
Deliveries 1,800 1,800
Civic Center repair costs/sq. ft. $2.15 $2.50
Meeting scheduled 1,850 2,000
Room set-ups 1,100 1,100
Staff-hours tracked to work order 19,000 22,000
Work orders completed 280 850
108
Account Number - Description FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Adopted
Budget
Salary and Benefits 11,673,965$ 11,523,514$ 11,015,153$ -$
61010 - REGULAR PAY 7,056,556 7,516,352 7,125,700 -
61050 - PERMANENT PART-TIME 74,818 122,001 42,000 -
61055 - TEMPORARY EMPLOYEES 19,966 - - -
61110 - OVERTIME PAY 1,193,952 505,200 450,250 -
61114 - SNOW OT 18,300 393,500 339,200 -
61210 - LONGEVITY 71,042 - - -
61410 - AFSCME SHIFT DIFFERENTIAL 12,709 1,000 - -
61415 - TERMINATION PAYOUTS 64,307 - 119,900 -
61420 - ANNUAL SICK LEAVE PAYOUT 20,575 - 21,700 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)14,818 - 6,800 -
61510 - HEALTH INSURANCE 1,511,164 1,441,945 1,406,800 -
61615 - LIFE INSURANCE 3,749 3,850 3,245 -
61625 - AUTO ALLOWANCE 14,811 14,676 14,100 -
61626 - CELL PHONE ALLOWANCE 4,912 5,916 5,440 -
61630 - SHOE ALLOWANCE 15,411 13,100 13,118 -
61710 - IMRF 952,990 903,864 870,500 -
61725 - SOCIAL SECURITY 503,089 478,746 478,300 -
61730 - MEDICARE 120,794 123,365 118,100 -
Services and Supplies 2,956,482$ 2,643,925$ 3,071,153$ -$
61060 - SEASONAL EMPLOYEES 136,310 136,067 138,000 -
62195 - LANDSCAPE MAINTENANCE SERVICES 58,941 120,000 120,000 -
62199 - PARK MNTNCE & FURNITURE RPLCMN 34,172 20,000 25,000 -
62205 - ADVERTISING - 700 - -
62210 - PRINTING 23,195 28,750 22,250 -
62225 - BLDG MAINTENANCE SERVICES 71,754 102,516 102,000 -
62235 - OFFICE EQUIPMENT MAINT 2,349 4,183 1,000 -
62245 - OTHER EQMT MAINTENANCE 19,841 30,918 35,600 -
62275 - POSTAGE CHARGEBACKS 3,556 2,950 2,200 -
62280 - OVERNIGHT MAIL CHARGES 74 250 - -
62295 - TRAINING & TRAVEL 30,658 28,100 25,450 -
62315 - POSTAGE 93 - - -
62335 - DATA PROCESSING SERVICES - 2,000 - -
62360 - MEMBERSHIP DUES 5,413 7,460 5,450 -
62375 - RENTALS 100,509 52,810 49,000 -
62376 - 2603 SHERIDAN RD RENTALS EXPENSE - 2,000 - -
62380 - COPY MACHINE CHARGES 2,539 2,539 2,150 -
62385 - TREE SERVICES 49,344 26,000 26,000 -
62415 - DEBRIS/REMOVAL CONTRACTUAL COSTS 49,063 65,000 79,500 -
62425 - ELEVATOR CONTRACT COSTS 4,165 4,165 4,165 -
62430 - CUSTODIAL CONTRACT SERVICES 13,056 20,000 20,000 -
62440 - OVERHEAD DOOR CONTRACT COSTS 16,460 10,000 9,000 -
62446 - ROOF REPAIR CONTRACTUAL SVCS - 20,000 18,000 -
62451 - TOWING AND BOOTING CONTRACTS 50,160 60,000 60,000 -
62496 - DED INOCULATION 41,072 36,000 36,000 -
62497 - INOCULATION FUNDING- ANNUAL AMORTIZATION - 250,000 250,000 -
62499 - LEGAL 151 - - -
62509 - SERVICE AGREEMENTS/ CONTRACTS 208,235 169,345 179,500 -
62518 - SECURITY ALARM CONTRACTS 5,225 2,500 2,000 -
64005 - ELECTRICITY 18,545 29,400 20,000 -
64006 - LIGHTING 293,991 240,000 200,000 -
64007 - TRAFFIC LIGHT ELECTRICITY 96,002 90,000 75,000 -
64008 - FESTIVAL LIGHTING 4,704 5,000 5,000 -
64015 - NATURAL GAS 74,334 80,000 85,000 -
64540 - TELECOMMUNICATIONS - WIRELESS 39,219 40,475 38,995 -
64545 - PERSONAL COMPUTER SOFTWARE 6,235 2,000 1,000 -
65005 - AGRI/BOTANICAL SUPPLIES 132,107 117,000 115,000 -
65010 - BOOKS, PUBLICATIONS, MAPS 972 1,683 1,533 -
65015 - CHEMICALS/ SALT 600,736 362,500 681,500 -
65020 - CLOTHING 43,009 80,998 75,500 -
65025 - FOOD - 350 - -
65040 - JANITORIAL SUPPLIES 23,131 10,000 15,000 -
65050 - BLDG MAINTENANCE MATERIAL 339,525 104,650 217,625 -
65055 - MATER. TO MAINT. IMP.154,797 146,250 180,575 -
65070 - OFFICE/OTHER EQT MTN MATL 58,130 38,500 56,100 -
65075 - MEDICAL & LAB SUPPLIES 319 500 - -
65085 - MINOR EQUIPMENT & TOOLS 60,611 30,650 26,050 -
65090 - SAFETY EQUIPMENT 31,093 12,350 13,900 -
65095 - OFFICE SUPPLIES 7,044 5,916 7,700 -
65105 - PHOTO/DRAFTING SUPPLIE (2,550) 950 1,200 -
65115 - TRAFFIC CONTROL SUPPLI 45,896 40,000 42,110 -
65125 - OTHER COMMODITIES 118 - 100 -
109
65155 - MINOR EQUIPMENT AND TOOLS 2,180 - - -
65620 - OFFICE MACH. & EQUIP.- 500 - -
Miscellaneous 1,055,967$ 1,055,967$ 1,055,967$ -$
66147 - TRSF OUT TO SOLID WASTE FUND - PROP TAX 1,055,967 1,055,967 1,055,967 -
Insurance and Other Chargebacks 897,915$ 905,724$ 904,735$ -$
66025 - TRANSFER TO DEBT SERVICE - ERI 218,026 225,835 225,835 -
66030 - MEDICAL INSURANCE 679,889 679,889 678,900 -
Capital Outlay 105,609$ 95,100$ 78,500$ -$
65510 - BUILDINGS 14 - - -
65515 - OTHER IMPROVEMENTS 8,847 5,000 4,000 -
65550 - AUTOMOTIVE EQUIPMENT 39,080 39,100 39,000 -
65625 - FURNITURE & FIXTURES 57,669 51,000 35,500 -
Contingencies (810)$ 1,005$ -$ -$
68205 - CONTINGENCIES (810) 1,005 - -
Interfund Transfers 1,765,399$ 1,823,720$ 1,833,720$ -$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 1,165,293 1,223,614 1,223,614 -
62309 - RENTAL OF AUTO REPLACEMENT 600,106 600,106 610,106 -
Grand Total $ 18,454,528 $ 18,048,955 $ 17,959,228 $ -
110
201 6 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).
111
201 6 ADOPTED BUDGET - GENERAL FUND
Parks, Recreation and Community Services Department
Revenues
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Adopted
Budget
3005 REC. MGMT. & GENERAL SUPPORT 27,775 25,000 25,000 25,000
3010 REC. BUSINESS & FISCAL MGMT 188,527 - - -
3020 REC GENERAL SUPPORT 128,567 78,000 109,000 96,500
3030 CROWN COMMUNITY CENTER 305,237 313,460 427,500 313,460
3035 CHANDLER COMMUNITY CENTER 694,474 711,400 850,500 711,400
3040 FLEETWOOD JOURDAIN COM CT 221,717 286,300 294,000 286,300
3045 FLEETWOOD/JOURDAIN THEATR 25,312 50,900 32,000 50,900
3050 RECREATION OUTREACH PROGRAM 151,361 98,700 125,000 98,700
3055 LEVY CENTER SENIOR SERVICES 689,329 667,280 591,000 659,280
3065 BOAT RAMP-CHURCH ST 93,119 104,265 100,000 104,265
3075 BOAT STORAGE FACILITIES 99,352 119,475 120,000 119,475
3080 BEACHES 720,809 716,655 744,000 716,655
3081 POOCH PARK 23,878 19,500 15,000 19,500
3095 CROWN ICE RINK 1,089,262 1,075,610 1,100,000 1,075,610
3100 SPORTS LEAGUES 51,489 87,580 89,300 87,580
3105 AQUATIC CAMP 231,105 240,375 240,000 240,375
3110 TENNIS 112,152 - 65,000 -
3115 SCHOOL-BASED YOUTH SPORTS 8 - 40 -
3130 SPECIAL RECREATION 77,074 86,921 90,000 86,921
3135 SUMMER PLAYGROUNDS 400 - - -
3140 BUS PROGRAM 15 - - -
3155 GOLF 24,068 - - -
3215 YOUTH ENGAGEMENT DIVISION 34,405 40,000 75,000 40,000
3505 PARKS & FORESTRY GENERAL SUP 14,475 - - -
3525 TREE PLANTING 950 - 4,000 -
3605 ECOLOGY CENTER 139,965 126,940 128,200 126,940
3610 ECO-QUEST DAY CAMP 235,632 249,500 250,000 249,500
3700 NOYES CULTURAL ARTS CTR 12,180 - - -
3710 NOYES CULTURAL ARTS CENTER 326,599 361,356 316,500 361,356
3720 CULTURAL ARTS PROGRAMS 256,833 317,400 300,000 317,400
3805 FACILITIES ADMINISTRATION 11,409 - 3,500 -
Grand Total $ 5,987,477 $ 5,776,617 $ 6,094,540 $ 5,787,117
112
201 6 ADOPTED BUDGET - GENERAL FUND
Parks, Recreation and Community Services Department
Expenses
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Adopted
Budget
2555 FARMER'S MARKET 101 - - -
3005 REC. MGMT. & GENERAL SUPPORT 426,268 422,156 403,992 399,516
3010 REC. BUSINESS & FISCAL MGMT 600,841 398,551 402,699 405,581
3015 COMM & MARKETING SERV 1,103 - - -
3020 REC GENERAL SUPPORT 666,658 724,119 716,142 1,014,953
3025 PARK UTILITIES 80,063 79,500 60,000 79,500
3030 CROWN COMMUNITY CENTER 977,110 855,278 908,402 949,195
3035 CHANDLER COMMUNITY CENTER 778,585 917,608 901,032 943,175
3040 FLEETWOOD JOURDAIN COM CT 933,725 900,670 930,770 882,345
3045 FLEETWOOD/JOURDAIN THEATR 132,985 164,119 170,745 161,385
3050 RECREATION OUTREACH PROGRAM 176,068 200,885 271,000 234,018
3055 LEVY CENTER SENIOR SERVICES 1,411,990 1,429,349 1,269,779 1,431,182
3065 BOAT RAMP-CHURCH ST 37,444 55,008 55,700 53,500
3075 BOAT STORAGE FACILITIES 8,045 12,169 11,500 11,450
3080 BEACHES 733,680 635,765 635,680 608,172
3085 RECREATION FACILITY MAINTENANCE 13,557 - - -
3095 CROWN ICE RINK 1,309,058 1,162,063 1,243,908 1,225,129
3100 SPORTS LEAGUES 52,495 86,749 63,471 87,689
3105 AQUATIC CAMP 108,178 119,339 134,400 114,250
3110 TENNIS 114,799 - 13,095 16,626
3130 SPECIAL RECREATION 491,925 413,905 454,533 406,534
3140 BUS PROGRAM 47,264 67,068 45,075 69,265
3150 PARK SERVICE UNIT 68,772 107,674 90,884 109,643
3155 GOLF 16,655 - - -
3205 COMMUNITY RELATIONS 38,266 - 65,300 -
3215 YOUTH ENGAGEMENT DIVISION 768,264 996,030 838,070 1,280,447
3505 PARKS & FORESTRY GENERAL SUP 886 - - -
3510 HORTICULTURAL MAINTENANCE 420 - - -
3520 DUTCH ELM DISEASE CONTROL (654) - - -
3605 ECOLOGY CENTER 369,369 345,258 360,126 348,703
3610 ECO-QUEST DAY CAMP 139,225 122,199 129,850 116,080
3700 NOYES CULTURAL ARTS CTR 52,188 - - -
3710 NOYES CULTURAL ARTS CENTER 204,957 191,983 209,051 175,933
3720 CULTURAL ARTS PROGRAMS 532,776 428,716 456,667 501,319
3805 FACILITIES ADMINISTRATION 5,981 - - -
3806 CIVIC CENTER SERVICES 28,242 - - -
3807 CONSTRUCTION AND REPAIRS 86,552 - - -
3905 TRANSFER FROM GENERAL FUND 936,500 - - -
Grand Total $ 12,350,340 $ 10,836,161 $ 10,841,871 $ 11,820,590
113
201 6 ADOPTED BUDGET - GENERAL FUND
Parks, Recreation and Community Services Department
Total Full-Time Equivalent Positions
Division
2016 Position
Total FTE
Management and General Support 3.0
Business and Fiscal Management 3.0
Recreation General Support 2.4
Robert Crown Community Center 8.56
Chandler-Newberger Community Center 6.48
Fleetwood-Jourdain Community Center 6.95
Fleetwood-Jourdain Theatre 1.00
Recreation Outreach 0.5
Levy Center/Senior Services 12.5
Beaches 1.25
Robert Crown Ice Rink 7.49
Sports Leagues 0.55
Special Recreation 2.31
Bus Program 1.15
Park Service Unit 1.45
Youth Engagement 8.40
Gibbs-Morrison Cultural Center 1.50
Ecology Center 3.77
Noyes Cultural Arts Center 2.87
Cultural Arts Programs 2.00
Parks Recreation and Community Services Total 77.13
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
Services for At-Risk Families The Recreation department provides numerous camp and program
scholarships to income qualified individuals throughout the year, 2015
is on track to provide $175,000 in scholarships to Evanston families at
or below the 130% poverty level.
Services for At-Risk Families There were 400 surveys collected assessing concerns for the age
friendly initiative which yielded housing, transportation and
coordinated social services as top three priorities.
Services for At-Risk Families In response to the violence in community as a Public Health Issue,
additional Outreach staff was hired.
114
201 6 ADOPTED BUDGET - GENERAL FUND
Parks, Recreation and Community Services Department
2016 Initiatives
Recreation, Ecology, Arts and Community Services Division:
Reconfigure Dempster St. Boat Rack wait list procedures to provide customers with more
accurate information about their place on the list based on their boat type by Spring 2016.
Full implementation for Rec-Trac, ice / room scheduling software for programs at the Robert
Crown Center has new target date of January 2016.
The childcare program has engaged a Quality Specialist (Action for Children) to guide us in our
program assessment and quality improvement process, with the goal of applying for the Excel
Rate Bronze, Silver or Gold rating. Our application is due in January 2016. The program rewards
program quality with access to grants, extensive training and higher state payment rates.
Develop Health/Body Education program to be implemented first in the Fleetwood Afterschool
Program, Mason Park Drop-In Program, and then as a class for the community At large. This
program introduces the pre-teen to the changes of their body focusing on proper hygiene, peer
pressure, and relationships with the opposite sex.
Introduce The Teen Association Program at Fleetwood Jourdain, addressing three separate
needs of the pressure associated with Teen Sexuality. This will include an abstinence program,
an education program, informing teens of the dangers of STD’s and teaching the proper safe sex
components, and an I’m pregnant, now what class, offering a setting for mothers and fathers to
come, share their possible issues, and teach the proper methods of dealing with children.
Fleetwood Jourdain Community Center to offer late night adult indoor sports opportunities,
including volleyball, indoor soccer and basketball from 8pm to 10 pm on weeknights.
Fleetwood Jourdain Community Center will change game night to “Pizza Night” and bring teens
(Ages 12 to 18) to the center for supervised play including open gym, table games and other
activities.
Creation of a high school Anti Violence Pledge including an incentive trip to remain Violence
Free. Trip to take place by the end of summer 2016 and may vary in nature from swimming to
camping, or additional low cost options.
Chandler-Newberger Community Center will conduct two free weekend “Family
Days” including activities for all ages will be conducted in gymnasium, multipurpose rooms and
racquetball court by December 2016.
Develop additional opportunities and access points for youth to engage in arts education and
expression in the community through programs through collaborations with EvanSTEM
partners in the community.
Expand the community interactive components of the Concert and Movie Series, including
processes for involvement and community input no later than July 2016.
Youth Program and Young Adult Staff will hold one City-wide job fair with Evanston Township
High School and the Youth Job Center by March 2016.
Youth Program and Young Adult Staff will continue year-round at-risk youth employment
initiative with local businesses beginning January 2016.
By spring 2016 finalize our Farmette preparation to develop a nine-grid garden to teach the
public different methods of sustainable gardening in urban areas and grow a variety of foods. It
will also be used for public education on a variety of agricultural topics including; compost, soil,
water, insects, pollinating.
115
201 6 ADOPTED BUDGET - GENERAL FUND
Parks, Recreation and Community Services Department
Re-write all second year camp curriculum to improve quality of program by May 2015.
By fall 2016 add additional special events and programming to attract a wider audience.
By December 2016 we will be adding interpretative displays in the educational classroom.
Establish an apiary in conjunction with the Farmette for educational programming regarding
pollinators and the food supply.
Begin pollinator education initiatives by spring 2016 and partner with other organizations
including the Field Museum.
Locate sponsorship for Levy Center daytrips to make them more affordable for older adults by
March 2016
Improve promotion of the congregate meal program by collaborating with Community
Engagement to attract new participants.
Improving quality of congregate meal program by introducing a deli bar in addition to the daily
hot meal by January 2016
Provide better programming and services for newly retired and still working seniors based on a
needs assessment conducted by staff.
Provide 3 evening/weekend trips to attract working seniors to the Levy Center by September
2016
Ongoing Activity Measures 2014
Actual
2015
Estimated
2016
Projected
Beach token sales to Evanston residents 19,379 17,675 18,700 Beach Token donation fund $8,261 $6,307 $7,000 Number of vendors at the Farmers’ Market 54 57 58 Number of staff trained and certified in American
Red Cross CPR/AED 60 60 55
Total participants in all Special Recreation
programs 772 780 795
Social Media account likes and followers
(Facebook, Twitter, Instagram, Mobile App) N/A 2,535 3,225
Number of vendors at the Farmers’ Market 57 58 58 Scholarships granted (funds not collected) $155,926 $175,000 $177,000
Number of meals served (Summer Food program) 28,535 31,072 32,500
Number of meals served senior congregate lunch
program 8,623 7,800 8,715
Special Event Permits Issued (City & Private
Events) 100 107 110
Total number of camp program registrations 5,811 5,784 5,850
Number of Youth hired for Mayor’s Summer
Youth Employment Program 550 550 600
116
Account Number - Description FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Adopted
Budget
Salary and Benefits 6,660,694$ 6,587,785$ 6,599,652$ 7,008,687$
61010 - REGULAR PAY 3,196,796 3,321,079 3,217,700 3,759,383
61011 - RECREATION INSTRUCTORS REG PAY 458,224 412,308 493,900 412,308
61013 - PROGRAM ASSISTANTS 232,518 292,674 300,500 292,674
61025 - RECREATION PROGRAM PAY 69,103 - - -
61050 - PERMANENT PART-TIME 831,801 771,919 707,500 876,621
61055 - TEMPORARY EMPLOYEES 68,073 110,000 - 110,000
61062 - SPECIAL EVENT PAY 5,177 - 2,000 -
61110 - OVERTIME PAY 98,414 47,475 109,000 47,475
61111 - HIREBACK OT PAY (394) - - -
61210 - LONGEVITY 14,402 - - -
61410 - AFSCME SHIFT DIFFERENTIAL 2,357 - - -
61415 - TERMINATION PAYOUTS 92,534 - 98,630 -
61420 - ANNUAL SICK LEAVE PAYOUT 22,451 - 11,950 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)2,815 - 8,650 -
61510 - HEALTH INSURANCE 603,423 689,113 682,800 747,204
61615 - LIFE INSURANCE 1,584 2,517 1,512 54
61625 - AUTO ALLOWANCE 14,492 14,580 14,000 14,580
61626 - CELL PHONE ALLOWANCE 6,412 5,516 6,000 7,028
61630 - SHOE ALLOWANCE 4,664 3,720 5,120 4,030
61710 - IMRF 432,255 446,816 424,450 401,501
61725 - SOCIAL SECURITY 407,606 379,946 414,600 271,523
61730 - MEDICARE 95,987 90,122 101,340 64,306
Services and Supplies 4,080,974$ 3,632,020$ 3,667,041$ 3,747,829$
61060 - SEASONAL EMPLOYEES 1,773,505 1,407,370 1,574,700 1,523,179
62185 - CONSULTING SERVICES 300 - - -
62205 - ADVERTISING 19,279 29,916 16,040 29,916
62210 - PRINTING 81,924 94,208 111,400 94,208
62215 - PHOTOGRAPHERS/BLUEPRINTS 600 600 700 600
62225 - BLDG MAINTENANCE SERVICES 3,172 3,166 3,700 3,166
62235 - OFFICE EQUIPMENT MAINT 2,169 3,983 2,650 3,983
62245 - OTHER EQMT MAINTENANCE 35,356 31,799 29,500 31,799
62275 - POSTAGE CHARGEBACKS 7,294 14,148 7,133 14,148
62280 - OVERNIGHT MAIL CHARGES 34 - - -
62295 - TRAINING & TRAVEL 22,138 29,327 21,750 29,327
62315 - POSTAGE 14,452 24,533 15,235 24,533
62360 - MEMBERSHIP DUES 9,492 9,783 7,700 9,783
62365 - RECEPTION/ENTERTAINMEN 272 383 - 383
62375 - RENTALS 18,156 10,200 9,700 10,200
62380 - COPY MACHINE CHARGES 17,620 17,620 17,682 17,620
62425 - ELEVATOR CONTRACT COSTS 2,100 2,660 2,700 2,660
62495 - LICENSED PEST CONTROL SERVICES 5,446 4,758 4,700 4,758
62500 - TECHNICAL INFORMATION SERVICES 11,731 16,800 15,000 16,800
62505 - INSTRUCTOR SERVICES 233,661 244,950 228,100 244,950
62506 - WORK- STUDY 18,400 17,166 24,000 17,166
62507 - FIELD TRIPS 166,561 131,546 127,500 131,546
62508 - SPORTS OFFICIALS 20,809 26,664 18,000 26,664
62509 - SERVICE AGREEMENTS/ CONTRACTS 19,528 20,078 30,500 20,078
62510 - EDUCATOR SERVICES 285 525 - 525
62511 - ENTERTAIN/PERFORMER SERV 76,627 80,550 70,550 80,550
62513 - COMMUNITY PICNIC-SPECIAL EVENTS 13,257 8,000 8,500 8,000
62515 - RENTAL SERVICES 26,453 26,680 26,400 26,680
62518 - SECURITY ALARM CONTRACTS 7,683 14,657 5,551 14,657
62525 - CONTRACTUAL SERVICES CHARGEBACK 128 - - -
62665 - CONTRIB TO OTHER AGENCIES 8,200 - - -
62695 - COUPON PMTS-CAB SUBSIDY 189,920 165,000 95,000 165,000
62705 - BANK SERVICE CHARGES 68,682 75,000 75,000 75,000
64005 - ELECTRICITY 368,655 355,862 282,500 355,862
64015 - NATURAL GAS 118,981 128,659 105,200 128,659
64530 - TELECOMMUNICATIONS - HANDHELD EQUIPMENT - 83 - 83
64540 - TELECOMMUNICATIONS - WIRELESS 11,454 10,655 7,900 10,655
65005 - AGRI/BOTANICAL SUPPLIES 246 550 150 550
65010 - BOOKS, PUBLICATIONS, MAPS 83 1,233 200 1,233
65020 - CLOTHING 19,016 24,475 24,500 24,475
65025 - FOOD 217,259 190,813 300,100 190,813
65035 - PETROLEUM PRODUCTS 6 - - -
65040 - JANITORIAL SUPPLIES 39,967 39,065 43,600 39,065
65045 - LICENSING/REGULATORY SUPP 8,658 9,700 10,800 9,700
65050 - BLDG MAINTENANCE MATERIAL 73,079 46,830 65,400 46,830
65055 - MATER. TO MAINT. IMP.2,689 4,582 2,000 4,582
65070 - OFFICE/OTHER EQT MTN MATL 14,100 14,015 10,950 14,015
65075 - MEDICAL & LAB SUPPLIES 807 1,666 1,000 1,666
117
65080 - MERCHANDISE FOR RESALE 5,113 6,900 3,000 6,900
65085 - MINOR EQUIPMENT & TOOLS 3,301 2,800 2,150 2,800
65090 - SAFETY EQUIPMENT 260 3,200 2,000 3,200
65095 - OFFICE SUPPLIES 29,230 26,155 32,150 26,155
65105 - PHOTO/DRAFTING SUPPLIE - 200 - 200
65110 - RECREATION SUPPLIES 273,701 241,157 213,300 241,157
65115 - TRAFFIC CONTROL SUPPLI 79 - - -
65125 - OTHER COMMODITIES 19,055 11,350 10,750 11,350
Miscellaneous 265,051$ 206,677$ 173,800$ 358,941$
62490 - OTHER PROGRAM COSTS 264,767 206,593 173,800 358,857
62560 - TELEPHONE TELEGR CHBK - 84 - 84
62770 - MISCELLANEOUS 284 - - -
Insurance and Other Chargebacks 217,949$ 221,414$ 221,414$ 513,741$
66025 - TRANSFER TO DEBT SERVICE - ERI 96,796 100,261 100,261 103,920
66030 - MEDICAL INSURANCE 121,153 121,153 121,153 409,821
Capital Outlay 25,816$ 20,000$ 14,000$ 20,000$
62251 - CROWN CENTER SYSTEMS REPAIR 24,449 20,000 14,000 20,000
65502 - CONSTRUCTION 1,367 - - -
Community Sponsored Organizations 50$ -$ -$ -$
63095 - HANDYMAN PROGRAM 50 - - -
Interfund Transfers 1,099,806$ 168,265$ 165,964$ 171,392$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 99,226 104,185 101,884 107,312
62309 - RENTAL OF AUTO REPLACEMENT 64,080 64,080 64,080 64,080
66020 - TRANSFERS TO OTHER FUNDS 936,500 - - -
Grand Total $ 12,350,340 $ 10,836,161 $ 10,841,871 $ 11,820,590
118
201 6 ADOPTED BUDGET - GENERAL FUND
Public Works Agency
The City of Evanston noted that both Public Works and Utilities are facing great challenges with a
number of crucial questions: How best to plan and execute critical infrastructure improvements? How
best to serve client departments with the maintenance of program facilities? How best to leverage the
important resource of the Evanston Water Plant as we look to expand water sales and conserve water
simultaneously? How best to manage and collect consumed resources in an environmentally responsible
way? How best to preserve and expand our urban forest?
In order to address these questions, City staff worked during the summer of 2015 to develop a
comprehensive reorganization of the City’s Public Works and Utilities Departments. By tying these
functions together across what were formerly two departments and four funds, Evanston strives to
create a more comprehensive way of dealing with issues facing the City. As a result, a new Public Works
Agency has been created, effective with the 2016 Budget document.
The new structure includes one Public Works Agency Director and four individual Bureaus: Water
Production, Environmental Services, Capital Planning & Engineering, and Infrastructure and
Maintenance. Each of these Bureaus has a number of functions. The new Agency includes General
Fund (formerly Public Works) funds as well as Solid Waste, Parking, Sewer, and Water Funds.
The proposed agency organizational plan provides a structure to facilitate the improvements as noted as
necessary during the reorganizational process and provides for:
1. Clear Leadership – The new Public Works Agency will have one director with four Bureau
Chiefs responsible for operations. This structure will allow the Agency Director to lead and the
Bureau Chiefs to manage. Supervisors and staff will execute.
2. New Integration of Operations
All Right of Way (streets, traffic, sewer, and water distribution) maintenance activities are
together.
Environmental activities are consolidated in one bureau to continue the City’s goals for
sustainable operations.
Water Plant activities are separated for the preparation of increased water sales.
Capital Planning includes all projects across all funds but will be managed by each area (Water
and Sewer, Parks and Facilities, right-of-way, and Transportation).
Financial Summary
Revenues
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Adopted
Budget
4105 PUBLIC WORKS AGENCY ADMIN - - - 821,800
4310 RECYCLING AND ENVIRONMENTAL MAIN - - - -
4320 FORESTRY - - - -
4430 PARKS AND FACILITIES - - - -
4520 TRAF. SIG.& ST LIGHT MAINT - - - -
4540 DISTRIBUTION MAINTENANCE - - - -
4550 MAINT-SNOW & ICE - - - -
Grand Total $ - $ - $ - $ 821,800
119
201 6 ADOPTED BUDGET - GENERAL FUND
Public Works Agency
Expenses
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015
Estimated
Amount
FY 2016 Adopted
Budget
4105 PUBLIC WORKS AGENCY ADMIN - - - 3,499,008
4300 ENVIRONMENTAL SERVICES - - - 207,712
4310 RECYCLING AND ENVIRONMENTAL MAIN - - - 610,098
4320 FORESTRY - - - 2,009,209
4330 GREENWAYS - - - 2,028,274
4400 CAPITAL PLANNING & ENGINEERING - - - 158,018
4410 STREETS AND RIGHT OF WAY - - - 518,114
4420 TRANSPORTATION - - - 210,529
4430 PARKS AND FACILITIES - - - 251,232
4500 INFRASTRUCTURE MAINTENANCE - - - 267,655
4510 STREET MAINTENANCE - - - 1,798,017
4520 TRAF. SIG.& ST LIGHT MAINT - - - 1,185,465
4530 SEWER MAINTENANCE - - - 939,067
4540 DISTRIBUTION MAINTENANCE - - - 24,000
4550 MAINT-SNOW & ICE - - - 1,154,850
Grand Total $ - $ - $ - $ 14,861,248
Total Full-Time Equivalent Positions
Division
2016 Position
Total FTE
Public Works Agency Administration 5.25
Environmental Services 1.00
Recycling and Environmental Maintenance 7.00
Forestry 18.00
Greenways 17.00
Capital Planning & Engineering 0.50
Streets & Right of Way 6.00
Transportation 1.50
Parks and Facilities 2.00
Infrastructure Maintenance 1.00
Street Maintenance 17.00
Traffic Signs & Street Light Maintenance 8.00
Public Works Total 84.25
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 building 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
120
201 6 ADOPTED BUDGET - GENERAL FUND
Public Works Agency
City Facilities Fountain Square Design
City Streets Citywide Sidewalk Replacement
City Streets Citywide Traffic Calming
City Streets Emerson-Ridge-Green Bay Improvements
City Streets MFT Street Resurfacing
City Streets Pedestrian Safety, Pavement Marking, Streetlight
City Streets Water Main Replacements
2016 Initiatives
Citywide Sidewalk Replacement
Citywide Traffic Calming
Dempster Street Signal Modernization
Emerson-Ridge-Green Bay Construction Plans
MFT Street Resurfacing
Pedestrian Safety, Pavement Marking, Streetlight
Water Main Replacements
Fountain Square Construction
Continue to work closely with all local, state, and federal agencies involved with the control of
the Emerald Ash Borer (EAB). Staff will continue to investigate the feasibility of attracting
research institutions and/or companies to Evanston to aid in possible curative measures being
experimented with and implemented, as well as to locate and apply for any grant funds available
for tree removals or planting to replace those being lost due to EAB
Continue the three-year cycle of elm injections using both City employees as well as an outside
contractor every third year and evaluate the success of the program overall, which currently
stands at just less than 99%
Continue fundraising efforts begun 2013 to increase the number of trees being planted on City
parkways to help offset the additional losses due to EAB
Continue to work with the Sustainability Coordinator to reduce energy consumption in all City-
owned buildings throughout the fiscal year through both lighting upgrades as well as temperature
control efficiencies
Continue using the Building Automation Systems that are in place, as well as those being
installed; improve energy management techniques throughout the fiscal year to reduce energy
consumption. Look to create one system managed by staff that will monitor all facilities
Ongoing Activity Measures
2015
Actual
2015
Estimated
2016
Projected
In-house design of CIP infrastructure projects 14 15 15
Miles of streets resurfaced – primary routes 1.0 miles 2.1 mile 2.7 miles
Miles of streets resurfaced – residential streets 4 miles 4 miles 1.2 miles
Number of civil engineering private development
plan reviews 170 180 180
Number of Right-of-Way permits issued 1200 1250 1250
Miles of streets plowed/season 2,800 1,800 1,800
Miles of streets salted/season 1,450 900 900
Tons of salt used/season 7,000 5,500 5,500
Mowing rotation in days 5 Days 4.5 Days 4.5 Days
121
201 6 ADOPTED BUDGET - GENERAL FUND
Public Works Agency
Parkway trees trimmed by City crews 1,150 1,100 1,300
Total number of parkway elm removed due to DED 36 21 25
Percentage of parkway elms actually removed 1.11% .92% .95%
Total number of other trees removed 496 512 500
Total number of new park and parkway trees planted 443 490 500
Elm trees covered under private insurance program 380 321 325
Percentage of trees that are removed by the City and
replaced within one year (data source: Division
tracking) 12% 9% 10%
Deliveries 1,800 1,800 1,800
Civic Center repair costs/sq. ft. $2.15 $2.50 $2.25
Meeting scheduled 1,850 2,000 2,000
Room set-ups 1,100 1,100 1,100
Staff-hours tracked to work order 19,000 22,000 24,000
Work orders completed 280 850 850
122
Account Number - Description FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Estimated
Amount
FY 2016 Adopted
Budget
Salary and Benefits -$ -$ -$ 8,861,641$
61010 - REGULAR PAY - - - 5,480,881
61050 - PERMANENT PART-TIME - - - 274,470
61110 - OVERTIME PAY - - - 485,200
61114 - SNOW OT - - - 393,500
61410 - AFSCME SHIFT DIFFERENTIAL - - - 1,000
61510 - HEALTH INSURANCE - - - 1,133,434
61615 - LIFE INSURANCE - - - 80
61625 - AUTO ALLOWANCE - - - 12,786
61626 - CELL PHONE ALLOWANCE - - - 5,088
61630 - SHOE ALLOWANCE - - - 10,308
61710 - IMRF - - - 603,868
61725 - SOCIAL SECURITY - - - 372,731
61730 - MEDICARE - - - 88,295
Services and Supplies -$ -$ -$ 2,269,233$
61060 - SEASONAL EMPLOYEES - - - 167,067
62195 - LANDSCAPE MAINTENANCE SERVICES - - - 120,000
62199 - PARK MNTNCE & FURNITURE RPLCMN - - - 20,000
62205 - ADVERTISING - - - 700
62210 - PRINTING - - - 28,750
62235 - OFFICE EQUIPMENT MAINT - - - 4,583
62245 - OTHER EQMT MAINTENANCE - - - 8,800
62275 - POSTAGE CHARGEBACKS - - - 2,700
62295 - TRAINING & TRAVEL - - - 35,500
62315 - POSTAGE - - - 250
62340 - COMPTER LICENSE & SUPP - - - 2,000
62360 - MEMBERSHIP DUES - - - 6,760
62375 - RENTALS - - - 52,810
62380 - COPY MACHINE CHARGES - - - 2,539
62385 - TREE SERVICES - - - 26,000
62415 - DEBRIS/REMOVAL CONTRACTUAL COSTS - - - 64,200
62451 - TOWING AND BOOTING CONTRACTS - - - 60,000
62496 - DED INOCULATION - - - 36,000
62497 - INOCULATION FUNDING- ANNUAL AMORTIZATION - - - 250,000
62509 - SERVICE AGREEMENTS/ CONTRACTS - - - 94,500
64005 - ELECTRICITY - - - 13,000
64006 - LIGHTING - - - 240,000
64007 - TRAFFIC LIGHT ELECTRICITY - - - 90,000
64008 - FESTIVAL LIGHTING - - - 5,000
64505 - TELECOMMUNICATIONS - - - 34,950
64540 - TELECOMMUNICATIONS - WIRELESS - - - 18,525
64545 - PERSONAL COMPUTER SOFTWARE - - - 10,000
65005 - AGRI/BOTANICAL SUPPLIES - - - 117,000
65010 - BOOKS, PUBLICATIONS, MAPS - - - 3,183
65015 - CHEMICALS/ SALT - - - 356,500
65020 - CLOTHING - - - 81,050
65025 - FOOD - - - 1,000
65050 - BLDG MAINTENANCE MATERIAL - - - 3,950
65055 - MATER. TO MAINT. IMP.- - - 146,250
65070 - OFFICE/OTHER EQT MTN MATL - - - 38,500
65075 - MEDICAL & LAB SUPPLIES - - - 500
65085 - MINOR EQUIPMENT & TOOLS - - - 26,300
65090 - SAFETY EQUIPMENT - - - 21,350
65095 - OFFICE SUPPLIES - - - 8,766
65105 - PHOTO/DRAFTING SUPPLIE - - - 1,950
65115 - TRAFFIC CONTROL SUPPLI - - - 50,000
65125 - OTHER COMMODITIES - - - 1,300
65555 - PERSONAL COMPUTER EQUIPMENT - - - 15,000
65620 - OFFICE MACH. & EQUIP.- - - 2,000
Miscellaneous -$ -$ -$ 939,067$
66147 - TRSF OUT TO SOLID WASTE FUND - PROP TAX - - - 939,067
Insurance and Other Chargebacks -$ -$ -$ 896,780$
66025 - TRANSFER TO DEBT SERVICE - ERI - - - 190,003
66030 - MEDICAL INSURANCE - - - 706,777
Capital Outlay -$ -$ -$ 108,600$
65515 - OTHER IMPROVEMENTS - - - 5,000
65550 - AUTOMOTIVE EQUIPMENT - - - 39,100
65625 - FURNITURE & FIXTURES - - - 64,500
Contingencies -$ -$ -$ 3,005$
68205 - CONTINGENCIES - - - 3,005
Interfund Transfers -$ -$ -$ 1,782,922$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE - - - 1,211,004
62309 - RENTAL OF AUTO REPLACEMENT - - - 571,918
Grand Total $ - $ - $ - $ 14,861,248
123
PART IV
OTHER FUNDS BUDGET
124
201 6 ADOPTED BUDGET - OTHER FUNDS
#175 – General Assistance
Fund Description
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 $500
monthly) to Evanston residents who are not eligible for other forms of state or federal financial
assistance and do not have resources to support their basic needs. The goals of the General Assistance
Program are to assist individuals and prepare them to become employment-ready through resources
available in the General Assistance program as well as through programs administered by other City
departments. Services will be delivered through a comprehensive system of care, which emphasizes
identifying the most appropriate, least restrictive setting to promote the highest level of functioning.
General Assistance staff members are committed to:
Deliver services professionally and treat all clients with dignity and respect
Manage business operations effectively and efficiently
Promote accountability, transparency, and equity in all program services
The Emergency Assistance Services Program is administered through the General Assistance Program
and is available to all City of Evanston residents who meet income and asset guidelines as established by
the General Assistance Office. The Emergency Assistance Program is operated and funded by the
General Assistance Program and is provided according to adopted and written standards set forth by the
General Assistance Program. Emergency Assistance can only be issued once in a 12-month period and
must meet the definition of an emergency or life-threatening situation, such as imminent eviction, utility
disconnection, or food needs.
Financial Summary
Operating Revenue
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Property Taxes 1,762,916 1,348,553 1,353,877 1,000,000
Other Revenue 491,066 25,000 39,295 25,000
Intergovernmental Revenue 1,992 - - -
Interest Income 88 1,000 1,000 1,000
Total Revenue 2,256,061$ 1,374,553$ 1,394,172$ 1,026,000$
Operating Expenses
Salary and Benefits 146,369 215,319 215,319 221,933
Services and Supplies 694,669 1,155,050 600,817 758,900
Miscellaneous 1,308 - 4,306 7,000
Community Sponsored Organizations 105,445 - - -
Total Expenses 947,791$ 1,370,369$ 820,442$ 987,833$
Net Surplus (Deficit) $ 1,308,270 $ 4,184 $ 573,730 $ 38,167
Beginning Fund Balance $ (1,125,171) $ 183,099 $ 756,829
Ending Fund Balance $ 183,099 $ 756,829 $ 794,996
2016 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
125
201 6 ADOPTED BUDGET - OTHER FUNDS
#175 – General Assistance
Division
2016 Position
Total FTE
General Assistance 4.00
General Assistance Fund Total 4.00
Ongoing Activity Measures
FY 2015
Actuals
FY 2016
Projections
Job readiness training participants 30 50
Financial literacy skills workshop participants 50 75
GED course participants 30 40
Clients securing part- or full-time employment 40 50
Referrals to community partner agencies 25 50
Clients receiving short-term case management
services 75 100
Client housing stabilized/homelessness averted 5 15
Clients receiving utility assistance 5 15
Clients in a tobacco cessation program 0 25
Substance abuse treatment 10 20
Mental health services 15 25
Clients participating in Dental Access Days 10 10
126
175 GENERAL ASSISTANCE FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Salary and Benefits 146,369$ 215,319$ 215,319$ 221,933$
61010 - REGULAR PAY 111,190 163,012 163,012 169,789
61415 - TERMINATION PAYOUTS 2,645 - - -
61510 - HEALTH INSURANCE 5,274 20,615 20,615 21,229
61615 - LIFE INSURANCE 0 - - 13
61710 - IMRF 18,956 19,220 19,220 17,913
61725 - SOCIAL SECURITY 6,729 9,264 9,264 10,527
61730 - MEDICARE 1,574 3,208 3,208 2,462
Services and Supplies 694,669$ 1,155,050$ 600,817$ 758,900$
62110 - AUDITING 13,175 - - -
62130 - LEGAL SERVICES-GENERAL 20,000 - - -
62185 - CONSULTING SERVICES (2,572) - - -
62210 - PRINTING 1,632 - 117 -
62275 - POSTAGE CHARGEBACKS 446 800 800 800
62295 - TRAINING & TRAVEL 2,399 2,500 2,500 2,500
62315 - POSTAGE 923 - 250 -
62360 - MEMBERSHIP DUES - 500 500 500
62380 - COPY MACHINE CHARGES 2,902 - 6,000 -
62381 - COPY MACHINE LEASES 448 - - -
62520 - OTHER CONTRACTUAL SERVICES 4,000 - - -
62655 - LEASE PAYMENTS 2,431 - - -
62705 - BANK SERVICE CHARGES 314 - - -
64566 - RENTAL EXPENSE- GA CLIENT 157,164 250,000 175,000 200,000
64567 - PERSONAL EXPENSE- GA CLIENT 411,271 750,000 400,000 500,000
64568 - TRANSPORTATION EXPENSE- GA CLIENT 3,026 2,250 3,500 4,000
64569 - 50/50 WORK PROGRAM- GA CLIENT - 1,500 - 1,500
64570 - CLIENT OTHER NEEDS- GA CLIENT 579 500 - 500
64571 - HOSPITAL INPATIENT- GA CLIENT - 3,000 - -
64572 - HOSPITAL OUTPATIENT- GA CLIENT 528 6,000 - -
64573 - ALL OTHER PHYSICIANS- GA CLIENT 1,087 3,500 200 500
64574 - DRUGS- GA CLIENT 48,334 60,000 200 300
64575 - OTHER MEDICAL- GA CLIENT 968 5,000 - -
64576 - GLASSES/EYE EXAM & TREATMENT- GA CLIENT - 1,000 - -
64577 - EMERGENCY ROOM PHYSICIANS- GA CLIENT 2,821 500 500 500
64578 - PSYCH OUTPATIENT/MENTAL- GA CLIENT 5,524 8,000 300 300
64579 - TRANSPORTATION-AMBULATORY- GA CLIENT 122 500 - -
64580 - CASTASTROPHIC INSURANCE- GA CLIENT 4,175 2,500 - -
64581 - X-RAYS- GA CLIENT - 5,000 - -
64582 - MORTGAGE/RENTAL EXPENSE-EAS CLIENT 8,790 45,000 9,000 30,000
64584 - FOOD VOUCHERS - EMERGENCY-EAS CLIENT 1,731 1,000 250 500
64585 - UTILITIES - COMED-EAS CLIENT 1,425 - - 5,000
64586 - UTILITIES - NICOR-EAS CLIENT - - - 5,000
64587 - UTILITIES - COE WATER -EAS CLIENT - 5,000 - 5,000
65010 - BOOKS, PUBLICATIONS, MAPS 245 - - 1,000
65025 - FOOD 108 - - -
65095 - OFFICE SUPPLIES 672 1,000 1,700 1,000
Miscellaneous 1,308$ -$ 4,306$ 7,000$
62490 - OTHER PROGRAM COSTS 808 - 4,306 7,000
62605 - OTHER CHARGES 500 - - -
Community Sponsored Organizations 105,445$ -$ -$ -$
63070 - PEER SERVICES 19,940 - - -
63071 - SHORE COMMUNITY SERVICES 6,735 - - -
67030 - FAMILY FOCUS 7,635 - - -
67045 - YOU 23,875 - - -
67110 - CONNECTIONS FOR THE HOMELESS 5,620 - - -
67111 - YWCA 3,145 - - -
67125 - INFANT WELFARE SOCIETY 22,685 - - -
67145 - METROPOLITAN FAMILY SERV 12,825 - - -
67146 - NORTHWEST CASA 2,985 - - -
Grand Total $ 947,791 $ 1,370,369 $ 820,442 $ 987,833
127
201 6 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 health
concerns. This includes community services provided by social services agencies, crisis intervention
services, and the Community Action Program. Crisis intervention needs are currently being addressed
through an agreement with Presence Health to offer clinical and 24-hour crisis services. Community
services, whose allocations are recommended by the Evanston Mental Health Board to support mental
and social service organizations serving Evanston residents, is now managed by the Community
Development Department. The Community Action Program supports community initiatives to support
at-risk families, veterans, and vulnerable populations.
Financial Summary
Operating Revenue
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Interfund Transfers - 884,794 884,794 884,794
Total Revenue - 884,794 884,794 884,794
Operating Expenses
Community Sponsored Organizations - 859,153 856,753 859,153
Total Expenses -$ 859,153$ 856,753$ 859,153$
Net Surplus (Deficit) $ - $ 25,641 $ 28,041 $ 25,641
Beginning Fund Balance $ - $ 28,041
Ending Fund Balance $ - $ 28,041 $ 53,682
2016 Initiatives
Serve the needs of financially distressed residents
Provide short- and long-term case management
Create Hoarding Taskforce for Northshore
Improve financial and health literacy
Provide central case management and referral services
Serve the needs of financially distressed residents
Prevent temporary financial difficulty
128
176 HEALTH AND HUMAN SERVICES FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Community Sponsored Organizations 849,388$ 859,153$ 856,753$ 859,153$
62491 - COMMUNITY INTERVENTION PROGRAM COSTS 77,333 73,333 73,333 73,333
62890 - INFANT WELFARE SOCIETY 74,500 74,500 74,500 74,500
62940 - LEGAL ASSIST FOUNDATION 14,900 14,900 14,900 14,900
62970 - CONNECTION FOR HOMELESS 29,700 29,700 29,700 29,700
62980 - NORTH SHORE SENIOR CENTER 40,000 40,000 40,000 40,000
62990 - METROPOLITAN FAMILY SERV 63,300 63,300 63,300 63,300
63067 - CHILDCARE NETWORK EVANSTON 133,750 133,750 133,750 133,750
63068 - HOUSING OPTIONS 58,900 58,900 58,900 58,900
63069 - JAMES MORAN CENTER 41,500 41,500 41,500 41,500
63070 - PEER SERVICES 99,900 99,900 99,900 99,900
63071 - SHORE COMMUNITY SERVICES 36,850 115,055 20,000 115,055
63120 - MEALS AT HOME 8,000 8,000 8,000 8,000
67006 - Community Action Program 5,000 33,215 33,215 33,215
67030 - FAMILY FOCUS 36,100 36,100 36,100 36,100
67045 - YOU 92,655 - 92,655 -
67090 - Child Care Center Of Evanston 22,000 22,000 22,000 22,000
67146 - NORTHWEST CASA 15,000 15,000 15,000 15,000
Grand Total $ 849,388 $ 859,153 $ 856,753 $ 859,153
129
201 6 ADOPTED BUDGET - OTHER FUND S
#180 – Good Neighbor
Fund Description
The Good Neighbor Fund is a new fund in 2016 as a result of Northwestern University’s commitment
to contributing $1 million for the support of the initiatives listed below.
Financial Summary
Operating Revenue
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Donation from Northwestern University - - - 1,000,000
Total Revenue -$ -$ -$ 1,000,000$
Operating Expenses
Transfer to General Fund - - - 500,000
Transfer to Capital Fund - - - 500,000
Total Expenses -$ -$ -$ 1,000,000$
Net Surplus (Deficit) $ - $ - $ - $ -
Beginning Fund Balance $ - $ - $ -
Ending Fund Balance $ - $ - $ -
2016 Initiatives
The transfer to Capital Fund is for the Sheridan Road improvement project. This
project will continue into 2016 and be fully completed in 2017. 2016 allocation is
$500,000.
Support for Evanston Fire Department paramedics. This $200,000 allocation
represents one full time ambulance company 24/7/365 serving our community.
Support for the City’s Youth and Young Adult Division. This $100,000 allocation
would cover the salary of one of the four existing full-time outreach workers and
allow us to add an additional full time outreach worker.
Support for at-risk youth job training programs. $50,000 of allocation would support
programs covered by existing funding and $100,000 would be devoted to new job
training programs.
$50,000 would support Mayor’s discretionary fund to assist families impacted by
violent crime
130
180 GOOD NEIGHBOR FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Interfund Transfers -$ 1,000,000$ -$ 1,000,000$
66131 - TRANSFER TO GENERAL FUND - 500,000 - 500,000
66142 - TRANSFER TO CIP-STREET REPAIR - 500,000 - 500,000
Grand Total $ - $ 1,000,000 $ - $ 1,000,000
131
201 6 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.
Financial Summary
Operating Revenue
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Property Taxes 5,205,279 5,813,505 5,899,994 6,104,180
Other Taxes 50,200 50,200 50,200 50,200
Other Revenue 22,662 - 350 247,500
Fines and Forfeitures 157,637 156,000 180,000 -
Interfund Transfers 199,315 171,000 171,000 185,800
Intergovernmental Revenue 192,069 94,177 238,200 94,177
Interest Income 2,869 - 2,400 2,000
Library Revenue 255,774 346,810 253,360 333,300
Total Revenue 6,085,806$ 6,631,692$ 6,795,504$ 7,017,157$
Operating Expenses
Salary and Benefits 4130680.02 4710919 4470155 4751497
Services and Supplies 1,262,675 1,542,994 1,499,010 1,872,573
Miscellaneous 210,000 250,000 250,000 250,000
Insurance and Other Chargebacks 114,597 77,268 77,268 80,089
Capital Outlay 69,995 46,430 37,080 32,800
Capital Outlay - - - -
Contingencies - - - -
Total Expenses 5,792,028$ 6,631,692$ 6,337,613$ 6,997,142$
Net Surplus (Deficit) $ 293,777 $ - $ 457,891 $ 20,015
Beginning Fund Balance 1,085,193$ 1,378,970$ 1,836,861$
Adjustment to GAAP Basis of Accounting -$ -$ -$
Ending Fund Balance 1,378,970$ 1,836,861$ 1,856,876$
132
185 LIBRARY FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Salary and Benefits 4,130,680$ 4,710,919$ 4,470,155$ 4,751,497$
61010 - REGULAR PAY 1,973,569 2,315,615 2,311,785 2,363,565
61012 - LIBRARY SUBSTITUES 26,712 15,733 - 15,700
61050 - PERMANENT PART-TIME 1,098,462 1,207,631 1,127,000 1,178,844
61055 - TEMPORARY EMPLOYEES - - - 16,400
61110 - OVERTIME PAY 8,245 9,300 8,500 9,300
61210 - LONGEVITY 14,227 - - -
61410 - AFSCME SHIFT DIFFERENTIAL 973 - - -
61415 - TERMINATION PAYOUTS 38,252 69,250 15,500 70,800
61420 - ANNUAL SICK LEAVE PAYOUT 10,995 - 1,600 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)7,827 - - -
61510 - HEALTH INSURANCE 367,405 448,593 397,050 462,317
61615 - LIFE INSURANCE 654 653 400 653
61625 - AUTO ALLOWANCE 7,256 7,200 7,100 7,200
61626 - CELL PHONE ALLOWANCE 3,298 2,400 3,700 2,400
61630 - SHOE ALLOWANCE 545 495 620 620
61710 - IMRF 335,267 377,945 345,000 355,255
61725 - SOCIAL SECURITY 191,709 210,258 203,000 217,562
61730 - MEDICARE 45,282 45,846 48,900 50,881
Services and Supplies 1,262,675$ 1,542,994$ 1,499,010$ 1,872,573$
61060 - SEASONAL EMPLOYEES - - 1,500 -
62185 - CONSULTING SERVICES 18,473 45,000 41,200 195,300
62205 - ADVERTISING - - - 5,000
62210 - PRINTING 6,865 1,800 1,860 6,000
62225 - BLDG MAINTENANCE SERVICES 157,571 225,007 269,140 230,257
62235 - OFFICE EQUIPMENT MAINT 6,736 12,000 11,000 12,000
62245 - OTHER EQMT MAINTENANCE 166 1,000 - 1,300
62275 - POSTAGE CHARGEBACKS 1,845 1,600 2,300 1,900
62290 - TUITION - 15,000 - 5,000
62295 - TRAINING & TRAVEL 12,965 22,500 17,200 42,025
62315 - POSTAGE 5,811 5,000 2,300 5,500
62340 - COMPTER LICENSE & SUPP 30,184 31,070 20,000 36,970
62341 - INTERNET SOLUTION PROVIDERS 261,247 244,034 299,250 288,260
62360 - MEMBERSHIP DUES 2,549 2,005 1,060 2,005
62375 - RENTALS 44,224 42,750 40,000 44,460
62380 - COPY MACHINE CHARGES 14,233 12,268 11,300 12,881
62431 - ARMORED CAR SERVICES - 500 - 500
62506 - WORK- STUDY 7,190 8,200 5,600 8,200
62705 - BANK SERVICE CHARGES 3,873 4,000 5,000 4,000
64005 - ELECTRICITY 444 - - -
64015 - NATURAL GAS 32,202 33,000 30,100 33,400
64540 - TELECOMMUNICATIONS - WIRELESS 1,864 2,200 2,200 2,000
65040 - JANITORIAL SUPPLIES 17,247 10,000 19,000 12,000
65050 - BLDG MAINTENANCE MATERIAL 36,478 21,200 26,000 32,000
65095 - OFFICE SUPPLIES 24,953 69,200 52,500 97,770
65100 - LIBRARY SUPPLIES 63,079 53,120 98,000 102,725
65125 - OTHER COMMODITIES - 1,700 - -
65555 - PERSONAL COMPUTER EQUIPMENT 12,297 30,500 20,000 52,820
65630 - LIBRARY BOOKS 380,965 507,800 399,500 493,800
65635 - PERIODICALS 20,314 18,140 21,000 17,700
65641 - AUDIO VISUAL COLLECTIONS 98,901 122,400 102,000 126,800
Miscellaneous 210,000$ 250,000$ 250,000$ 250,000$
66148 - TRSF OUT TO GEN FUND FROM LIBR 210,000 250,000 250,000 250,000
Insurance and Other Chargebacks 114,597$ 77,268$ 77,268$ 80,089$
66025 - TRANSFER TO DEBT SERVICE - ERI 74,597 77,268 77,268 80,089
66030 - MEDICAL INSURANCE 40,000 - - -
Capital Outlay 69,995$ 46,430$ 37,080$ 32,800$
62155 - CONSTRUCTION MGMT SERVICES 66,900 - - -
65503 - FURNITURE / FIXTURES / EQUIPMENT 3,095 46,430 37,000 32,800
65504 - LIBR GARAGE REHAB CONSTRUCTION DESIGN - - 80 -
Interfund Transfers 4,081$ 4,081$ 4,100$ 10,183$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 2,381 2,381 2,400 5,440
62309 - RENTAL OF AUTO REPLACEMENT 1,700 1,700 1,700 4,743
Grand Total $ 5,792,028 $ 6,631,692 $ 6,337,613 $ 6,997,142
133
201 6 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.
Financial Summary
Operating Revenue
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Property Taxes 746,112 605,138 605,138 393,409
Interest Income - 1,000 - -
Total Revenue 746,112$ 606,138$ 605,138$ 393,409$
Operating Expenses
Services and Supplies - - - -
Miscellaneous - - - -
Capital Outlay - - - -
Debt Service 748,521 605,138 562,740 393,409
Total Expenses 748,521$ 605,138$ 562,740$ 393,409$
Net Surplus (Deficit)(2,409)$ 1,000$ 42,398$ -$
Beginning Fund Balance 96,004$ 93,595$ 135,993$
Ending Fund Balance 93,595$ 135,993$ 135,993$
134
186 LIBRARY DEBT SERVICE FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Debt Service 748,521$ 605,138$ 562,740$ 393,409$
68305 - DEBT SERVICE- PRINCIPAL 641,811 520,100 481,936 330,955
68315 - DEBT SERVICE- INTEREST 106,710 85,038 80,804 62,454
Grand Total $ 748,521 $ 605,138 $ 562,740 $ 393,409
135
201 6 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). One to four properties will be land banked and their
disposition determined within ten years following grant closeout. Grant closeout is targeted by the end of
Q1 2016. Some NSP2 program income will be retained to maintain land banked properties and for
required compliance.
Financial Summary
Operating Revenue
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Other Revenue 42,412 500,000 - -
Intergovernmental Revenue 1,107,077 - 122,136 198,651
Total Revenue 1,149,489$ 500,000$ 122,136$ 198,651$
Operating Expenses
Salary and Benefits 90,126 53,661 46,760 33,648
Services and Supplies 4,265 3,250 4,185 5,100
Miscellaneous 339,920 159,994 45,000 120,862
Insurance and Other Chargebacks 7,951 4,191 4,191 4,344
Capital Outlay 660,448 155,000 17,000 35,000
Interfund Transfers 46,779 7,500 5,000 -
Total Expenses 1,149,489$ 383,596$ 122,136$ 198,954$
Net Surplus (Deficit)-$ 116,404$ -$ (303)$
Beginning Fund Balance -$ -$ -$ 116,404$
Ending Fund Balance -$ 116,404$ -$ 116,101$
2016 Initiatives
Record all final Land Use Restriction Agreements.
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.
136
201 6 ADOPTED BUDGET - OTHER FUNDS
#195 – Neighborhood Stabilization Program 2
Total Full-Time Equivalent Positions
Division
2016 Position
Total FTE
Neighborhood Stabilization 0.20
Neighborhood Stabilization Fund Total 0.20
137
195 NEIGHBORHOOD STABILIZATION FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
61010 - REGULAR PAY 64,803 39,314 30,000 23,412
61050 - PERMANENT PART-TIME 5,648 1 5,000 -
61110 - OVERTIME PAY 47 1,000 - 1,000
61415 - TERMINATION PAYOUTS - - 400 -
61510 - HEALTH INSURANCE 7,044 5,608 4,500 5,058
61615 - LIFE INSURANCE 44 6 10 -
61710 - IMRF 7,617 4,688 4,000 2,422
61725 - SOCIAL SECURITY 3,990 2,466 2,300 1,423
61730 - MEDICARE 933 578 550 333
Services and Supplies 4,265$ 3,250$ 4,185$ 5,100$
62205 - ADVERTISING - 1,000 250 1,000
62275 - POSTAGE CHARGEBACKS 80 500 100 500
62285 - COURIER CHARGES - 250 50 150
62295 - TRAINING & TRAVEL 1,971 500 60 100
62380 - COPY MACHINE CHARGES 2,000 300 75 150
62509 - SERVICE AGREEMENTS/ CONTRACTS - 500 3,600 3,000
65095 - OFFICE SUPPLIES 214 200 50 200
Miscellaneous 339,920$ 159,994$ 45,000$ 120,862$
62001 - SHORT TERM BUDGETING SALARY COSTS - 9,994 - -
62490 - OTHER PROGRAM COSTS 14,746 150,000 45,000 120,862
62504 - RESERVES 325,174 - - -
Insurance and Other Chargebacks 7,951$ 4,191$ 4,191$ 4,344$
66025 - TRANSFER TO DEBT SERVICE - ERI 7,951 4,191 4,191 4,344
Capital Outlay 660,448$ 155,000$ 17,000$ 35,000$
62482 - CONSTRUCTION 232,399 - 10,000 -
62483 - DEVELOPER FEES 190,546 - - -
62484 - DISPOSITION 8,255 5,000 2,000 5,000
62486 - ACQUISITION COSTS-NSP GRANT 112,117 - - -
62488 - PRE-CONSTRUCTION 47,785 - - -
62489 - SITE MAINTENANCE 49,524 150,000 5,000 30,000
62492 - SOFT COSTS 19,821 - - -
Interfund Transfers 46,779$ 7,500$ 5,000$ -$
66131 - TRANSFER TO GENERAL FUND 46,779 7,500 5,000 -
Grand Total $ 1,149,489 $ 383,596 $ 122,136 $ 198,954
138
201 6 ADOPTED BUDGET - OTHER FUNDS
#200 – Motor Fuel Tax
Fund Description
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 share of the gasoline tax. Motor Fuel Tax funds are also used for street cleaning, street
sweeping, and snow removal operations.
Financial Summary
Operating Revenue
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Intergovernmental Revenue 2,194,015 1,750,000 1,750,000 1,710,000
Interest Income 277 1,000 400 1,000
Total Revenue 2,194,292$ 1,751,000$ 1,750,400$ 1,711,000$
Operating Expenses
Capital Outlay 893,829 1,700,000 1,500,000 -
Interfund Transfers 833,000 833,000 833,000 2,189,000
Total Expenses 1,726,829$ 2,533,000$ 2,333,000$ 2,189,000$
Net Surplus (Deficit)467,463$ (782,000)$ (582,600)$ (478,000)$
Beginning Fund Balance 1,312,568$ 1,780,031$ 1,197,431$
Ending Fund Balance 1,780,031$ 1,197,431$ 719,431$
139
200 MOTOR FUEL TAX FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Capital Outlay 893,829$ 1,700,000$ 1,500,000$ -$
65515 - OTHER IMPROVEMENTS 893,829 1,700,000 1,500,000 -
Interfund Transfers 833,000$ 833,000$ 833,000$ 2,189,000$
66131 - TRANSFER TO GENERAL FUND 833,000 833,000 833,000 833,000
66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND - - - 1,356,000
Grand Total $ 1,726,829 $ 2,533,000 $ 2,333,000 $ 2,189,000
140
201 6 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.
During this year, an upgrade of the existing Computer Aided Dispatch System (CADS) from Naviline
CAD400 to the ONESolution product will occur.
Financial Summary
Operating Revenue
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Other Revenue 1,751 - - -
Licenses, Permits and Fees 939,451 1,038,239 920,000 1,018,000
Interest Income 99 1,000 150 1,000
Total Revenues 941,302$ 1,039,239$ 920,150$ 1,019,000$
Expenses
Salary and Benefits 512,750 559,058 561,063 580,773
Services and Supplies 346,506 653,661 364,225 377,600
Miscellaneous 1,500 - - -
Insurance and Other Chargebacks 11,622 12,038 12,038 12,478
Capital Outlay 238,052 40,000 240,961 393,615
Contingencies - 5,000 5,000 5,000
Interfund Transfers 143,398 147,177 147,177 147,177
Total Expenses 1,253,827$ 1,416,934$ 1,330,464$ 1,516,643$
Net Surplus (Deficit)(312,526)$ (377,695)$ (410,314)$ (497,643)$
Beginning Fund Balance 1,220,879$ 908,353$ 498,039$
Ending Fund Balance 908,353$ 498,039$ 396$
Total Full-Time Equivalent Positions
Division
2016 Position
Total FTE
Emergency Telephone System 5.00
Emergency Telephone System Fund Total 5.00
141
205 EMERGENCY TELEPHONE (E911) FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Salary and Benefits 512,750$ 559,058$ 561,063$ 580,773$
61010 - REGULAR PAY 358,743 405,641 405,641 423,404
61110 - OVERTIME PAY 5,393 2,000 2,000 2,000
61112 - SPECIAL DETAIL OT 865 - - -
61210 - LONGEVITY 2,678 - - -
61415 - TERMINATION PAYOUTS 597 - - -
61420 - ANNUAL SICK LEAVE PAYOUT 1,946 - 2,059 -
61510 - HEALTH INSURANCE 72,137 76,210 76,210 77,498
61615 - LIFE INSURANCE 173 371 317 -
61635 - UNIFORM ALLOWANCE 850 1,700 1,700 1,275
61710 - IMRF 42,396 41,834 41,834 44,400
61725 - SOCIAL SECURITY 21,860 25,368 25,368 26,093
61730 - MEDICARE 5,113 5,934 5,934 6,103
Services and Supplies 346,506$ 653,661$ 364,225$ 377,600$
62225 - BLDG MAINTENANCE SERVICES 4,412 3,500 3,525 3,500
62295 - TRAINING & TRAVEL 5,589 7,500 6,500 7,500
62360 - MEMBERSHIP DUES 458 900 800 900
62509 - SERVICE AGREEMENTS/ CONTRACTS 187,351 477,961 215,000 225,000
62660 - BUSINESS ATTRACTION 9 - - -
64505 - TELECOMMUNICATIONS 85,400 86,000 73,000 75,000
64540 - TELECOMMUNICATIONS - WIRELESS 51,459 53,100 43,000 41,000
65020 - CLOTHING - 1,200 1,200 1,200
65035 - PETROLEUM PRODUCTS 16 800 800 800
65085 - MINOR EQUIPMENT & TOOLS 14,387 19,200 17,700 19,200
65095 - OFFICE SUPPLIES 274 1,500 1,200 1,500
65555 - PERSONAL COMPUTER EQUIPMENT (2,848) - - -
65620 - OFFICE MACH. & EQUIP.- 2,000 1,500 2,000
Miscellaneous 1,500$ -$ -$ -$
62770 - MISCELLANEOUS 1,500 - - -
Insurance and Other Chargebacks 11,622$ 12,038$ 12,038$ 12,478$
66025 - TRANSFER TO DEBT SERVICE - ERI 11,622 12,038 12,038 12,478
Capital Outlay 238,052$ 40,000$ 240,961$ 393,615$
65625 - FURNITURE & FIXTURES 238,052 40,000 240,961 393,615
Contingencies -$ 5,000$ 5,000$ 5,000$
68205 - CONTINGENCIES - 5,000 5,000 5,000
Interfund Transfers 143,398$ 147,177$ 147,177$ 147,177$
66130 - TRANSFER TO INSURANCE FUND 17,448 17,448 17,448 17,448
66131 - TRANSFER TO GENERAL FUND 125,950 129,729 129,729 129,729
Grand Total $ 1,253,827 $ 1,416,934 $ 1,330,464 $ 1,516,643
142
2 01 6 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 Territory, assist the promotion and advertisement of
the Territory in order to attract businesses and consumers to the Territory, and provide any other public
services to the Territory 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.
Financial Summary
Operating Revenue
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Property Taxes 310,595 320,000 325,000 320,000
Interest Income 4 - - -
Total Revenue 310,599$ 320,000$ 325,000$ 320,000$
Operating Expenses
Services and Supplies 320,000 320,000 325,000 320,000
Total Expenses 320,000$ 320,000$ 325,000$ 320,000$
Net Surplus (Deficit)(9,401)$ -$ -$ -$
Beginning Fund Balance 154,601$ 145,200$ 145,200$
Ending Fund Balance 145,200$ 145,200$ 145,200$
143
210 SPECIAL SERVICE AREA (SSA) #4 FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Services and Supplies 320,000$ 320,000$ 325,000$ 320,000$
62517 - SPECIAL SERVICE AREA AGREEMENT 320,000 320,000 325,000 320,000
Grand Total $ 320,000 $ 320,000 $ 325,000 $ 320,000
144
201 6 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.
Financial Summary
Operating Revenue
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Other Revenue 13,196 590,111 - -
Intergovernmental Revenue - 1,400,000 1,663,148 2,595,000
Total Revenue 13,196$ 1,990,111$ 1,663,148$ 2,595,000$
Operating Expenses
Salary and Benefits 268,181 430,821 421,415 452,432
Services and Supplies 70,199 21,823 54,387 3,800
Miscellaneous 74,660 55,500 72,498 1,274,280
Insurance and Other Chargebacks 3,035 6,227 6,227 6,341
Capital Outlay 188,836 827,211 415,000 -
Community Sponsored Organizations 210,737 281,500 290,900 -
Interfund Transfers 596,849 367,029 402,721 857,772
Total Expenses 1,412,496$ 1,990,111$ 1,663,148$ 2,594,625$
Net Surplus (Deficit)(1,399,300)$ -$ -$ 375$
Beginning Fund Balance 1,584,202$ 184,902$ 184,902$
Ending Fund Balance 184,902$ 184,902$ 185,277$
2016 Initiatives
Implement the 2016 Action Plan, the second year of the 2015-2019 Consolidated Plan that
governs the use of CDBG, HOME, and ESG.
Provide technical assistance to CDBG subrecipients, particularly relating to reporting and
financial management shortcomings identified through monitoring.
Staff the Housing & Community Development Act Committee. Expand staff input to the
Committee on the effectiveness of CDBG sub-recipients in achieving City goals following the
Consolidated Plan.
Monitor and assess all new and ongoing CDBG-funded activities for compliance with program
plans and contractual obligations, including Davis-Bacon prevailing wage requirements.
Integrate City Mental Health Board management with CDBG to improve efficiencies for
organizations applying for funds from multiple sources, as well as outcome reporting to assess
impact on a community-wide basis.
Expand outreach about the CDBG program and seek input from low- and moderate-income
residents, including those for whom English is a second language.
Total Full-Time Equivalent Positions
Division
2016 Position
Total FTE
Community Development Block Grant 4.55
Community Development Block Grant Fund
Total 4.55
145
201 6 ADOPTED BUDGET - OTHER FUNDS
#215 – Community Development Block Grant
Performance Report on FY 2015 Major Program Objectives
Twenty-eight programs and projects were funded in FY 2015 and five funded in prior years continue to
be implemented. Staff developed the 2016 Action Plan and submitted the 2014 Consolidated Plan
Annual Performance and Evaluation Report, Contractor-Subcontractor Reports, and Semi-Annual Labor
Reports to HUD by their respective due dates.
146
215 CDBG FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
61010 - REGULAR PAY 158,803 285,266 267,000 283,244
61050 - PERMANENT PART-TIME 35,710 40,554 45,000 42,450
61055 - TEMPORARY EMPLOYEES 900 - - -
61110 - OVERTIME PAY 2,516 - 1,300 -
61415 - TERMINATION PAYOUTS - - 3,450 -
61420 - ANNUAL SICK LEAVE PAYOUT - - 1,315 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)- - 845 -
61510 - HEALTH INSURANCE 32,072 40,860 40,830 67,147
61615 - LIFE INSURANCE 124 515 450 4
61626 - CELL PHONE ALLOWANCE - - 250 414
61630 - SHOE ALLOWANCE - - 155 155
61710 - IMRF 22,746 38,591 35,100 34,185
61725 - SOCIAL SECURITY 12,409 20,294 20,850 20,125
61730 - MEDICARE 2,902 4,741 4,870 4,708
Services and Supplies 70,199$ 21,823$ 54,387$ 3,800$
61060 - SEASONAL EMPLOYEES 8,791 - 6,150 -
62190 - GRAFFITI REMOVAL SERVICES 360 - - -
62205 - ADVERTISING 1,029 1,000 500 500
62210 - PRINTING 342 350 200 250
62275 - POSTAGE CHARGEBACKS 55 - 350 350
62280 - OVERNIGHT MAIL CHARGES - - 25 -
62285 - COURIER CHARGES 54 300 - 150
62295 - TRAINING & TRAVEL 43,479 1,500 200 1,500
62315 - POSTAGE 3 1,000 30 -
62345 - COURT COST/LITIGATION - - 140 -
62360 - MEMBERSHIP DUES - 241 250 -
62380 - COPY MACHINE CHARGES 1,500 1,200 1,200 800
64545 - PERSONAL COMPUTER SOFTWARE 1,200 - 1,860 -
65050 - BLDG MAINTENANCE MATERIAL 220 - - -
65085 - MINOR EQUIPMENT & TOOLS - 15,732 15,732 -
65095 - OFFICE SUPPLIES 369 500 1,400 250
65535 - REHAB LOANS 12,799 - 26,350 -
Miscellaneous 74,660$ 55,500$ 72,498$ 1,274,280$
62490 - OTHER PROGRAM COSTS 10,742 9,500 9,500 1,274,280
62770 - MISCELLANEOUS 1,600 - - -
62825 - SOUTH EVANSTON NEIGHB SE 6,118 - - -
63045 - SUMMER YOUTH EMPLOYMENT 51,900 40,000 49,498 -
63072 - EVANSTON SCHOLARS 4,300 6,000 6,000 -
63073 - CJE SENIOR LIFE - - 7,500 -
Insurance and Other Chargebacks 3,035 6,227 6,227 6,341
66025 - TRANSFER TO DEBT SERVICE - ERI 3,035 6,227 6,227 6,341
Capital Outlay 188,836$ 827,211$ 415,000$ -$
62795 - STREETLIGHT UPGRADE 35,995 75,000 20,000 -
62800 - F/J LOCKER ROOMS - - 25,000 -
62840 - ALLEY PAVING PROGRAM - 400,000 165,000 -
62845 - SPECIAL ASSESSMENTS-ALLEY 6,016 10,000 10,000 -
62911 - ESSENTIAL REPAIRS 5,300 - - -
63030 - CURB/SIDEWALK REPLACEMENT 135,543 99,711 120,000 -
63055 - MCGAW YMCA ELEVATOR - - 75,000 -
63106 - RIDGEVILLE REBA PARK PROJECT 4,600 - - -
65511 - BUILDING IMPROVEMENTS - 150,000 - -
65515 - OTHER IMPROVEMENTS 11 25,000 - -
65625 - FURNITURE & FIXTURES 1,371 - - -
69999 - GENERAL PROJECT EXPENSE - 67,500 - -
Community Sponsored Organizations 210,737$ 281,500$ 290,900$ -$
62890 - INFANT WELFARE SOCIETY - - 19,400 -
62930 - GIRL SCOUTS MAKING CHOICE 4,300 - - -
62935 - EV COMMUNITY DEFENDER 28,000 25,000 25,000 -
62939 - EVANSTON REBUILDING WAREHOUSE - - 7,500 -
62940 - LEGAL ASSIST FOUNDATION 6,000 6,000 6,000 -
62945 - YOUTH JOB CENTER OF EVANSTON 25,000 20,000 20,000 -
62954 - COMMUNITY UNITY 1 20,000 15,000 15,000 -
62955 - YWCA SHELTER PROGRAM 50,500 24,000 24,000 -
62960 - INTERFAITH ACTION COUNCIL 2,400 - - -
62980 - NORTH SHORE SENIOR CENTER 15,000 15,000 15,000 -
62985 - INTERFAITH HOUSING CENTER 11,000 10,000 10,000 -
62995 - FAMILY FOCUS CENTER REHAB - 60,000 67,500 -
63070 - PEER SERVICES - - 15,000 -
63095 - HANDYMAN PROGRAM 10,537 35,000 - -
63120 - MEALS AT HOME 14,000 15,000 15,000 -
63125 - OPEN STUDIO PROJECT 4,000 4,000 4,000 -
63130 - SECOND BAPTIST CHURCH YAM - 3,500 3,500 -
63140 - SCHOOL DIST 65 OAKTON PLAYGROUND - - 5,000 -
67030 - FAMILY FOCUS 20,000 19,000 19,000 -
67045 - YOU - 30,000 20,000 -
Interfund Transfers 596,849$ 367,029$ 402,721$ 857,772$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE - 781 780 824
62309 - RENTAL OF AUTO REPLACEMENT - 1,300 1,300 1,300
66130 - TRANSFER TO INSURANCE FUND 17,448 17,448 20,641 20,648
66131 - TRANSFER TO GENERAL FUND 579,401 347,500 380,000 -
66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND - - - 835,000
Grand Total $ 1,412,496 $ 1,990,111 $ 1,663,148 $ 2,594,625
147
201 6 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.
The fund balance listed below is composed of loan receivables of approximately $2.2 million and the
remaining amount in cash.
Financial Summary
Operating Revenue
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Other Revenue 45,376 - 116,964 350,000
Charges for Services - - - -
Intergovernmental Revenue (5,873) 237,000 - -
Total Revenue 39,503$ 237,000$ 116,964$ 350,000$
Operating Expenses
Salary and Benefits - - - -
Services and Supplies 39,503 237,100 135,000 340,000
Miscellaneous - - 6,000 10,000
Total Expenses 39,503$ 237,100$ 141,000$ 350,000$
Net Surplus (Deficit)-$ (100)$ (24,036)$ -$
Beginning Fund Balance 2,350,661$ 2,350,661$ 2,326,625$
Ending Fund Balance 2,350,661$ 2,326,625$ 2,326,625$
148
220 CDBG LOAN FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Services and Supplies 39,503$ 237,100$ 135,000$ 340,000$
62190 - GRAFFITI REMOVAL SERVICES - - 35,000 -
62345 - COURT COST/LITIGATION - 100 - -
65525 - PAINT GRANTS 793 - - -
65535 - REHAB LOANS 38,710 237,000 100,000 340,000
Miscellaneous -$ -$ 6,000$ 10,000$
62490 - OTHER PROGRAM COSTS - - 6,000 10,000
Grand Total $ 39,503 $ 237,100 $ 141,000 $ 350,000
149
201 6 ADOPTED BUDGET - OTHER FUNDS
#225 – Economic Development
Fund Description
The Economic Development Fund provides 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 is a resource for business assistance, in the form of loans and grants,
particularly in areas outside of the six TIF Districts.
Financial Summary
Operating Revenue
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Other Taxes 1,913,372 1,800,000 1,970,000 2,165,000
Other Revenue 45,500 65,500 50,000 50,000
Intergovernmental Revenue - - - -
Interest Income 2,831 3,700 100 100
Total Revenue 1,961,703$ 1,916,700$ 2,067,600$ 2,262,600$
Operating Expenses
Salary and Benefits 558,123 672,310 602,509 734,229
Services and Supplies 738,622 912,200 534,485 912,200
Miscellaneous 52,105 916,000 1,355,000 16,000
Insurance and Other Chargebacks 14,271 14,782 14,782 15,322
Capital Outlay 94,978 253,500 253,500 253,500
Community Sponsored Organizations 181 - - -
Contingencies - - - -
Total Expenses 1,928,435$ 3,252,528$ 3,244,012$ 2,548,699$
Net Surplus (Deficit)33,268$ (1,335,828)$ (1,176,412)$ (286,099)$
Beginning Fund Balance 3,507,203$ 3,540,471$ 2,364,059$
Ending Fund Balance 3,540,471$ 2,364,059$ 2,077,960$
2016 Initiatives
Work with City Council to update Economic Development Plan and implement accordingly
Retain and attract locally-based retailers while attracting national retailers to Evanston
Complete regular TIF District updates
Work with economic development partners to support business retention efforts
Enhance support of existing business district associations
Continue to support the redevelopment of Evanston Plaza
Support the development of a Howard Street theatre
Stimulate development on the west side of Evanston, particularly Church/Dodge and
Dempster/Dodge
Continue support of implementation of the Chicago/Main TIF Plan
Implement the Special Service Area District at Main-Chicago-Dempster
Increase City interaction with incubator/start-up firms; assist with second-stage expansion
Promote the City’s economic development efforts and Evanston’s business successes on the
City's Economic Development website, EvanstonEdge.com; pertinent information includes how
to start a business, available properties, existing business directories, and newsletter features
Support redevelopment efforts on key vacant parcels throughout Evanston
Coordinate with the Cultural Arts Program Coordinator on the development of a Downtown
Performing Arts Center
150
201 6 ADOPTED BUDGET - OTHER FUNDS
#225 – Economic Development
Implement Evanston’s workforce development vision in coordination with Youth and Young
Adult Services Division and the City-wide network of workforce development partners
Total Full-Time Equivalent Positions
Division
2016 Position
Total FTE
Economic Development 5.25
Economic Development Fund Total 5.25
Ongoing Activity Measures
2014
Actual
2015
Estimated
2016
Projected
Number of new businesses located in Evanston 43 54 50
Number of new permanent jobs created 212 600 400
Number of business visits (exclusive of meetings) 154 75 120
151
225 ECONOMIC DEVELOPMENT FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
61010 - REGULAR PAY 424,124 485,612 437,192 540,346
61110 - OVERTIME PAY 3,017 10,000 4,000 10,000
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)634 - - -
61510 - HEALTH INSURANCE 48,992 76,165 75,000 87,423
61615 - LIFE INSURANCE 106 303 - -
61625 - AUTO ALLOWANCE 541 1,245 1,245 1,245
61626 - CELL PHONE ALLOWANCE 3,321 4,572 4,572 3,900
61710 - IMRF 47,186 57,257 47,000 50,510
61725 - SOCIAL SECURITY 24,407 30,028 27,000 32,993
61730 - MEDICARE 5,793 7,128 6,500 7,812
Services and Supplies 738,622$ 912,200$ 534,485$ 912,200$
61060 - SEASONAL EMPLOYEES 3,766 15,000 5,000 15,000
62136 - REDEVELOPMENT CONSULTING SERVICES 2,719 - 45,000 -
62185 - CONSULTING SERVICES 1,655 50,000 40,000 50,000
62210 - PRINTING 78 - - -
62275 - POSTAGE CHARGEBACKS 49 400 200 400
62280 - OVERNIGHT MAIL CHARGES - 200 50 200
62295 - TRAINING & TRAVEL 4,146 8,500 6,000 8,500
62315 - POSTAGE 13 100 50 100
62346 - REAL ESTATE TAX PAYMENTS TO COUNTY 20,416 25,000 28,000 25,000
62360 - MEMBERSHIP DUES 1,305 12,000 9,000 12,000
62659 - ECONOMIC DEVELOPMENT PARTNERSHIP CONTRIBUTIONS 264,522 300,000 250,000 300,000
62660 - BUSINESS ATTRACTION 434,141 200,000 50,000 200,000
62662 - BUSINESS RETENTION / EXPANSION INVESTMENTS 120 300,000 100,000 300,000
64545 - PERSONAL COMPUTER SOFTWARE - - 25 -
65010 - BOOKS, PUBLICATIONS, MAPS 482 500 250 500
65025 - FOOD - - 365 -
65095 - OFFICE SUPPLIES 197 500 545 500
65525 - PAINT GRANTS 5,014 - - -
Miscellaneous 52,105$ 916,000$ 1,355,000$ 16,000$
62490 - OTHER PROGRAM COSTS 18,373 16,000 5,000 16,000
62605 - OTHER CHARGES 33,718 900,000 1,350,000 -
62770 - MISCELLANEOUS 14 - - -
Insurance and Other Chargebacks 14,271$ 14,782$ 14,782$ 15,322$
66025 - TRANSFER TO DEBT SERVICE - ERI 14,271 14,782 14,782 15,322
Capital Outlay 94,978$ 253,500$ 253,500$ 253,500$
65522 - BUSINESS DISTRICT IMPROVEMENTS 93,625 250,000 250,000 250,000
65625 - FURNITURE & FIXTURES 1,354 3,500 3,500 3,500
Community Sponsored Organizations 181$ -$ -$ -$
62995 - FAMILY FOCUS CENTER REHAB 181 - - -
Interfund Transfers 470,155$ 483,736$ 483,736$ 617,448$
66130 - TRANSFER TO INSURANCE FUND 17,448 17,448 17,448 17,448
66131 - TRANSFER TO GENERAL FUND 452,707 466,288 466,288 600,000
Grand Total $ 1,928,435 $ 3,252,528 $ 3,244,012 $ 2,548,699
152
201 6 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 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Other Taxes 20,000 20,000 20,000 20,000
Total Revenue 20,000$ 20,000$ 20,000$ 20,000$
Operating Expenses
Miscellaneous - 50,000 - 100,000
Total Expenses -$ 50,000$ -$ 100,000$
Net Surplus (Deficit)20,000$ (30,000)$ 20,000$ (80,000)$
Beginning Fund Balance 149,915$ 169,915$ 189,915$
Ending Fund Balance 169,915$ 189,915$ 109,915$
153
235 NEIGHBORHOOD IMPROVEMENT
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Miscellaneous -$ 50,000$ -$ 100,000$
62490 - OTHER PROGRAM COSTS - 50,000 - 100,000
Grand Total $ - $ 50,000 $ - $ 100,000
154
201 6 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).
Financial Summary
Operating Revenue
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Other Revenue 27,384 225,200 8,300 8,300
Intergovernmental Revenue - 216,000 457,735 393,868
Interest Income 63 - - -
Total Revenue 27,447$ 441,200$ 466,035$ 402,168$
Operating Expenses
Salary and Benefits 22,164 38,171 13,550 48,348
Services and Supplies 924,053 402,529 451,285 352,500
Miscellaneous 716 500 400 500
Capital Outlay 146 - - -
Interfund Transfers 13,143 - 800 820
Total Expenses 960,223$ 441,200$ 466,035$ 402,168$
Net Surplus (Deficit)(932,776)$ -$ -$ -$
Beginning Fund Balance 5,512,855$ 4,580,079$ 4,580,079$
Ending Fund Balance 4,580,079$ 4,580,079$ 4,580,079$
2016 Initiatives
Finance the acquisition and rehab of housing units for affordable rental.
Provide rental assistance through TBRA to 15 eligible households with children under the age of
18.
Total Full-Time Equivalent Positions
Division
2016 Position
Total FTE
HOME Fund 0.50
HOME Fund Total 0.50
Ongoing Activity Measures
2014
Actual
2015
Estimated
2016
Projected
Number of housing units acquired and/or rehabbed 10 52 70
Number of households helped with TBRA 18 20 15
Housing and Homeless Commission meetings 10 7 10
155
240 HOME FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Salary and Benefits 22,164$ 38,171$ 13,550$ 48,348$
61010 - REGULAR PAY 16,310 31,956 10,000 40,902
61510 - HEALTH INSURANCE 2,735 - - -
61710 - IMRF 1,887 3,768 1,050 4,316
61725 - SOCIAL SECURITY 998 1,983 2,000 2,536
61730 - MEDICARE 233 464 500 594
Services and Supplies 924,053$ 402,529$ 451,285$ 352,500$
62185 - CONSULTING SERVICES - 500 600 500
62285 - COURIER CHARGES - - 110 -
62295 - TRAINING & TRAVEL 419 1,000 375 1,000
62360 - MEMBERSHIP DUES 200 1,000 200 1,000
65535 - REHAB LOANS 923,434 400,029 450,000 350,000
Miscellaneous 716$ 500$ 400$ 500$
62490 - OTHER PROGRAM COSTS 716 500 400 500
Capital Outlay 146$ -$ -$ -$
65502 - CONSTRUCTION 146 - - -
Interfund Transfers 13,143$ -$ 800$ 820$
66130 - TRANSFER TO INSURANCE FUND - - 800 820
66131 - TRANSFER TO GENERAL FUND 13,143 - - -
Grand Total $ 960,223 $ 441,200 $ 466,035 $ 402,168
156
201 6 ADOPTED BUDGET - OTHER FUNDS
#250 – Affordable Housing
Fund Description
The Affordable Housing Fund addresses the housing needs of low- and moderate-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 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 critical housing initiatives that are not eligible for Federal HOME funds.
The fund balance listed below is composed of loan receivables of approximately $1.7 million and the
remaining amount in cash.
Financial Summary
Operating Revenue
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Other Taxes 30,000 30,000 60,000 30,000
Other Revenue 160,525 374,772 130,400 130,400
Interfund Transfers - - - -
Interest Income 256 228 - 228
Total Revenue 190,781$ 405,000$ 190,400$ 160,628$
Operating Expense
Salary and Benefits - - - 48,347
Services and Supplies 23,949 350,000 - 350,000
Debt Service - - - -
Interfund Transfers 13,990 - -
Total Expenses 94,939$ 405,000$ 61,000$ 474,347$
Net Surplus (Deficit)95,842$ -$ 129,400$ (313,719)$
Beginning Fund Balance 2,451,078$ 2,546,920$ 2,676,320$
Ending Fund Balance 2,546,920$ 2,676,320$ 2,362,601$
Notes for Financial Summary: Restricted portion of fund balance above primarily consists of note/loans receivable
for loans issued under the Affordable Housing program.
Total Full-Time Equivalent Positions
Division
2016 Position
Total FTE
Affordable Housing Fund 0.50
Affordable Housing Fund Total 0.50
157
250 AFFORDABLE HOUSING FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Salary and Benefits -$ -$ -$ 48,347$
61010 - REGULAR PAY - - - 40,902
61710 - IMRF - - - 4,316
61725 - SOCIAL SECURITY - - - 2,536
61730 - MEDICARE - - - 593
Services and Supplies 23,949$ 350,000$ -$ 350,000$
62295 - TRAINING & TRAVEL 375 - - -
65095 - OFFICE SUPPLIES 18 - - -
65530 - REHAB GRANTS - - - 50,000
65535 - REHAB LOANS 23,556 350,000 - 300,000
Miscellaneous 57,000$ 55,000$ 61,000$ 76,000$
62490 - OTHER PROGRAM COSTS 27,000 - 60,000 60,000
62770 - MISCELLANEOUS 30,000 55,000 1,000 16,000
Interfund Transfers 13,990$ -$ -$ -$
66131 - TRANSFER TO GENERAL FUND 13,990 - - -
Grand Total $ 94,939 $ 405,000 $ 61,000 $ 474,347
158
201 6 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. 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.
Financial Summary
Operating Revenue
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Property Taxes 4,969,568 4,900,000 4,833,000 5,145,000
Interest Income 13,420 10,000 2,000 2,000
Total Revenue 4,982,987$ 4,910,000$ 4,835,000$ 5,147,000$
Operating Expenses
Services and Supplies 36,978 - - 1,000,000
Miscellaneous 74,003 500,000 75,000 500,000
Capital Outlay 246 1,800,000 - -
Debt Service 577,280 575,000 575,000 -
Interfund Transfers 3,256,296 3,265,296 3,265,296 6,287,683
Total Expenses 3,944,802$ 6,140,296$ 3,915,296$ 7,787,683$
Net Surplus (Deficit)1,038,186$ (1,230,296)$ 919,704$ (2,640,683)$
Beginning Fund Balance 5,148,518$ 6,186,704$ 7,106,408$
Ending Fund Balance 6,186,704$ 7,106,408$ 4,465,725$
159
300 WASHINGTON NATIONAL TIF FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Services and Supplies 36,978$ -$ -$ 1,000,000$
62185 - CONSULTING SERVICES 1,978 - - -
62216 - ART PROJECT 35,000 - - -
62665 - CONTRIB TO OTHER AGENCIES - - - 1,000,000
Miscellaneous 74,003$ 500,000$ 75,000$ 500,000$
62605 - OTHER CHARGES 74,003 500,000 75,000 500,000
Capital Outlay 246$ 1,800,000$ -$ -$
65515 - OTHER IMPROVEMENTS 246 1,800,000 - -
Debt Service 577,280$ 575,000$ 575,000$ -$
66017 - BAD DEBT EXPENSE 67,280 - - -
68305 - DEBT SERVICE- PRINCIPAL 455,000 545,000 545,000 -
68315 - DEBT SERVICE- INTEREST 55,000 30,000 30,000 -
Interfund Transfers 3,256,296$ 3,265,296$ 3,265,296$ 6,287,683$
66020 - TRANSFERS TO OTHER FUNDS 2,925,296 2,925,296 2,925,296 3,607,683
66131 - TRANSFER TO GENERAL FUND 331,000 340,000 340,000 350,000
66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND - - - 2,330,000
Grand Total $ 3,944,802 $ 6,140,296 $ 3,915,296 $ 7,787,683
160
201 6 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 $1,940,000 of service
bonds on July 9, 1996. The City issued series 2002C bonds in October 2002. A portion of the proceeds
were used to refund series 1995 and series 1996 SSA #5 property tax bonds.
The City issued Series 2012A Bonds in July 2012. A portion of the proceeds were used to retire 2002C
Bonds, which were used to retire Series 1995 and Series 1996 SSA #5 Bonds.
Financial Summary
Operating Revenue
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Property Taxes 428,515 425,000 428,800 -
Interest Income 5 300 300 300
Total Revenue 428,521$ 425,300$ 429,100$ 300$
Operating Expenses
Services and Supplies - - - 51,399
Debt Service 442,050 425,175 425,175 416,872
Total Expenses 442,050$ 425,175$ 425,175$ 468,271$
Net Surplus (Deficit)(13,529)$ 125$ 3,925$ (467,971)$
Beginning Fund Balance 477,575$ 464,046$ 467,971$
Ending Fund Balance 464,046$ 467,971$ -$
161
305 SPECIAL SERVICE AREA (SSA) #5 FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Services and Supplies -$ -$ -$ 51,399$
62665 - CONTRIB TO OTHER AGENCIES - - - 51,399
Debt Service 442,050$ 425,175$ 425,175$ 416,872$
68305 - DEBT SERVICE- PRINCIPAL 380,000 390,000 390,000 405,000
68315 - DEBT SERVICE- INTEREST 62,050 35,175 35,175 11,872
Grand Total $ 442,050 $ 425,175 $ 425,175 $ 468,271
162
201 6 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. The TIF District consists 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 is estimated to be $39,266,932, of which the City
provided $7,390,000 in land acquisition and public improvement costs.
This fund is responsible for the payment of principal and interest on any outstanding debt service
associated with this TIF. The debt service payment schedule extends through FY 2015.
The TIF was expanded to include property north of the existing TIF that included property at 222
Hartrey, a property acquired for use by the car dealership, Autobarn. Approximately $2,500,000 was
approved by City Council in April 2014 in support of rehabilitation at the property. Work is expected to
be completed by early 2016.
Financial Summary
Operating Revenue
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Property Taxes 1,140,311 1,150,000 1,248,250 1,300,000
Interest Income 13,819 4,500 2,000 2,000
Total Revenue 1,154,130$ 1,154,500$ 1,250,250$ 1,302,000$
Operating Expenses
Services and Supplies 1,003,464 - - -
Miscellaneous 217,435 2,500,000 2,500,000 200,000
Capital Outlay 246 1,000,000 15,000 -
Debt Service 776,153 - - -
Interfund Transfers 144,400 148,010 148,010 1,752,450
Total Expenses 2,141,697$ 3,648,010$ 2,663,010$ 1,952,450$
Net Surplus (Deficit)(987,566)$ (2,493,510)$ (1,412,760)$ (650,450)$
Beginning Fund Balance 3,357,049$ 2,369,483$ 956,723$
Ending Fund Balance 2,369,483$ 956,723$ 306,273$ s
163
310 HOWARD-HARTREY TIF FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Services and Supplies 1,003,464$ -$ -$ -$
62185 - CONSULTING SERVICES 1,978 - - -
62665 - CONTRIB TO OTHER AGENCIES 1,000,000 - - -
65050 - BLDG MAINTENANCE MATERIAL 1,486 - - -
Miscellaneous 217,435$ 2,500,000$ 2,500,000$ 200,000$
62605 - OTHER CHARGES 217,435 2,500,000 2,500,000 200,000
Capital Outlay 246$ 1,000,000$ 15,000$ -$
65515 - OTHER IMPROVEMENTS 246 1,000,000 15,000 -
Debt Service 776,153$ -$ -$ -$
66017 - BAD DEBT EXPENSE 52,065 - - -
68305 - DEBT SERVICE- PRINCIPAL 685,000 - - -
68315 - DEBT SERVICE- INTEREST 39,088 - - -
Interfund Transfers 144,400$ 148,010$ 148,010$ 1,752,450$
66131 - TRANSFER TO GENERAL FUND 144,400 148,010 148,010 152,450
66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND - - - 1,600,000
Grand Total $ 2,141,697 $ 3,648,010 $ 2,663,010 $ 1,952,450
164
201 6 ADOPTED BUDGET - OTHER FUNDS
#315 – Southwest TIF
Fund Description
The City Council adopted the Southwest Tax Increment Finance District (TIF) on June 25, 1990. The
Southwest TIF District consists of approximately 12 acres of contiguous land located in the area
generally known as the city's southwest industrial corridor and is roughly bounded by Main Street on the
north, Pitner Avenue on the east, and the North Shore Channel and Main Street Shopping Plaza on the
west.
In order to provide initial funding to implement the plan, the City sold $15,155,000 worth of Series 1990
General Obligation (GO) bonds on September 24, 1990, of which $2,100,000 of the proceeds were used
for the redevelopment project. Debt service on the TIF District share of the obligation is eventually
expected to be met by property tax increment revenues derived from the project. This separate debt
service fund is established in accordance with law and is called the Southwest Special Tax Allocation
Fund in order to account for the payment of the debt service associated with municipal debt issued for
the Southwest TIF District.
Financial Summary
Operating Revenue
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Property Taxes 607,662 - - -
Interest Income 6 - - -
Total Revenue 607,668$ -$ -$ -$
Operating Expenses
Services and Supplies 1,978 861,217 893,665 -
Capital Outlay 15,600 - - -
Interfund Transfers 29,500 - - -
Total Expenses 47,077$ 861,217$ 893,665$ -$
Net Surplus (Deficit)560,591$ (861,217)$ (893,665)$ -$
Beginning Fund Balance 333,074$ 893,665$
Ending Fund Balance 893,665$ -$
165
315 SOUTHWEST TIF FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Services and Supplies 1,978$ 861,217$ 893,665$ -$
62185 - CONSULTING SERVICES 1,978 - - -
62665 - CONTRIB TO OTHER AGENCIES - 861,217 893,665 -
Capital Outlay 15,600$ -$ -$ -$
65515 - OTHER IMPROVEMENTS 15,600 - - -
Interfund Transfers 29,500$ -$ -$ -$
66131 - TRANSFER TO GENERAL FUND 29,500 - - -
Grand Total $ 47,077 $ 861,217 $ 893,665 $ -
166
201 6 ADOPTED BUDGET - OTHER FUNDS
#320 – Debt Service
Fund Description
The budgeted property tax revenue for FY 2016 is on the cash basis and represents 2015 levy, which will
primarily be received in calendar year 2016. The FY 2016 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 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Property Taxes 11,237,317 10,879,993 11,120,000 10,879,993
Interfund Transfers 1,797,563 2,743,836 2,743,836 2,646,291
Interest Income 11,934 1,500 4,000 1,500
Total Revenue 13,046,814$ 13,625,329$ 25,342,836$ 13,527,784$
Operating Expenses
Services and Supplies 79,120 292,320 242,320 315,770
Miscellaneous - 193,285 100,000 -
Debt Service 12,780,039 13,432,509 24,352,182 15,963,682
Total Expenses 12,859,158$ 13,918,114$ 24,694,502$ 16,279,452$
Net Surplus (Deficit)187,656$ (292,785)$ 648,334$ (2,751,668)$
Beginning Fund Balance 3,609,131$ 3,796,787$ 4,445,121$
Ending Fund Balance 3,796,787$ 4,445,121$ 1,693,453$
167
320 DEBT SERVICE FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Services and Supplies 79,120$ 292,320$ 242,320$ 315,770$
62350 - FISCAL AGENT SERVICES 42,870 101,000 51,000 120,250
62716 - BOND ISSUANCE COSTS 36,250 - - -
62721 - ESCROW FUNDING - 191,320 191,320 195,520
Miscellaneous -$ 193,285$ 100,000$ -$
62770 - MISCELLANEOUS - 193,285 100,000 -
Debt Service 12,780,039$ 13,432,509$ 24,352,182$ 15,963,682$
66017 - BAD DEBT EXPENSE 12,614 - - -
68305 - DEBT SERVICE- PRINCIPAL 8,519,672 9,111,798 20,441,798 11,531,880
68315 - DEBT SERVICE- INTEREST 4,247,753 4,320,711 3,910,384 4,431,802
Grand Total $ 12,859,158 $ 13,918,114 $ 24,694,502 $ 16,279,452
168
201 6 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. 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.
Financial Summary
Operating Revenue
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Property Taxes 444,587 545,000 531,762 550,000
Other Revenue 61,932 300,500 120,000 1,120,000
Interest Income 211 500 1,785 100
Total Revenue 506,731$ 846,000$ 653,547$ 1,670,100$
Operating Expenses
Services and Supplies 553,958 490,000 518,000 538,000
Miscellaneous - - 15 -
Capital Outlay 166,921 200,000 20,000 1,000,000
Community Sponsored Organizations - - - -
Debt Service 2,507 600 600 600
Interfund Transfers 105,500 107,500 107,500 107,500
Total Expenses 828,885$ 798,100$ 646,115$ 1,646,100$
Net Surplus (Deficit)(322,154)$ 47,900$ 7,432$ 24,000$
Beginning Fund Balance 581,273$ 259,119$ 266,551$
Ending Fund Balance 259,119$ 266,551$ 290,551$
169
330 HOWARD-RIDGE TIF FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Services and Supplies 553,958$ 490,000$ 518,000$ 538,000$
62136 - REDEVELOPMENT CONSULTING SERVICES 4,590 - - -
62185 - CONSULTING SERVICES 1,978 - - -
62346 - REAL ESTATE TAX PAYMENTS TO COUNTY - - 23,000 23,000
62706 - REVENUE SHARING AGREEMENTS 544,086 490,000 490,000 510,000
64015 - NATURAL GAS 3,304 - 5,000 5,000
Miscellaneous -$ -$ 15$ -$
62490 - OTHER PROGRAM COSTS - - 15 -
Capital Outlay 166,921$ 200,000$ 20,000$ 1,000,000$
65507 - PROPERTY ACQUISITIONS 176,032 200,000 - 1,000,000
65509 - PROPERTY REHAB WORK - - 20,000 -
65511 - BUILDING IMPROVEMENTS (9,358) - - -
65515 - OTHER IMPROVEMENTS 246 - - -
Debt Service 2,507$ 600$ 600$ 600$
66017 - BAD DEBT EXPENSE 1,935 - - -
68315 - DEBT SERVICE- INTEREST 572 600 600 600
Interfund Transfers 105,500$ 107,500$ 107,500$ 107,500$
66020 - TRANSFERS TO OTHER FUNDS 45,500 47,500 47,500 47,500
66131 - TRANSFER TO GENERAL FUND 60,000 60,000 60,000 60,000
Grand Total $ 828,885 $ 798,100 $ 646,115 $ 1,646,100
170
201 6 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 Avenue, 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.
Financial Summary
Operating Revenue
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Other Revenue 100,262 105,000 - -
Interest Income 765 100 200 150
Total Revenue 101,027$ 105,100$ 200$ 150$
Operating Expenses
Services and Supplies 1,978 - - -
Miscellaneous 61,950 95,000 - -
Capital Outlay 246 - - -
Debt Service 14,122 10,000 8,000 10,000
Interfund Transfers 60,000 60,000 60,000 30,000
Total Expenses 138,295$ 165,000$ 68,000$ 40,000$
Net Surplus (Deficit)(37,269)$ (59,900)$ (67,800)$ (39,850)$
Beginning Fund Balance 537,639$ 500,370$ 432,570$
Ending Fund Balance 500,370$ 432,570$ 392,720$
171
335 WEST EVANSTON TIF FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Services and Supplies 1,978$ -$ -$ -$
62185 - CONSULTING SERVICES 1,978 - - -
Miscellaneous 61,950$ 95,000$ -$ -$
62605 - OTHER CHARGES 61,950 95,000 - -
Capital Outlay 246$ -$ -$ -$
65515 - OTHER IMPROVEMENTS 246 - - -
Debt Service 14,122$ 10,000$ 8,000$ 10,000$
66017 - BAD DEBT EXPENSE 7,095 - - -
68315 - DEBT SERVICE- INTEREST 7,027 10,000 8,000 10,000
Interfund Transfers 60,000$ 60,000$ 60,000$ 30,000$
66131 - TRANSFER TO GENERAL FUND 60,000 60,000 60,000 30,000
Grand Total $ 138,295 $ 165,000 $ 68,000 $ 40,000
172
201 6 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. This fund does not have any expenses budgeted for FY 2015.
Financial Summary
Operating Revenue
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Property Taxes - - - -
Other Revenue - - 2,000,000 50,000
Total Revenue -$ -$ 2,000,000$ 50,000$
Operating Expenses
Services and Supplies - - 2,000,000 -
Debt Service - - 10,000 40,000
Total Expenses -$ -$ 2,010,000$ 40,000$
Net Surplus (Deficit)-$ -$ (10,000)$ 10,000$
Beginning Fund Balance -$ -$ -$ (10,000)$
Ending Fund Balance -$ -$ (10,000)$ -$
173
340 DEMPSTER-DODGE TIF FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Services and Supplies -$ -$ 2,000,000$ -$
62659 - ECONOMIC DEVELOPMENT PARTNERSHIP CONTRIBUTIONS - - 2,000,000 -
Debt Service -$ -$ 10,000$ 40,000$
68315 - DEBT SERVICE- INTEREST - - 10,000 40,000
Grand Total $ - $ - $ 2,010,000 $ 40,000
174
201 6 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.
Financial Summary
Operating Revenue
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Property Taxes - - - 75,000
Other Revenue - 2,900,000 2,900,000 -
Total Revenue -$ 2,900,000$ 2,900,000$ 75,000$
Operating Expenses
Services and Supplies - - - -
Capital Outlay 2,900,000 2,900,000 -
Debt Service - - 10,000 43,500
Total Expenses -$ 2,900,000$ 2,910,000$ 43,500$
Net Surplus (Deficit)-$ -$ (10,000)$ 31,500$
Beginning Fund Balance -$ -$ -$ (10,000)$
Ending Fund Balance -$ -$ (10,000)$ 21,500$
175
345 CHICAGO-MAIN TIF
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Capital Outlay -$ 2,900,000$ 2,900,000$ -$
62483 - DEVELOPER FEES - 2,900,000 2,900,000 -
Debt Service 7,930$ 43,500$ 10,000$ 43,500$
68315 - DEBT SERVICE- INTEREST 7,930 43,500 10,000 43,500
Grand Total $ 43,500 $ 2,943,500 $ 2,910,000 $ 43,500
176
201 6 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.
Financial Summary
Operating Revenue
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Property Taxes - - - 210,000
Interest Income - - - 500
Total Revenue -$ -$ -$ 210,500$
Operating Expenses
Services and Supplies - - - 200,000
Total Expenses -$ -$ -$ 200,000$
Net Surplus (Deficit)-$ -$ -$ 10,500$
Beginning Fund Balance -$ -$
Ending Fund Balance -$ 10,500$
177
350 SPECIAL SERVICE AREA (SSA) #6 FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Services and Supplies -$ 200,000$ -$ 200,000$
62272 - OTHER PROFESSIONAL SERVICES - 200,000 - 200,000
Grand Total $ - $ 200,000 $ - $ 200,000
178
201 6 ADOPTED BUDGET - OTHER FUNDS
#415 – Capital Improvements
Fund Description
This fund accounts for all capital outlay expenditures not included in other funds as outlined in the
detailed Capital Improvement Plan.
Financial Summary
Operating Revenue
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Other Revenue 8,972,454 7,360,650 7,850,000 9,248,000
Interfund Transfers 936,500 625,000 625,000 6,471,000
Intergovernmental Revenue 222,778 4,774,000 - 4,841,615
Interest Income 3,494 10,000 3,000 -
Total Revenue 10,135,226$ 12,769,650$ 8,478,000$ 20,560,615$
Operating Expenses
Miscellaneous 4,472 - - -
Capital Outlay 6,702,505 17,482,150 14,800,000 22,279,615
Debt Service - - -
Interfund Transfers 475,000 980,000 490,000 490,000
Total Expenses 7,181,977$ 18,462,150$ 15,290,000$ 22,769,615$
Net Surplus (Deficit)2,953,249$ (5,692,500)$ (6,812,000)$ (2,209,000)$
Beginning Fund Balance 5,217,677$ 8,170,926$ 1,358,926$
Ending Fund Balance 8,170,926$ 1,358,926$ (850,074)$
179
415 CAPITAL IMPROVEMENTS FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Salary and Benefits 4,472$ -$ -$ -$
61110 - OVERTIME PAY 3,749 - - -
61710 - IMRF 442 - - -
61725 - SOCIAL SECURITY 228 - - -
61730 - MEDICARE 53 - - -
Services and Supplies 701,494$ 60,000$ -$ -$
62135 - ARCHITECTURAL SERVICES 68,703 - - -
62145 - ENGINEERING SERVICES 213,136 - - -
62150 - CONSTRUCTION ENGINEERING SERVICES 178,332 - - -
62171 - SURVEYING FEES 8,650 - - -
62185 - CONSULTING SERVICES 19,000 - - -
62205 - ADVERTISING 82 - - -
62280 - OVERNIGHT MAIL CHARGES 205 - - -
62385 - TREE SERVICES 132,400 - - -
62705 - BANK SERVICE CHARGES 193 - - -
62716 - BOND ISSUANCE COSTS 60,195 60,000 - -
65050 - BLDG MAINTENANCE MATERIAL 20,599 - - -
Capital Outlay 7,288,509$ 17,482,150$ 14,800,000$ 22,279,615$
65502 - CONSTRUCTION 1,427,097 - - -
65510 - BUILDINGS 273,090 - - -
65511 - BUILDING IMPROVEMENTS 99,733 - - -
65515 - OTHER IMPROVEMENTS 5,364,883 17,482,150 14,800,000 22,279,615
65625 - FURNITURE & FIXTURES 9,775 - - -
65653 - CONSTRUCTION FEES 113,931 - - -
Debt Service 190,364$ -$ -$ -$
66017 - BAD DEBT EXPENSE 190,364 - - -
Interfund Transfers 1,547,810$ 980,000$ 490,000$ 490,000$
66020 - TRANSFERS TO OTHER FUNDS 1,072,810 - - -
66131 - TRANSFER TO GENERAL FUND 475,000 980,000 490,000 490,000
Grand Total $ 9,732,649 $ 18,522,150 $ 15,290,000 $ 22,769,615
180
201 6 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. Beginning in FY 10-11, 100% of alley paving
costs (homeowner and City share) was paid out of this fund.
Financial Summary
Operating Revenue
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Other Revenue 506,435 250,000 250,000 250,000
Interest Income 32,271 51,033 51,200 51,033
Special Assessment 137,960 180,167 180,000 180,167
Total Revenue 676,665$ 481,200$ 481,200$ 481,200$
Operating Expenses
Services and Supplies 3,251 - - -
Insurance and Other Chargebacks 620 - - -
Capital Outlay 53,738 501,000 - -
Debt Service 3,084 - - -
Interfund Transfers 169,848 260,698 260,968 382,250
Total Expenses 230,541$ 761,698$ 260,968$ 382,250$
Net Surplus (Deficit)446,124$ (280,498)$ 220,232$ 98,950$
Beginning Fund Balance 2,072,444$ 2,518,568$ 2,738,800$
Ending Fund Balance 2,518,568$ 2,738,800$ 2,837,750$
181
420 SPECIAL ASSESSMENT FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Services and Supplies 3,251$ -$ -$ -$
62705 - BANK SERVICE CHARGES 1 - - -
62716 - BOND ISSUANCE COSTS 3,250 - - -
Insurance and Other Chargebacks 620$ -$ -$ -$
66042 - LIABILITY LEGAL FEES AND EXPENSES 620 - - -
Capital Outlay 53,738$ 501,000$ -$ -$
65515 - OTHER IMPROVEMENTS 53,738 501,000 - -
Debt Service 3,084$ -$ -$ -$
66017 - BAD DEBT EXPENSE 3,084 - - -
Interfund Transfers 169,848$ 260,698$ 260,968$ 382,250$
66020 - TRANSFERS TO OTHER FUNDS 169,848 260,698 260,968 282,250
66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND - - - 100,000
Grand Total $ 230,541 $ 761,698 $ 260,968 $ 382,250
182
201 6 ADOPTED BUDGET - OTHER FUNDS
#505 – Parking
Financial Summary
Operating Revenue
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Other Taxes (36) - - -
Other Revenue 90,966 115,236 121,130 119,216
Licenses, Permits and Fees 850 - 150 -
Charges for Services 5,964,469 6,590,400 6,272,900 6,444,675
Interfund Transfers 2,925,296 3,711,770 3,711,770 3,711,770
Interest Income 31,645 35,070 35,070 35,070
Total Revenue 9,037,314$ 10,464,601$ 10,153,145$ 10,322,856$
Operating Expenses
Salary and Benefits 1,358,672 1,442,683 1,337,527 1,485,289
Services and Supplies 2,811,302 3,318,189 3,389,579 3,301,275
Miscellaneous - 252,000 - 252,000
Capital Outlay (79,159) 3,529,850 2,875,556 3,474,000
Contingencies 9,686 12,965 5,800 11,000
Debt Service 727,892 3,917,652 4,013,861 3,917,652
Depreciation Expense 2,785,161 1,943,217 2,692,694 2,873,395
Interfund Transfers 1,240,883 1,242,738 1,242,738 1,623,431
Total Expenses 8,854,437$ 15,659,294$ 15,557,755$ 16,938,042$
Net Surplus (Deficit)182,877$ (5,194,693)$ (5,404,610)$ (6,615,186)$
Beginning Fund Balance 14,418,330$ 12,814,717$ 12,585,490$
Restricted for Capital Projects Fund Balance 2,034,004$
Ending Fund Balance 12,814,717$ 12,585,490$ 5,970,304$
Total Full-Time Equivalent Positions
Division
2015 Position
Total FTE
Parking System Management 6.50
Parking Lots and Meters 8.00
Maple Garage 1.00
Parking Fund Total 15.50
2016 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 and select a firm by September 2016 for the replacement 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 the IT Division on the
reducing costs for processing credit and other forms of monetary transactions at the parking
garages by researching alternatives to DSL
Work with revenue in developing an RFP/Bid Document and select a firm by May 2016 for the
replacement of cashiering and parking citation management program
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
183
505 PARKING SYSTEM FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Salary and Benefits 1,358,672$ 1,442,683$ 1,337,527$ 1,485,289$
61010 - REGULAR PAY 947,025 1,045,230 949,065 1,076,064
61110 - OVERTIME PAY 24,562 21,000 29,000 23,000
61114 - SNOW OT 1,332 - - -
61210 - LONGEVITY 7,114 - - -
61410 - AFSCME SHIFT DIFFERENTIAL 1,330 - - -
61420 - ANNUAL SICK LEAVE PAYOUT 3,227 - 2,798 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)5,428 - 8,329 -
61447 - OPEB EXPENSES 3,828 - - -
61510 - HEALTH INSURANCE 173,265 169,672 165,417 188,252
61615 - LIFE INSURANCE 432 492 477 23
61626 - CELL PHONE ALLOWANCE 754 852 852 672
61630 - SHOE ALLOWANCE 1,354 1,473 1,473 1,318
61710 - IMRF 114,432 123,660 108,661 113,349
61725 - SOCIAL SECURITY 59,793 65,082 57,340 66,952
61730 - MEDICARE 13,984 15,222 14,115 15,659
61815 - IMRF PENSION CONTRIBUTIONS (SHORTFALL IN 2010)812 - - -
Services and Supplies 2,811,302$ 3,318,189$ 3,389,579$ 3,301,275$
61060 - SEASONAL EMPLOYEES 5,241 10,833 7,700 5,833
62210 - PRINTING - 83 50 83
62225 - BLDG MAINTENANCE SERVICES 6,673 14,000 9,000 14,000
62230 - IMPROVEMENT MAINT SERVICE 28,013 50,000 25,000 40,000
62245 - OTHER EQMT MAINTENANCE 31,961 55,740 55,740 55,740
62275 - POSTAGE CHARGEBACKS 1,983 1,500 2,000 2,000
62280 - OVERNIGHT MAIL CHARGES 157 - - -
62295 - TRAINING & TRAVEL 439 1,100 1,932 1,100
62315 - POSTAGE 37 - - -
62346 - REAL ESTATE TAX PAYMENTS TO COUNTY 19,541 42,000 42,000 42,000
62350 - FISCAL AGENT SERVICES - 500 500 500
62360 - MEMBERSHIP DUES 1,045 1,500 1,500 1,500
62375 - RENTALS 52,561 62,000 62,000 62,000
62400 - CONTRACT SVC-PARKING GARAGE 1,592,297 1,660,588 1,660,588 1,672,588
62425 - ELEVATOR CONTRACT COSTS 71,067 103,476 102,617 105,700
62431 - ARMORED CAR SERVICES 37,052 65,000 65,000 65,000
62509 - SERVICE AGREEMENTS/ CONTRACTS 228,939 219,200 332,100 214,100
62635 - OTHER INSURANCE - 35,000 35,000 35,000
62660 - BUSINESS ATTRACTION 84,717 95,000 95,000 95,000
62705 - BANK SERVICE CHARGES 255,120 237,900 262,900 237,900
62715 - AMORT.& BOND COSTS (96,003) - - -
64005 - ELECTRICITY 287,114 333,000 291,000 321,000
64015 - NATURAL GAS 1,034 1,100 1,100 1,100
64505 - TELECOMMUNICATIONS 55,795 54,755 54,755 56,100
64540 - TELECOMMUNICATIONS - WIRELESS 2,607 2,700 2,700 2,700
65005 - AGRI/BOTANICAL SUPPLIES 938 4,000 2,000 4,000
65020 - CLOTHING (108) 833 833 833
65040 - JANITORIAL SUPPLIES - 833 400 600
65045 - LICENSING/REGULATORY SUPP - 4,165 4,165 4,165
65050 - BLDG MAINTENANCE MATERIAL 24,834 29,800 20,000 27,500
65070 - OFFICE/OTHER EQT MTN MATL 113,782 230,000 250,416 230,000
65085 - MINOR EQUIPMENT & TOOLS 757 833 833 833
65090 - SAFETY EQUIPMENT - - - 1,500
65095 - OFFICE SUPPLIES 414 750 750 900
65570 - SERVICES LICENSES & SUPPORT FEE 3,297 - - -
Miscellaneous -$ 252,000$ -$ 252,000$
62603 - DIVVY OPERATING EXPENSES - 252,000 - 252,000
Capital Outlay (79,159)$ 3,529,850$ 2,875,556$ 3,474,000$
65515 - OTHER IMPROVEMENTS (79,159) 3,529,850 2,875,556 3,474,000
Contingencies 9,686$ 12,965$ 5,800$ 11,000$
68205 - CONTINGENCIES 9,686 12,965 5,800 11,000
Debt Service 727,892$ 3,917,652$ 4,013,861$ 3,917,652$
66017 - BAD DEBT EXPENSE 129,171 - - -
68305 - DEBT SERVICE- PRINCIPAL - 3,404,823 3,404,823 3,404,823
68315 - DEBT SERVICE- INTEREST 598,721 512,829 609,038 512,829
Depreciation Expense 2,785,161$ 1,943,217$ 2,692,694$ 2,873,395$
68010 - DEPRECIATION EXPENSE 2,785,161 1,943,217 2,692,694 2,873,395
Interfund Transfers 1,240,883$ 1,242,738$ 1,242,738$ 1,623,431$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 21,992 23,090 23,090 23,783
62309 - RENTAL OF AUTO REPLACEMENT 30,000 30,000 30,000 30,000
66130 - TRANSFER TO INSURANCE FUND 319,649 319,648 319,648 319,648
66131 - TRANSFER TO GENERAL FUND 869,242 870,000 870,000 900,000
66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND - - - 350,000
Grand Total $ 8,854,437 $ 15,659,294 $ 15,557,755 $ 16,938,042
184
201 6 ADOPTED BUDGET - OTHER FUNDS
#510 - 513 – Water
Fund Description
The Water Fund includes operations and capital improvements for all divisions of the Evanston Water
Utility.
Administration Division
The Administration Division manages the water utility workforce, administers capital improvement
projects, coordinates operations between divisions, and oversees the Evanston Water Utility’s key
business processes, including water billing for the Village of Skokie and the Northwest Water
Commission.
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
City’s Advance Metering Information (AMI) system, which generates automated hourly meter reads and
leak alerts for customers to help reduce water loss.
185
201 6 ADOPTED BUDGET - OTHER FUNDS
#510 - 513 – Water
Financial Summary
Operating Revenue
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Other Revenue 308,438 12,511,100 7,526,100 22,348,400
Licenses, Permits and Fees 118,038 70,000 70,000 70,000
Charges for Services 14,554,926 15,418,000 14,745,475 15,248,000
Interfund Transfers 5,500,000 - - -
Intergovernmental Revenue 84,886 50,000 61,000 50,000
Interest Income 25,542 10,000 1,600 1,600
Total Revenues 20,591,831$ 28,059,100$ 22,404,175$ 37,718,000$
Operating Expenses
Salary and Benefits 4,767,985 5,132,341 5,119,461 5,042,332
Services and Supplies 2,842,537 3,339,890 3,051,871 6,134,650
Miscellaneous 770,057 12,480 500 62,980
Capital Outlay 1,058,505 18,752,100 9,617,585 24,860,200
Contingencies 756 1,000 1,000 1,000
Debt Service 464,235 1,046,399 1,046,399 1,053,288
Depreciation Expense 1,569,014 - - -
Interfund Transfers 9,461,523 3,791,432 3,791,432 3,970,805
Total Expenses 20,934,612$ 32,075,642$ 22,628,248$ 41,125,255$
Net Surplus (Deficit)(342,781)$ (4,016,542)$ (224,073)$ (3,407,255)$
Beginning Unrestricted Fund Balance 7,796,888$ 7,454,107$ 7,230,034$
Ending Unrestricted Fund Balance 7,454,107$ 7,230,034$ 3,822,779$
FY 2015 City Council Goal Department Initiative
Water and Sewer Managed several critical water system improvement projects, including
improvements to one of the water plant intakes, upgrade/replacement
of the City’s automatic meter reading and billing system, replacement
of the master flow meter on the primary transmission main leaving the
water plant, and chlorination equipment replacement.
Water and Sewer Continued working to expand the City’s wholesale water customer
base, including wholesale cost of service analysis and meetings with
potential and existing wholesale customers to discuss proposed rates
and needed capital improvements.
Water and Sewer Completed a two-year, proactive leak detection survey of the City’s
water mains, with the goal of reducing water loss throughout the city.
Several previously unknown water main leaks were located and
repaired.
Water and Sewer Completed a water main lining pilot project on Washington Street,
with the goal of lining more water mains in the future as a less
expensive and less disruptive alternative to water main replacement.
Water and Sewer Celebrated the 100-year anniversary of Evanston’s filtration plant, to
recognize the accomplishment of 100 years of safe, reliable drinking
water and excellent water plant operation.
Water and Sewer Utilities Department staff completed energy efficiency improvements
including installation of a variable speed drive on the primary pump at
the North Standpipe and replacement of site lighting at the South
Standpipe material storage yard.
186
201 6 ADOPTED BUDGET - OTHER FUNDS
#510 - 513 – Water
2016 Initiatives
Be a leader in the public drinking water industry by providing high quality service to over
365,000 customers in six 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 completing major water
treatment plant improvements including chemical feed and treatment process reliability
improvements, and initiation of finished water storage improvements to address structural
deterioration the City’s largest clearwell built in 1934.
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.
Continue to develop and implement a strategy to expand Evanston’s wholesale water customer
base, including ongoing negotiations with Morton Grove and Niles, as well as continued
meetings with other individual communities, the Northwest Water Commission, and Northwest
Suburban Municipal Joint Action Water Agency (NSMJAWA) on potential transmission main
and water plant improvements under various scenarios.
Improve water distribution system reliability and reduce water loss by expanding on the current
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.
Complete other major distribution system improvements including rehabilitation and
replacement of water mains on Sheridan Road between Isabella Street and Chicago Avenue.
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.
Total Full-Time Equivalent Positions
Division
2016 Position
Total FTE
Water General Support 5.00
Pumping 12.00
Filtration 14.00
Distribution 12.00
Meter 1.50
Water Fund Total 44.50
Ongoing Activity Measures
2015
Target
2015
Estimated
Actual
2016
Projected
Number of customers experiencing unscheduled
disruption of water service 750 420 750
Number of customer complaints about water
service (low pressure, service disruption, quality,
etc.) 100 105 100
187
201 6 ADOPTED BUDGET - OTHER FUNDS
#510 - 513 – Water
Days lost from work due to illness or injury 3.0 3.0 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 0.25 0.3
Millions of gallons sold to outside communities
(wholesale) 11,500 MG 10,462 MG 10,500 MG
188
510 - 513 Water Fund
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Salary and Benefits 4,767,985$ 5,132,341$ 5,119,461$ 5,042,332$
61010 - REGULAR PAY 3,100,193 3,494,632 3,498,526 3,613,517
61050 - PERMANENT PART-TIME 7,918 17,892 17,892 19,244
61055 - TEMPORARY EMPLOYEES 5,541 - - -
61070 - JOB TRAINING AND INTERNSHIPS 11,059 - - -
61072 - JOB TRAINING PROGRAM 35,513 81,120 57,200 -
61110 - OVERTIME PAY 155,622 129,325 111,029 129,325
61114 - SNOW OT (22) - - -
61210 - LONGEVITY 24,477 - - -
61410 - AFSCME SHIFT DIFFERENTIAL 7,330 - - -
61415 - TERMINATION PAYOUTS 61,408 - - -
61420 - ANNUAL SICK LEAVE PAYOUT 27,022 - 22,054 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)3,907 - 2,164 -
61447 - OPEB EXPENSES 28,135 - - -
61510 - HEALTH INSURANCE 618,134 710,564 710,564 648,230
61615 - LIFE INSURANCE 1,693 2,055 2,055 19
61625 - AUTO ALLOWANCE 5,011 4,980 4,980 2,490
61626 - CELL PHONE ALLOWANCE 360 360 360 -
61630 - SHOE ALLOWANCE 5,526 5,286 5,890 5,890
61710 - IMRF 403,861 414,316 414,637 361,767
61725 - SOCIAL SECURITY 212,359 215,314 215,440 212,056
61730 - MEDICARE 50,074 50,844 51,016 49,794
61815 - IMRF PENSION CONTRIBUTIONS (SHORTFALL IN 2010)2,865 5,654 5,654 -
Services and Supplies 2,842,537$ 3,339,890$ 3,051,871$ 6,134,650$
61060 - SEASONAL EMPLOYEES 12,085 10,400 10,400 10,400
62140 - DESIGN ENGINEERING SERVICES (10,453) - - -
62145 - ENGINEERING SERVICES 57,733 - 286,000 2,655,000
62180 - STUDIES 51,014 380,000 131,000 367,000
62185 - CONSULTING SERVICES 47,419 - - -
62205 - ADVERTISING - - 105 10,000
62210 - PRINTING 4,024 7,300 7,300 6,300
62225 - BLDG MAINTENANCE SERVICES 590 1,000 1,000 1,000
62230 - IMPROVEMENT MAINT SERVICE 58,239 50,500 14,500 50,500
62235 - OFFICE EQUIPMENT MAINT 1,591 1,500 1,500 1,500
62245 - OTHER EQMT MAINTENANCE 72,935 92,900 92,900 92,900
62273 - LIEN FILING FEE 520 1,500 1,500 1,500
62275 - POSTAGE CHARGEBACKS 1,425 6,400 6,400 6,400
62295 - TRAINING & TRAVEL 30,269 22,200 22,200 22,200
62315 - POSTAGE 17,152 19,500 19,500 19,500
62340 - COMPTER LICENSE & SUPP 59,652 79,100 106,650 155,150
62360 - MEMBERSHIP DUES 7,193 3,800 3,810 3,910
62380 - COPY MACHINE CHARGES 1,200 1,200 1,200 1,200
62381 - COPY MACHINE LEASES - 2,000 2,000 -
62415 - DEBRIS/REMOVAL CONTRACTUAL COSTS 23,286 38,000 15,000 38,000
62420 - MWRD FEES 337,854 402,800 228,380 300,800
62455 - WTR/SWR BILL PRINT AND MAIL CO 5,455 12,800 12,800 12,800
62460 - WTR/SWR BILL EPAYMENT CONTRACTS 9,410 14,400 14,400 14,400
62463 - WATER MAINTENANCE CONTRACTS 3,324 1,000 1,000 -
62465 - OUTSIDE LABARATORY COSTS 10,949 17,500 17,500 17,500
62705 - BANK SERVICE CHARGES 62,467 - 75,000 69,000
62715 - AMORT.& BOND COSTS (22,233) - - -
62716 - BOND ISSUANCE COSTS 19,480 - - -
64005 - ELECTRICITY 643,770 800,000 800,000 800,000
64015 - NATURAL GAS 77,326 120,000 100,000 100,000
64505 - TELECOMMUNICATIONS 10,383 13,600 13,600 2,500
64540 - TELECOMMUNICATIONS - WIRELESS 16,077 21,700 22,200 22,900
65005 - AGRI/BOTANICAL SUPPLIES 235 970 970 970
65010 - BOOKS, PUBLICATIONS, MAPS 9,612 7,550 7,550 7,550
65015 - CHEMICALS/ SALT 433,952 465,000 315,000 465,000
65020 - CLOTHING 6,142 4,770 4,770 4,770
65030 - PHOSPHATE CHEMICALS 22,638 101,000 93,525 101,000
65035 - PETROLEUM PRODUCTS 13,756 15,000 15,000 15,000
65040 - JANITORIAL SUPPLIES 6,132 6,000 6,000 -
65050 - BLDG MAINTENANCE MATERIAL 16,167 6,700 6,700 6,700
65051 - MATERIALS - STREETS DIVISION 10,539 27,600 13,800 27,600
65055 - MATER. TO MAINT. IMP.131,174 155,000 155,000 155,000
65060 - MATER. TO MAINT. AUTOS 276 - - -
65070 - OFFICE/OTHER EQT MTN MATL 218,050 179,500 181,500 182,500
65075 - MEDICAL & LAB SUPPLIES 20,110 16,400 16,400 16,400
65080 - MERCHANDISE FOR RESALE 29,503 30,000 30,000 30,000
65085 - MINOR EQUIPMENT & TOOLS 14,550 115,800 96,200 186,800
65090 - SAFETY EQUIPMENT 9,723 6,700 13,391 21,800
65095 - OFFICE SUPPLIES 4,766 4,900 4,900 4,900
65105 - PHOTO/DRAFTING SUPPLIE 220 400 400 400
65155 - MINOR EQUIPMENT AND TOOLS 205,688 - - -
65555 - PERSONAL COMPUTER EQUIPMENT 6,367 13,000 7,320 6,000
65702 - WATER GENERAL PLANT 72,803 62,500 75,600 119,900
Miscellaneous 770,057$ 12,480$ 500$ 62,980$
61071 - INTERNSHIP PROGRAM (2,592) 12,480 - 12,480
62696 - PUBLIC EDUCATION - - 500 50,500
189
62730 - GAIN/LOSS SALE FIXED ASST 772,649 - - -
Capital Outlay 1,058,505$ 18,752,100$ 9,617,585$ 24,860,200$
65515 - OTHER IMPROVEMENTS 1,058,271 18,402,600 9,272,680 24,784,400
65550 - AUTOMOTIVE EQUIPMENT - 349,500 344,905 75,800
65653 - CONSTRUCTION FEES 233 - - -
Contingencies 756$ 1,000$ 1,000$ 1,000$
68205 - CONTINGENCIES 756 1,000 1,000 1,000
Debt Service 464,235$ 1,046,399$ 1,046,399$ 1,053,288$
66017 - BAD DEBT EXPENSE 87,556 - - -
68305 - DEBT SERVICE- PRINCIPAL - 612,145 612,145 658,173
68315 - DEBT SERVICE- INTEREST 376,679 434,254 434,254 395,115
Depreciation Expense 1,569,014$ -$ -$ -$
68010 - DEPRECIATION EXPENSE 1,569,014 - - -
Interfund Transfers 9,461,523$ 3,791,432$ 3,791,432$ 3,970,805$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 123,471 128,887 128,887 132,754
66020 - TRANSFERS TO OTHER FUNDS 5,500,000 - - -
66130 - TRANSFER TO INSURANCE FUND 468,493 468,492 468,492 468,492
66131 - TRANSFER TO GENERAL FUND 3,369,559 3,194,053 3,194,053 3,369,559
Grand Total $ 20,934,612 $ 32,075,642 $ 22,628,248 $ 41,125,255
190
201 6 ADOPTED BUDGET - OTHER FUNDS
#515 – Sewer
Fund Description
The Sewer Fund includes operations 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
Operating Revenue
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Other Revenue - 4,165 224,165 984,165
Charges for Services 12,785,065 13,072,700 12,276,650 12,888,650
Interfund Transfers - - - -
Interest Income 3,221 1,000 1,000 1,000
Total Revenue 12,788,286$ 13,077,865$ 12,501,815$ 13,873,815$
Operating Expenses
Salary and Benefits 1,263,185 1,121,635 1,134,767 1,123,524
Services and Supplies 266,642 1,009,800 879,500 995,800
Miscellaneous - 5,000 6,611 1,500
Insurance and Other Chargebacks - - - -
Capital Outlay 212,183 628,500 581,270 3,093,700
Contingencies - - - -
Debt Service 1,735,371 9,619,477 9,613,727 9,222,913
Depreciation Expense 3,367,923 - - -
Interfund Transfers 800,045 1,005,223 1,005,223 1,043,864
Total Expenses 7,645,350$ 13,389,635$ 13,221,098$ 15,481,301$
Net Surplus (Deficit)5,142,936$ (311,770)$ (719,283)$ (1,607,486)$
Beginning Unrestricted Fund Balance (736,999)$ 4,405,937$ 3,686,654$
Ending Unrestricted Fund Balance 4,405,937$ 3,686,654$ 2,079,168$
FY 2015 City Council Goal Performance
FY 2015 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 over 1.6 miles (1.1%) of small diameter combined
sewers through cured in place pipe (CIPP) lining. This represents an
improvement over the target rate of 1% annual rehabilitation of
combined sewers.
Water and Sewer Rehabilitated 450 feet of the City’s network of large diameter sewers
(36” and larger) that are over 100 years old. Utilities Department was
successful in applying for a State low-interest loan to fund this project.
191
201 6 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 2,600 drainage structures and flushed
over 54,000 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 2015, in order to determine
the repairs needed prior to paving the streets.
2016 Initiatives
Perform engineering design and secure State low-interest loan funding for two additional large
diameter sewer rehabilitation projects scheduled for 2016 and 2017.
Continue the annual small diameter sewer CIPP rehabilitation program at a rate of at least 1% of the
combined sewer system rehabilitated per year.
Implement a larger scale 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.
Total Full-Time Equivalent Positions
Division
2016 Position
Total FTE
Sewer 10.33
Sewer Fund Total 10.33
Ongoing Activity Measures
2015
Target
2015
Estimated
Actual
2016
Projected
Number of customer complaints about sewer
service (seepage, backups, overflows, etc.).
200 242 200
Days lost from work due to illness or injury 3.0 3.0 3.0
192
515 SEWER FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Salary and Benefits 1,263,185$ 1,121,635$ 1,134,767$ 1,123,524$
61010 - REGULAR PAY 837,818 775,212 775,212 803,682
61050 - PERMANENT PART-TIME - 27,040 - -
61055 - TEMPORARY EMPLOYEES 1,040 - - -
61072 - JOB TRAINING PROGRAM - - 34,840 -
61110 - OVERTIME PAY 50,492 30,000 30,000 30,000
61114 - SNOW OT 198 - - -
61210 - LONGEVITY 6,005 - - -
61410 - AFSCME SHIFT DIFFERENTIAL 351 - - -
61415 - TERMINATION PAYOUTS 1,971 - - -
61420 - ANNUAL SICK LEAVE PAYOUT 6,860 - 5,332 -
61447 - OPEB EXPENSES 6,478 - - -
61510 - HEALTH INSURANCE 182,815 133,241 133,241 141,924
61615 - LIFE INSURANCE 403 405 405 -
61626 - CELL PHONE ALLOWANCE 3 - - -
61630 - SHOE ALLOWANCE 1,925 1,845 1,845 1,705
61710 - IMRF 101,337 94,586 94,586 84,680
61725 - SOCIAL SECURITY 52,496 48,064 48,064 49,870
61730 - MEDICARE 12,277 11,242 11,242 11,663
61815 - IMRF PENSION CONTRIBUTIONS (SHORTFALL IN 2010)719 - - -
Services and Supplies 266,642$ 1,009,800$ 879,500$ 995,800$
61060 - SEASONAL EMPLOYEES 10,891 5,200 5,200 5,200
62180 - STUDIES 779 75,000 - 75,000
62230 - IMPROVEMENT MAINT SERVICE - 10,000 10,000 10,000
62245 - OTHER EQMT MAINTENANCE 4,735 5,500 5,500 5,500
62295 - TRAINING & TRAVEL 470 2,500 2,500 2,500
62315 - POSTAGE 11,605 12,000 12,000 12,000
62340 - COMPTER LICENSE & SUPP 2,100 2,300 2,300 2,300
62360 - MEMBERSHIP DUES - 200 200 200
62415 - DEBRIS/REMOVAL CONTRACTUAL COSTS 32,540 38,000 15,000 38,000
62421 - NPDES FEES - SEWER 21,000 21,000 21,000 21,000
62455 - WTR/SWR BILL PRINT AND MAIL CO 6,638 7,000 7,000 7,000
62460 - WTR/SWR BILL EPAYMENT CONTRACTS - 15,000 15,000 15,000
62461 - SEWER MAINTENANCE CONTRACTS 125,441 735,000 702,000 715,000
62715 - AMORT.& BOND COSTS (58,184) - - -
64540 - TELECOMMUNICATIONS - WIRELESS 3,011 7,200 7,200 7,200
65015 - CHEMICALS/ SALT 353 1,200 1,200 1,200
65020 - CLOTHING 1,190 1,000 1,000 1,000
65040 - JANITORIAL SUPPLIES - 400 400 400
65050 - BLDG MAINTENANCE MATERIAL (7,815) - - -
65051 - MATERIALS - STREETS DIVISION 7,356 10,000 10,000 10,000
65055 - MATER. TO MAINT. IMP.58,176 45,000 45,000 45,000
65070 - OFFICE/OTHER EQT MTN MATL 2,813 7,000 7,000 7,000
65080 - MERCHANDISE FOR RESALE 35,000 1,000 1,000 1,000
65085 - MINOR EQUIPMENT & TOOLS 3,182 3,300 3,300 3,300
65090 - SAFETY EQUIPMENT 6,520 5,000 5,000 8,000
65555 - PERSONAL COMPUTER EQUIPMENT (1,159) - 700 3,000
Miscellaneous -$ 5,000$ 6,611$ 1,500$
62696 - PUBLIC EDUCATION - 5,000 6,611 1,500
Capital Outlay 212,183$ 628,500$ 581,270$ 3,093,700$
65515 - OTHER IMPROVEMENTS 208,204 520,000 500,000 2,900,000
65550 - AUTOMOTIVE EQUIPMENT - 95,000 67,770 187,200
65625 - FURNITURE & FIXTURES 3,979 13,500 13,500 6,500
Debt Service 1,735,371$ 9,619,477$ 9,613,727$ 9,222,913$
68305 - DEBT SERVICE- PRINCIPAL - 8,087,953 8,024,091 7,532,154
68315 - DEBT SERVICE- INTEREST 1,735,371 1,531,524 1,589,636 1,690,759
Depreciation Expense 3,367,923$ -$ -$ -$
68010 - DEPRECIATION EXPENSE 3,367,923 - - -
Interfund Transfers 800,045$ 1,005,223$ 1,005,223$ 1,043,864$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 177,729 186,615 186,615 192,213
66026 - TRANSFER TO DEBT SERVICE 207,284 228,070 228,070 251,496
66130 - TRANSFER TO INSURANCE FUND 269,988 269,988 269,988 269,988
66131 - TRANSFER TO GENERAL FUND 145,044 320,550 320,550 330,167
Grand Total $ 7,645,350 $ 13,389,635 $ 13,221,098 $ 15,481,301
193
201 6 ADOPTED BUDGET - OTHER FUNDS
#520 – Solid Waste
Fund Description
Full refuse-removal service is provided once per week to all family residences of 1-4 units under this
program element. Twenty 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.
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 first 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 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. Streets requiring
special posting are cleaned during the first two weeks of November.
Financial Summary
Total Full-Time Equivalent Positions
Division
2016 Position
Total FTE
Refuse Collection & Disposal 1.00
Residential Recycling Collection 8.66
Solid Waste Fund Total 9.66
Operating Revenue
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Other Revenue 254,958 235,000 245,000 238,000
Licenses, Permits and Fees 125,497 175,000 275,000 275,000
Charges for Services 3,590,758 3,616,394 3,667,394 3,632,394
Interfund Transfers 1,055,967 1,055,967 1,055,967 1,055,967
Total Revenue 5,027,180$ 5,082,361$ 5,243,361$ 5,201,361$
Operating Expenses
Salary and Benefits 893,214 850,669 839,565 868,098
Services and Supplies 3,435,696 3,750,546 3,778,606 3,731,676
Miscellaneous - 15,500 5,000 15,000
Capital Outlay 20,309 25,000 25,000 26,250
Debt Service 31,274 60,000 12,933 -
Interfund Transfers 499,493 499,493 490,105 499,493
Total Expenses 4,380,494$ 4,701,715$ 4,661,104$ 5,140,517$
Net Surplus (Deficit)646,687$ 380,646$ 582,257$ 60,844$
Beginning Fund Balance (1,758,762)$ (1,112,075)$ (529,818)$
Ending Fund Balance (1,112,075)$ (529,818)$ (468,974)$
194
520 SOLID WASTE FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Salary and Benefits 893,214$ 850,669$ 839,565$ 868,098$
61010 - REGULAR PAY 548,352 584,826 568,441 602,142
61055 - TEMPORARY EMPLOYEES 25,721 - - -
61110 - OVERTIME PAY 70,748 25,000 31,350 25,000
61210 - LONGEVITY 3,794 - - -
61410 - AFSCME SHIFT DIFFERENTIAL 138 - - -
61420 - ANNUAL SICK LEAVE PAYOUT 1,171 - - -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)- - 145 -
61447 - OPEB EXPENSES 6,102 - - -
61510 - HEALTH INSURANCE 107,670 126,389 126,389 129,690
61615 - LIFE INSURANCE 226 255 255 7
61630 - SHOE ALLOWANCE 1,281 155 1,395 1,240
61710 - IMRF 76,106 69,165 67,301 63,718
61725 - SOCIAL SECURITY 41,630 36,372 35,814 37,524
61730 - MEDICARE 9,736$ 8,507$ 8,475$ 8,777$
61815 - IMRF PENSION CONTRIBUTIONS (SHORTFALL IN 2010)540 - - -
Services and Supplies 3,435,696$ 3,750,546$ 3,778,606$ 3,731,676$
61060 - SEASONAL EMPLOYEES 39,406 50,000 56,207 50,000
62295 - TRAINING & TRAVEL 133 800 800 800
62380 - COPY MACHINE CHARGES 1,326 1,326 1,326 1,326
62390 - CONDOMINIUM REFUSE COLL 397,763 385,000 409,300 418,000
62405 - SWANCC DISPOSAL FEES 663,677 800,000 804,000 750,000
62415 - DEBRIS/REMOVAL CONTRACTUAL COSTS 2,315,998 2,501,120 2,494,670 2,500,000
64005 - ELECTRICITY 5,372 3,000 3,000 3,000
64015 - NATURAL GAS 7,581 6,000 6,000 6,000
65015 - CHEMICALS/ SALT - 200 - 200
65020 - CLOTHING (194) 250 250 250
65055 - MATER. TO MAINT. IMP.3,079 400 400 400
65085 - MINOR EQUIPMENT & TOOLS 1,314 700 700 700
65090 - SAFETY EQUIPMENT - 1,000 1,000 1,000
65115 - TRAFFIC CONTROL SUPPLI 91 - - -
65125 - OTHER COMMODITIES 150 750 953 -
Miscellaneous -$ 15,500$ 5,000$ 15,000$
62001 - SHORT TERM BUDGETING SALARY COSTS - 500 - -
67107 - OUTREACH - 15,000 5,000 15,000
Capital Outlay 20,309$ 25,000$ 25,000$ 26,250$
65625 - FURNITURE & FIXTURES 20,309 25,000 25,000 26,250
Debt Service 31,274$ 60,000$ 12,933$ -$
68310 - DEBT SERVC OTHER AGENCIES 28,362 60,000 11,612 -
68315 - DEBT SERVICE- INTEREST 2,912 - 1,321 -
Interfund Transfers 475,202$ 490,105$ 490,105$ 499,493$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 298,071 312,974 312,974 322,362
62309 - RENTAL OF AUTO REPLACEMENT 177,131 177,131 177,131 177,131
Grand Total $ 4,855,696 $ 5,191,820 $ 5,151,209 $ 5,140,517
195
201 6 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 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Other Revenue 3,177,911 3,396,167 3,388,188 3,396,369
Interfund Transfers 2,381 2,500 2,500 2,500
Interest Income - 1,000 100 1,000
Total Revenue 3,180,292$ 3,399,667$ 3,390,788$ 3,399,869$
Miscellaneous 24,927 25,820 25,820 26,762
Capital Outlay - 450 450 450
Debt Service 357 - - -
Total Expenses 3,412,159$ 3,544,337$ 3,596,948$ 3,644,146$
Net Surplus (Deficit)(231,867)$ (144,670)$ (206,160)$ (244,277)$
Beginning Fund Balance 111,072$ (120,795)$ (326,955)$
Ending Fund Balance (120,795)$ (326,955)$ (571,232)$
2016 Initiatives
Maintain the ten-year vehicle/equipment replacement and funding requirements schedule
Continue to explore opportunities to "right-size" the fleet where applicable without affecting timely
City services
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
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
Total Full-Time Equivalent Positions
Division
FY 2015
Position FTE
196
201 6 ADOPTED BUDGET - OTHER FUNDS
#600 – Fleet Services
General Support 2.00
Major Maintenance 10.50
Fleet Services Fund Total 12.50
Performance Report on FY 2015 Program Objectives
The vehicle replacement plan was updated to reflect current needs and reduced budget capacity. All
programmed vehicle replacements orders are planned to be completed prior to December 2015.
The Capital Outlay account and Sales of Surplus Vehicles accounts were moved to Equipment
Replacement Fund # 601 in FY 2011 for FY 2012.
197
600 FLEET SERVICES FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Salary and Benefits 1,278,713$ 1,262,046$ 1,177,731$ 1,236,877$
61010 - REGULAR PAY 828,373 826,306 811,215 870,698
61050 - PERMANENT PART-TIME - 46,800 - -
61110 - OVERTIME PAY 51,451 21,920 20,000 21,920
61114 - SNOW OT 2,872 - 8,909 -
61210 - LONGEVITY 5,661 - - -
61410 - AFSCME SHIFT DIFFERENTIAL 20 3,000 3,000 -
61415 - TERMINATION PAYOUTS - - 12,537 -
61447 - OPEB EXPENSES 10,190 - - -
61510 - HEALTH INSURANCE 204,478 185,634 162,437 184,136
61615 - LIFE INSURANCE 466 518 518 -
61625 - AUTO ALLOWANCE 1,908 1,896 1,896 1,896
61626 - CELL PHONE ALLOWANCE 48 - - -
61630 - SHOE ALLOWANCE 1,705 1,395 1,550 1,550
61710 - IMRF 105,289 102,315 87,757 89,270
61725 - SOCIAL SECURITY 53,695 57,085 54,085 54,584
61730 - MEDICARE 12,558 15,177 13,827 12,823
Services and Supplies 2,108,163$ 2,256,021$ 2,392,947$ 2,380,057$
62205 - ADVERTISING 299 3,498 3,498 3,498
62235 - OFFICE EQUIPMENT MAINT - 2,900 1,900 1,000
62240 - AUTOMOTIVE EQMP MAINT 13,737 20,000 10,000 18,000
62245 - OTHER EQMT MAINTENANCE 8,578 10,700 5,200 8,000
62275 - POSTAGE CHARGEBACKS 76 200 226 200
62295 - TRAINING & TRAVEL 3,586 4,200 2,500 4,200
62315 - POSTAGE 39 200 200 200
62340 - COMPTER LICENSE & SUPP 3,000 5,395 4,495 5,395
62355 - LAUNDRY/OTHER CLEANING 16,888 14,882 16,000 17,000
62360 - MEMBERSHIP DUES 1,525 1,625 1,578 1,625
62375 - RENTALS - 1,249 500 1,000
62380 - COPY MACHINE CHARGES 519 519 519 519
64505 - TELECOMMUNICATIONS 6,245 4,744 4,744 4,744
64540 - TELECOMMUNICATIONS - WIRELESS 2,783 2,250 2,250 2,250
65010 - BOOKS, PUBLICATIONS, MAPS - 1,000 - -
65015 - CHEMICALS/ SALT 11,342 12,886 12,886 12,886
65020 - CLOTHING (66) 663 - 663
65025 - FOOD 46 - - -
65035 - PETROLEUM PRODUCTS 936,018 1,071,084 1,071,084 1,100,000
65040 - JANITORIAL SUPPLIES 466 417 267 417
65045 - LICENSING/REGULATORY SUPP 1,843 41,687 1,000 -
65050 - BLDG MAINTENANCE MATERIAL 17,287 19,650 10,100 15,250
65055 - MATER. TO MAINT. IMP.- 2,910 - 2,910
65060 - MATER. TO MAINT. AUTOS 967,615 920,829 1,110,000 1,050,000
65065 - TIRES & TUBES 86,639 87,233 105,000 100,000
65070 - OFFICE/OTHER EQT MTN MATL 1,062 - 2,000 -
65085 - MINOR EQUIPMENT & TOOLS 24,308 19,000 24,000 24,000
65090 - SAFETY EQUIPMENT 3,535 4,000 2,500 4,000
65095 - OFFICE SUPPLIES 792 2,300 500 2,300
Insurance and Other Chargebacks 24,927$ 25,820$ 25,820$ 26,762$
66025 - TRANSFER TO DEBT SERVICE - ERI 24,927 25,820 25,820 26,762
Contingencies -$ 450$ 450$ 450$
68205 - CONTINGENCIES - 450 450 450
Depreciation Expense 357$ -$ -$ -$
68010 - DEPRECIATION EXPENSE 357 - - -
Grand Total $ 3,412,159 $ 3,544,337 $ 3,596,948 $ 3,644,146
198
201 6 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 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Other Revenue 53,210 210,217 75,000 210,217
Interfund Transfers 2,524,231 1,451,421 1,451,421 1,451,421
Total Revenue 2,577,440$ 1,661,638$ 1,526,421$ 1,661,638$
Operating Expenses
Services and Supplies 90,671 60,000 60,006 60,000
Miscellaneous 6,674 - - -
Capital Outlay 62,978 1,455,422 2,520,000 1,455,422
Depreciation Expense 1,476,384 - - -
Total Expenses 1,636,707$ 1,515,422$ 2,580,006$ 1,515,422$
Net Surplus (Deficit)940,734$ 146,216$ (1,053,585)$ 146,216$
Beginning Fund Balance 1,378,660$ 2,319,394$ 1,265,809$
Ending Unrestricted Fund Balance 2,319,394$ 1,265,809$ 1,412,025$
199
601 EQUIPMENT REPLACEMENT FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Services and Supplies 90,671$ 60,000$ 60,006$ 60,000$
62260 - SETTLEMENT COSTS - LIABILITY 15,290 - - -
62375 - RENTALS 17,055 25,000 20,000 25,000
62402 - VEHICLE LEASE CHARGES 27,319 35,000 40,006 35,000
62716 - BOND ISSUANCE COSTS 7,212 - - -
65060 - MATER. TO MAINT. AUTOS 23,795 - - -
Miscellaneous 6,674$ -$ -$ -$
62730 - GAIN/LOSS SALE FIXED ASST 6,674 - - -
Capital Outlay 62,978$ 1,455,422$ 2,520,000$ 1,455,422$
65550 - AUTOMOTIVE EQUIPMENT 62,978 1,455,422 2,520,000 1,455,422
Depreciation Expense 1,476,384$ -$ -$ -$
68010 - DEPRECIATION EXPENSE 1,476,384 - - -
Grand Total $ 1,636,707 $ 1,515,422 $ 2,580,006 $ 1,515,422
200
201 6 ADOPTED BUDGET - OTHER FUNDS
#605 – Insurance
The City maintains excess liability coverage for general tort matters. The City's self-insured retention is
$1,250,000. The City also maintains insurance in the areas of property, inland marine, and paramedic.
Claims are recorded when a determinable loss has been incurred, including reported losses and an
estimated amount for losses incurred, but not yet reported, at year-end. The general liability claims
account is administered by the Law Department. The worker's compensation account is administered by
the Administrative Services Department.
Total Full-Time Equivalent Positions
Division
2016 Position
Total FTE
Risk Management 4.00
Employee Benefits 1.00
Insurance Fund Total 5.00
2016 Initiatives
Continue to work with Departments to establish short and long-term goals to address issues
identified in the 2012 Safety Audit conducted by CCMSI
Continue to work with Departments to identify and support training needs specific to their
employees and their safety issues - identified in 2012 audit
Continue to work with Facilities management to establish short and long-term goals to address
facility issues identified in the 2012 audit
Continue to update and/or create missing safety policies that support the safety of our
employees - suggestions presented in 2012 audit
Continue to identify and support City-wide training needs of employees that will increase safety
and reduce employee injuries
Develop and disseminate a Safety Mission, which will serve as a guide for policies, job
descriptions, decisions, etc.
201
201 6 ADOPTED BUDGET - OTHER FUNDS
#605 – Insurance
Financial Summary
Operating Revenue FY 2014 Actual Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated FY 2016 Adopted Budget
7800 RISK MANAGEMENT 3,852,114$ 3,526,688$ 3,546,288$ 3,526,688$
56045 - MISCELLANEOUS REVENUE 165 - 100 -
56501 - INVESTMENT INCOME 119 1,000 500 1,000
57005 - FROM GENERAL FUND 334,176 - - -
57197 - GENERAL ADMIN CONTRIBUTION- PARKING FUND 17,032 17,032 17,032 17,032
57198 - GENERAL ADMIN CONTRIBUTION- E911 FUND 930 930 930 930
57199 - GENERAL ADMIN CONTRIBUTION- CDBG FUND 930 930 930 930
57200 - GENERAL ADMIN CONTRIBUTION- ECONOMIC DEVELOPMENT FUND 930 930 930 930
57201 - GENERAL ADMIN CONTRIBUTION- GENERAL FUND 121,204 121,204 121,204 121,204
57202 - GENERAL ADMIN CONTRIBUTION- WATER FUND 24,962 24,962 24,962 24,962
57203 - GENERAL ADMIN CONTRIBUTION- SEWER FUND 14,385 14,385 14,385 14,385
57204 - LIABILITY/PROPERTY CONTRIBUTION- GENERAL FUND 909,150 909,150 909,150 909,150
57205 - LIABILITY/PROPERTY CONTRIBUTION- PARKING FUND 127,731 127,731 127,731 127,731
57206 - LIABILITY/PROPERTY CONTRIBUTION- WATER FUND 187,209 187,209 187,209 187,209
57207 - LIABILITY/PROPERTY CONTRIBUTION- SEWER FUND 107,887 107,887 107,887 107,887
57208 - LIABILITY/PROPERTY CONTRIBUTION- E911 6,972 6,972 6,972 6,972
57209 - LIABILITY/PROPERTY CONTRIBUTION- CDBG 6,972 6,972 6,972 6,972
57210 - LIABILITY/PROPERTY CONTRIBUTION- E.D.6,972 6,972 6,972 6,972
57211 - WORKERS COMP CONTRIBUTION- GENERAL FUND 1,244,862 1,244,860 1,244,860 1,244,860
57212 - WORKERS COMP CONTRIBUTION- PARKING FUND 174,886 174,886 174,886 174,886
57213 - WORKERS COMP CONTRIBUTION- WATER FUND 256,322 256,322 256,322 256,322
57214 - WORKERS COMP CONTRIBUTION- SEWER FUND 147,716 147,716 147,716 147,716
57215 - WORKERS COMP CONTRIBUTION- E911 9,546 9,546 9,546 9,546
57216 - WORKERS COMP CONTRIBUTION- CDBG 9,546 9,546 9,546 9,546
57217 - WORKERS COMP CONTRIBUTION- E.D.9,546 9,546 9,546 9,546
57226 - SUBROGATION PROCEEDS 91,965 100,000 120,000 100,000
57252 - WORKERS COMP CONTRIBUTION- LIBRARY FUND 40,000 40,000 40,000 40,000
7801 EMPLOYEE BENEFITS 14,222,911$ 14,336,320$ 13,866,389$ 14,231,350$
56125 - LEGAL SETTLEMENTS - - 75,000 -
57035 - FROM HOME FUND 2,735 - - -
57195 - GENERAL ADMIN CONTRIBUTION- NSP2 FUND 6,863 5,608 - 5,058
57196 - GENERAL ADMIN CONTRIBUTION- SOLID WASTE FUND 106,846 126,389 126,389 129,690
57218 - HEALTH INSURANCE CHARGEBACKS- GENERAL FUND 8,780,658 8,646,184 8,500,000 8,533,334
57219 - HEALTH INSURANCE CHARGEBACKS- E911 FUND 71,410 76,210 76,000 77,498
57220 - HEALTH INSURANCE CHARGEBACKS- CDBG 31,521 40,860 40,000 67,147
57221 - HEALTH INSURANCE CHARGEBACKS- E.D. FUND 49,098 76,165 76,000 87,423
57222 - HEALTH INSURANCE CHARGEBACKS- PARKING FUND 171,326 169,672 168,000 188,252
57223 - HEALTH INSURANCE CHARGEBACKS- WATER FUND 616,227 674,154 670,000 658,041
57224 - HEALTH INSURANCE CHARGEBACKS- SEWER FUND 183,218 133,241 133,000 141,924
57225 - HEALTH INSURANCE CHARGEBACKS- FLEET FUND 202,427 185,634 185,000 184,136
57226 - SUBROGATION PROCEEDS 1,300 - - -
57228 - HEALTH INSURANCE CHARGEBACKS- GA FUND - - - 21,229
57230 - RETIREE HEALTH INSURANCE CONTRIBUTIONS 1,515,464 1,970,647 1,600,000 1,920,000
57231 - IPBC DISTRIBUTIONS 800,000 - 200,000 -
57235 - EMPLOYEE HEALTH INSURANCE CONTRIBUTIONS 1,247,797 1,706,017 1,500,000 1,705,483
57236 - SWANNC-HEALTH INS PREMIUMS 69,956 77,000 77,000 77,000
57262 - HEALTH INSURANCE CHARGEBACKS- LIBRARY FUND 366,066 448,539 440,000 435,135
Total Revenue 18,075,025$ 17,863,008$ 17,412,677$ 17,758,038$
202
201 6 ADOPTED BUDGET - OTHER FUNDS
#605 – Insurance
Operating Expenses
7800 RISK MANAGEMENT 3,251,730$ 3,562,964$ 3,544,215$ 3,516,775$
61010 - REGULAR PAY 253,799 288,184 260,000 280,127
61110 - OVERTIME PAY 727 - - -
61210 - LONGEVITY 852 - - -
61415 - TERMINATION PAYOUTS 3,123 - 5,012 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)989 - - -
61510 - HEALTH INSURANCE 1,234 23,366 31,000 39,351
61615 - LIFE INSURANCE 0 208 12 13
61625 - AUTO ALLOWANCE 604 600 1,100 1,200
61626 - CELL PHONE ALLOWANCE - - 300 -
61630 - SHOE ALLOWANCE - - 155 155
61710 - IMRF 29,444 34,190 33,000 29,745
61725 - SOCIAL SECURITY 15,546 18,018 18,000 17,565
61730 - MEDICARE 3,636 4,214 4,200 4,109
62110 - AUDITING 13,001 - 11,000 -
62130 - LEGAL SERVICES-GENERAL 626,563 350,000 600,000 350,000
62160 - EMPLOYMENT TESTING SERVICES 4,319 - - -
62260 - SETTLEMENT COSTS - LIABILITY 191,161 400,000 100,000 400,000
62266 - TPA SERVICE CHARGES 107,025 130,000 105,000 120,000
62295 - TRAINING & TRAVEL 426 4,000 1,000 4,000
62310 - CITY WIDE TRAINING 2,751 20,000 10,000 20,000
62605 - OTHER CHARGES 6,426 - - -
62615 - INSURANCE PREMIUM 490,744 490,000 602,500 490,000
62635 - OTHER INSURANCE 80,290 - - -
65010 - BOOKS, PUBLICATIONS, MAPS - 415 - 415
65085 - MINOR EQUIPMENT & TOOLS 38,327 - - -
65125 - OTHER COMMODITIES 1,613 833 6,000 833
65625 - FURNITURE & FIXTURES 7,932 - - -
66025 - TRANSFER TO DEBT SERVICE - ERI 8,627 8,936 8,936 9,262
66044 - WORKERS COMP INSURANCE PREMIUMS 118,755 120,000 125,000 130,000
66045 - WORKERS COMP LEGAL FEES 47,774 70,000 47,000 60,000
66046 - WORKERS COMP MEDICAL PAYMENTS 590,413 650,000 670,000 670,000
66047 - WORKERS COMP SETTLEMENT PAYMENTS 502,782 900,000 800,000 800,000
66049 - WORKERS COMP TTD PYMTS (NON SWORN)102,847 50,000 105,000 90,000
7801 EMPLOYEE BENEFITS 13,442,233$ 13,646,788$ 13,151,924$ 13,675,858$
61010 - REGULAR PAY 69,081 71,124 71,124 73,265
61110 - OVERTIME PAY 10,592 - - -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)2,298 - - -
61510 - HEALTH INSURANCE 188 - - 20,457
61615 - LIFE INSURANCE - 36 - -
61710 - IMRF 9,436 8,386 8,400 7,730
61725 - SOCIAL SECURITY 4,743 4,410 4,400 4,543
61730 - MEDICARE 1,109 1,032 1,000 1,063
66040 - GENERAL ADMINISTRATION & SUPPORT 3,258 - 50,000 -
66050 - HEALTH INSURANCE PREMIUMS-PPO 9,606,260 9,600,000 9,400,000 9,600,000
66051 - HEALTH INSURANCE PREMIUMS-HMO 3,702,470 3,850,000 3,500,000 3,850,000
66054 - MEDICARE SUPPLEMENT- SENIOR'S CHOICE 21,220 20,000 27,000 27,000
66059 - HEALTH INSURANCE OPT OUT EXPENSE 11,578 91,800 90,000 91,800
7901 LEGAL CASE 1,106,539$ -$ -$ -$
62130 - LEGAL SERVICES-GENERAL 106,361 - - -
62260 - SETTLEMENT COSTS - LIABILITY 858,076 - - -
62630 - UNEMP. COMP. & ADMIN. FEE (327) - - -
7950 WORKERS COMP CASE 71,215$ -$ -$ -$
62640 - WORKMEN'S COMP INSURANCE 71,215 - - -
Total Expenses 17,800,503$ 17,209,752$ 16,696,139$ 17,192,633$
Net Surplus (Deficit)274,522$ 653,256$ 716,538$ 565,405$
Beginning Fund Balance (3,145,147)$ (3,381,927)$ (2,665,389)$
Adjustment to GAAP Basis of Accounting 2,469,307$
Ending Fund Balance (3,381,927)$ (2,665,389)$ (2,099,984)$
203
605 INSURANCE FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Salary and Benefits 407,401$ 453,768$ 437,703$ 479,323$
61010 - REGULAR PAY 322,879 359,308 331,124 353,392
61110 - OVERTIME PAY 11,319 - - -
61210 - LONGEVITY 852 - - -
61415 - TERMINATION PAYOUTS 3,123 - 5,012 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS)3,287 - - -
61510 - HEALTH INSURANCE 1,423 23,366 31,000 59,808
61615 - LIFE INSURANCE 0 244 12 13
61625 - AUTO ALLOWANCE 604 600 1,100 1,200
61626 - CELL PHONE ALLOWANCE - - 300 -
61630 - SHOE ALLOWANCE - - 155 155
61710 - IMRF 38,880 42,576 41,400 37,475
61725 - SOCIAL SECURITY 20,289 22,428 22,400 22,108
61730 - MEDICARE 4,745 5,246 5,200 5,172
Services and Supplies 2,520,329$ 1,395,248$ 1,435,500$ 1,385,248$
62110 - AUDITING 13,001 - 11,000 -
62130 - LEGAL SERVICES-GENERAL 732,924 350,000 600,000 350,000
62160 - EMPLOYMENT TESTING SERVICES 4,319 - - -
62260 - SETTLEMENT COSTS - LIABILITY 1,049,237 400,000 100,000 400,000
62266 - TPA SERVICE CHARGES 107,025 130,000 105,000 120,000
62295 - TRAINING & TRAVEL 426 4,000 1,000 4,000
62310 - CITY WIDE TRAINING 2,751 20,000 10,000 20,000
62615 - INSURANCE PREMIUM 490,744 490,000 602,500 490,000
62630 - UNEMP. COMP. & ADMIN. FEE (327) - - -
62635 - OTHER INSURANCE 80,290 - - -
65010 - BOOKS, PUBLICATIONS, MAPS - 415 - 415
65085 - MINOR EQUIPMENT & TOOLS 38,327 - - -
65125 - OTHER COMMODITIES 1,613 833 6,000 833
Miscellaneous 6,426$ -$ -$ -$
62605 - OTHER CHARGES 6,426 - - -
Insurance and Other Chargebacks 14,787,200$ 15,360,736$ 14,822,936$ 15,328,062$
62640 - WORKMEN'S COMP INSURANCE 71,215 - - -
66025 - TRANSFER TO DEBT SERVICE - ERI 8,627 8,936 8,936 9,262
66040 - GENERAL ADMINISTRATION & SUPPORT 3,258 - 50,000 -
66044 - WORKERS COMP INSURANCE PREMIUMS 118,755 120,000 125,000 130,000
66045 - WORKERS COMP LEGAL FEES 47,774 70,000 47,000 60,000
66046 - WORKERS COMP MEDICAL PAYMENTS 590,413 650,000 670,000 670,000
66047 - WORKERS COMP SETTLEMENT PAYMENTS 502,782 900,000 800,000 800,000
66049 - WORKERS COMP TTD PYMTS (NON SWORN)102,847 50,000 105,000 90,000
66050 - HEALTH INSURANCE PREMIUMS-PPO 9,606,260 9,600,000 9,400,000 9,600,000
66051 - HEALTH INSURANCE PREMIUMS-HMO 3,702,470 3,850,000 3,500,000 3,850,000
66054 - MEDICARE SUPPLEMENT- SENIOR'S CHOICE 21,220 20,000 27,000 27,000
66059 - HEALTH INSURANCE OPT OUT EXPENSE 11,578 91,800 90,000 91,800
Capital Outlay 7,932$ -$ -$ -$
65625 - FURNITURE & FIXTURES 7,932 - - -
Grand Total $ 17,729,288 $ 17,209,752 $ 16,696,139 $ 17,192,633
204
201 6 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 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Property Taxes 6,130,815 6,061,575 6,050,000 7,070,865
Other Taxes 280,000 280,000 280,000 280,000
Other Revenue 919,874 978,500 1,001,000 1,010,000
Interest Income 3,665,995 850,000 4,100,000 4,100,000
Total Revenue 10,996,684$ 8,170,075$ 11,431,000$ 12,460,865$
Operating Expenses
Salary and Benefits 7,971,699 7,886,630 7,913,000 8,163,000
Total Expenses 7,971,699$ 7,886,630$ 7,913,000$ 8,163,000$
Net Surplus (Deficit)3,024,986$ 283,445$ 3,518,000$ 4,297,865$
Beginning Net Assets held in Trust 65,216,726$ 68,241,712$ 71,759,712$
Property Tax Adjustment for GAAP Basis 49,530$
Ending Net Assets held in Trust 68,241,712$ 71,759,712$ 76,057,577$
205
700 FIRE PENSION FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Salary and Benefits 7,971,699$ 7,886,630$ 7,913,000$ 8,163,000$
61755 - PENSION-ADMIN. EXPENSE 244,016 150,000 150,000 150,000
61770 - RETIRED EMPLOYEES PENSION 5,294,497 5,150,000 5,300,000 5,450,000
61775 - WIDOWS' PENSIONS 1,071,910 1,103,130 1,080,000 1,120,000
61785 - DISABILITY PENSIONS 1,266,624 1,390,500 1,290,000 1,350,000
61795 - QILDRO'S 94,651 93,000 93,000 93,000
Grand Total $ 7,971,699 $ 7,886,630 $ 7,913,000 $ 8,163,000
206
201 6 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 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Property Taxes 8,476,543 8,380,207 8,443,207 9,055,940
Other Taxes 325,000 325,000 325,000 325,000
Other Revenue 1,565,053 1,500,000 1,500,000 1,550,000
Interest Income 9,139,372 2,800,000 6,500,000 6,500,000
Total Revenue 19,505,968$ 13,005,207$ 16,768,207$ 17,430,940$
Operating Expenses
Salary and Benefits 10,252,264 10,542,500 10,727,000 11,047,000
Debt Service 1,698 - - -
Total Expenses 10,253,962$ 10,542,500$ 10,727,000$ 11,047,000$
Net Surplus (Deficit)9,252,006$ 2,462,707$ 6,041,207$ 6,383,940$
Beginning Net Assets held in Trust 90,435,536$ 99,687,542$ 105,728,749$
Ending Net Assets held in Trust 99,687,542$ 105,728,749$ 112,112,689$
207
705 POLICE PENSION FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2016 Adopted
Budget
Salary and Benefits 10,252,264$ 10,542,500$ 10,727,000$ 11,047,000$
61755 - PENSION-ADMIN. EXPENSE 361,218 250,000 250,000 250,000
61770 - RETIRED EMPLOYEES PENSION 8,198,627 8,394,500 8,550,000 8,810,000
61775 - WIDOWS' PENSIONS 911,335 902,000 960,000 1,000,000
61785 - DISABILITY PENSIONS 644,450 700,000 670,000 690,000
61790 - SEPARATION REFUNDS 114,915 275,000 275,000 275,000
61795 - QILDRO'S 21,717 21,000 22,000 22,000
Debt Service 1,698$ -$ -$ -$
66017 - BAD DEBT EXPENSE 1,698 - - -
Grand Total $ 10,253,962 $ 10,542,500 $ 10,727,000 $ 11,047,000
208
PART V
POSITION INFORMATION
209
CITY OF EVANSTON
FY 2016 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Position Description
2015
Adopted
2016
Adopted Difference
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 2.00 0.00
CITY CLERK TOTAL 2.00 2.00 0.00
LEGISLATIVE 3.00 3.00 0.00
1505 CITY MANAGER
City Manager 1.00 1.00 0.00
Executive Assistant 1.00 1.00 0.00
Administrative Secretary 1.00 0.00 -1.00 Reclassified to Administrative Assistant
Administrative Assistant 0.00 1.00 1.00 Reclassified from Administrative Secretary
Local Government Management Fellow 1.00 0.50 -0.50 .5 FTE reclassifed to Network Engineer in BU 1932
Deputy City Manager 1.00 0.00 -1.00 Position combined with Admin Services Director, BU 1905
CITY MANAGER TOTAL 5.00 3.50 -1.50
1510 COMMUNITY ENGAGEMENT
Digital Services Coordinator 1.00 0.00 -1.00 Reclassified to Digital Services Specialist BU 1905
Community Engagement Coordinator 0.00 1.00 1.00 Reclassified from Community Engagement Specialist
Community Engagement Division Manager 1.00 1.00 0.00
Community Engagement Specialist 2.00 0.00 -2.00 Reclassified to Community Engagement Division Manager & Assistant to the
City Manager
Assistant to the City Manager 0.00 1.00 1.00 Reclassified from Community Engagement Specialist
Broadcast Specialist 0.00 1.00 1.00 Reclassified from Database Administrator BU 1932
Art Design Coordinator 1.00 1.00 0.00
COMMUNITY ENGAGEMENT TOTAL 5.00 5.00 0.00
1535 SUSTAINABILITY
Sustainability Programs Coordinator 1.00 0.00 -1.00 Reclassified to Sustainability Manager
Sustainability Manager 0.00 1.00 1.00 Reclassified from Sustainability Programs Coordinator
SUSTAINABILITY TOTAL 1.00 1.00 0.00
1555 FINANCIAL ADMINISTRATION
Administrative Secretary 0.00 1.00 1.00 Moved from BU 1905
Senior Management Analyst 0.00 1.00 1.00 Moved from BU 1905
Finance / Budget Manager 0.00 1.00 1.00 Moved from BU 1905
Assistant City Manager/Chief Financial Officer 0.00 1.00 1.00 Moved from BU 1905
FINANCIAL ADMINISTRATION TOTAL 0.00 4.00 4.00
1560 REVENUE
Customer Service Representative 0.00 3.00 3.00 Moved from BU 1910
REVENUE TOTAL 0.00 3.00 3.00
1570 ACCOUNTING
Accounting Manager 0.00 1.00 1.00 Moved from BU 1920
Junior Accountant 0.00 1.00 1.00 Created by eliminating temporary accounting position
Accounts Payable Coordinator 0.00 1.00 1.00 Moved from BU 1920
Senior Accountant 0.00 3.00 3.00 Moved from BU 1920
Payroll Pension Administrator 0.00 0.50 0.50 Moved from BU 1920, other 0.5 FTE is in BU 1929
ACCOUNTING TOTAL 0.00 6.50 6.50
1571 TAX ASSESSMENT REVIEW
Tax Assessment Reviewer 0.00 1.00 1.00 Moved from BU 1921
TAX ASSESSMENT REVIEW TOTAL 0.00 1.00 1.00
1575 PURCHASING
MWEBE/LEP and Workforce Development Coordinator 0.00 0.50 0.50 Moved from BU 1925, other 0.5 FTE is in BU PARKS 3215
Purchasing Manager 0.00 1.00 1.00 Moved from BU 1925
Purchasing Specialist 0.00 2.00 2.00 Moved from BU 1925
PURCHASING TOTAL 0.00 3.50 3.50
1580 COMMUNITY ARTS
Cultural Arts Coordinator 1.00 1.00 0.00
COMMUNITY ARTS TOTAL 1.00 1.00 0.00
CITY ADMINISTRATION 12.00 28.50 16.50
1705 LEGAL ADMINISTRATION
Admin. Adjudication Manager 1.00 1.00 0.00
Admin. Adjudication Aide 2.00 2.00 0.00
Paralegal/Office Coordinator 1.00 1.00 0.00
210
CITY OF EVANSTON
FY 2016 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Position Description
2015
Adopted
2016
Adopted Difference
Deputy City Attorney 1.00 1.00 0.00
Corporation Counsel/City Attorney 1.00 1.00 0.00
Assistant City Attorney I 1.00 1.00 0.00
Assistant City Attorney II 1.00 1.00 0.00
LEGAL ADMINISTRATION TOTAL 8.00 8.00 0.00
LAW DEPARTMENT 8.00 8.00 0.00
1905 ADMINISTRATIVE SERVICES ADMINISTRATION
Administrative Services Director, Deputy City Manager 0.00 1.00 1.00 Moved from 1905 / 1510
Digital Services Specialist 0.00 1.00 1.00 Reclassed from Digital Services Coordinator - BU 1510
Administrative Assistant 0.00 1.00 1.00 Moved from 2605; position reclassed from Exec Sec
Digital Services Manager 0.00 1.00 1.00 New Position
Administrative Secretary 1.00 0.00 -1.00 Moved to BU 1555
Management Analyst 1.00 1.00 0.00
Senior Management Analyst 1.00 0.00 -1.00 Moved to BU 1555
Budget Manager 1.00 0.00 -1.00 Moved to BU 1555
Assistant City Manager/Chief Financial Officer 1.00 0.00 -1.00 Moved to BU 1555
ADMINISTRATIVE SERVICES ADMIN TOTAL 5.00 5.00 0.00
1910 REVENUE
Customer Service Representative 3.00 0.00 -3.00 Moved to BU 1560
REVENUE TOTAL 3.00 0.00 -3.00
1915 PAYROLL
Payroll Manager 1.00 1.00 0.00
Payroll/Pension Specialist 0.00 1.00 1.00 Reclassed from Payroll/Pension Administrator
Payroll/Pension Administrator 1.50 0.50 -1.00 1 FTE reclassied to Payroll/Pension Specialist
PAYROLL TOTAL 2.50 2.50 0.00
1920 ACCOUNTING
Accounting Manager 1.00 0.00 -1.00 Moved to BU 1570
Accounts Payable Coordinator 1.00 0.00 -1.00 Moved to BU 1570
Senior Accountant 3.00 0.00 -3.00 Moved to BU 1570
Payroll Pension Administrator 0.50 0.00 -0.50 Moved to BU 1570
ACCOUNTING TOTAL 5.50 0.00 -5.50
1921 TAX ASSESSMENT REVIEW
Revenue/Tax Assessment Reviewer 1.00 0.00 -1.00 Moved to BU 1571
TAX ASSESSMENT REVIEW TOTAL 1.00 0.00 -1.00
1925 PURCHASING
MWEBE/LEP and Workforce Development Coordinator 0.50 0.00 -0.50 Moved to BU 1575
Business Workforce Development Coordinator 0.00 0.00 0.00 Moved to BU 1575
Purchasing Manager 1.00 0.00 -1.00 Moved to BU 1575
Purchasing Specialist 2.00 0.00 -2.00 Moved to BU 1575
PURCHASING TOTAL 3.50 0.00 -3.50
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 1.00 0.00
Human Resources Division Manager 1.00 1.00 0.00
Payroll Pension Administrator 0.50 0.50 0.00 Other .5 FTE in BU 1570
HUMAN RESOURCES TOTAL 6.50 6.50 0.00
1932 INFORMATION TECHNOLOGY
Database Administrator 1.00 0.00 -1.00 Reclassified to Broadcast Specialist BU 1510
Network Supervisor 0.00 1.00 1.00 Reclassified from Applications Specialist
GIS Analyst 1.00 1.00 0.00
IT Analyst 1.00 0.00 -1.00 Reclassified to Applications Analyst
Network Engineer 0.00 2.00 2.00 Reclassified from Secretary II from BU 2455 and ICMA Fellow 1505 & from
Network Administrator
Network Administrator 2.00 1.00 -1.00 1 FTE reclassified to Network Engineer
Programmer Analyst 1.00 1.00 0.00
Technical Support Specialist I 2.00 2.00 0.00
IT Division Manager 1.00 1.00 0.00
Applications Specialist 1.00 0.00 -1.00 Reclassified to Network Supervisor
Applications Analyst 0.00 1.00 1.00 Reclassified from IT Analyst
Technical Services Supervisor 1.00 0.00 -1.00 Reclassified from Tech Support Supervisor
Tech Support Supervisor 1.00 1.00 0.00 Reclassified to Technical Services Supervisor
INFORMATION TECHNOLOGY TOTAL 12.00 11.00 -1.00
1941 PARKING ENFORCEMENT AND TICKETS
Parking Enforcement Officer 10.00 10.00 0.00
Parking Operations Clerk 1.00 1.00 0.00
Parking Enforcement Supervisor 0.00 1.00 1.00 Reclassified from Parking Enforcement Coordinator
211
CITY OF EVANSTON
FY 2016 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Position Description
2015
Adopted
2016
Adopted Difference
Parking Enforcement Coordinator 1.00 0.00 -1.00 Reclassified to Parking Enforcement Supervisor
PARKING ENFORCEMENT AND TICKETS TOTAL 12.00 12.00 0.00
1950 FACILITIES
Operations/Maintenance Supervisor/Building 0.00 1.00 1.00 Reclassified from 2665
Maintenance & Operations Manager, Building/Special
Facilities 0.00 1.00 1.00 Reclassified from 2665
Facility Maintenance Technician 0.00 1.00 1.00 Reclassified from 2610
Facility Services Worker 0.00 1.00 1.00 Reclassified from 2610
Custodian I 0.00 1.00 1.00 Reclassified from 2677
Fac. Maint. Worker/Custodian II 0.00 1.00 1.00 Reclassified from 2677
Facilities Maint. Worker III 0.00 12.00 12.00 Reclassified from 2677
PT Custodian 0.00 0.20 0.20 Reclassified from 2677
Master Tradesman 0.00 2.00 2.00 Reclassified from 2677
FACILITIES TOTAL 0.00 20.20 20.20
ADMINISTRATIVE SERVICES DEPARTMENT 51.00 57.20 6.20
2101 COMMUNITY DEVELOPMENT ADMINISTRATION
Director, Community Development 0.75 0.75 0.00 0.25 in BU 5300
Management Analyst 1.00 1.00 0.00
Social Services Grants & Compliance Specialist 0.00 0.50 0.50 0.5 in BU 5220; reclassified from 2455
Exec Secretary (non-Dept Head)1.00 0.00 -1.00 Position eliminated during 2016 Budget
2101 COMMUNITY DEVELOPMENT ADMINISTRATION TOTAL 2.75 2.25 -0.50
2105 PLANNING AND ZONING
Senior Planner 1.00 1.00 0.00
Planning & Zoning Administrator 1.00 1.00 0.00
Neighborhood & Land Use Planer 1.00 1.00 0.00
Zoning Officer 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 1.00 0.00
Plan Review/Permits Supervisor 1.00 0.00 -1.00 Reclassed to Plan Reviewer
Plan Reviewer 0.00 1.00 1.00 Reclassed from Plan Review/Permits Supervisor
Building Construction Insp. Supervisor 1.00 1.00 0.00
Customer Service Representative 3.40 3.40 0.00
Civil Engineer III 0.00 1.00 1.00 Reclassified from BU 2625
Civil Engineer II/ROW Permits 0.00 1.00 1.00 Reclassified from BU 2630
Electrical Inspector/Plan Reviewer 0.00 1.00 1.00 Added during 2016 Budget process
Build/Insp Serv. Division Manager 0.85 0.85 0.00
2126 BUILDING INSPECTION SERVICES TOTAL 11.25 14.25 3.00
COMMUNITY DEVELOPMENT DEPARTMENT 19.00 21.50 2.50
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
Police Officer 83.00 83.00 0.00
Police Sergeant 11.00 11.00 0.00
Deputy Chief 1.00 1.00 0.00
PATROL OPERATIONS TOTAL 98.00 98.00 0.00
2215 CRIMINAL INVESTIGATION
Police Commander 1.00 1.00 0.00
Police Officer 12.00 12.00 0.00
Police Sergeant 2.00 2.00 0.00
Deputy Chief 1.00 1.00 0.00
CRIMINAL INVESTIGATION TOTAL 16.00 16.00 0.00
2225 SOCIAL SERVICES BUREAU
Victim Advocate 3.00 3.00 0.00
Social Services Manager 0.00 1.00 1.00 1 Young Advocate relassifed to Social Services Manager
Youth Advocate 2.00 1.00 -1.00 1 FTE reclassed to Social Services Manager
SOCIAL SERVICES BUREAU TOTAL 5.00 5.00 0.00
2230 JUVENILE BUREAU
Police Commander 1.00 1.00 0.00
Police Officer 7.00 7.00 0.00
212
CITY OF EVANSTON
FY 2016 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Position Description
2015
Adopted
2016
Adopted Difference
Police Sergeant 1.00 1.00 0.00
JUVENILE BUREAU TOTAL 9.00 9.00 0.00
2235 SCHOOL LIAISON
Police Officer 5.00 5.00 0.00
SCHOOL LIAISON TOTAL 5.00 5.00 0.00
2240 POLICE RECORDS
Dir, Police Records Bureau 1.00 1.00 0.00
Records Input Operator 4.00 4.00 0.00
Review Officer 2.00 2.00 0.00
POLICE RECORDS TOTAL 7.00 7.00 0.00
2245 COMMUNICATIONS
Tele communicator 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
Custodian I 1.00 0.00 -1.00 Moved to BU 2295
Management Analyst 1.00 1.00 0.00
Property Officer 1.00 0.00 -1.00 Moved to BU 2290
Service Desk Officer II 12.00 12.00 0.00
Deputy Chief 1.00 1.00 0.00
311/Service Desk Supervisor 1.00 1.00 0.00
311/Service Desk Assistant Supervisor 1.00 1.00 0.00
SERVICE DESK TOTAL 19.00 17.00 -2.00
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 1.00 0.00
OFFICE OF PROFESSIONAL STANDARDS TOTAL 3.00 3.00 0.00
2260 OFFICE OF ADMINISTRATION
Management Analyst 1.00 0.00 -1.00 Moved to BU 2290
Finance and Budget Manager 1.00 1.00 0.00
Training Coordinator 1.00 1.00 0.00
OFFICE OF ADMINISTRATION TOTAL 3.00 2.00 -1.00
2265 NEIGHBORHOOD ENFORCEMENT TEAM
Police Commander 1.00 1.00 0.00
Police Officer 12.00 12.00 0.00
Police Sergeant 2.00 2.00 0.00
NEIGHBORHOOD ENFORCEMENT TEAM TOTAL 15.00 15.00 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
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
Chief Animal Warden 1.00 0.00 -1.00 Position elminiated
PT Animal Warden 0.50 0.00 -0.50 Position elminiated
ANIMAL CONTROL TOTAL 2.50 1.00 -1.50
2285 PROBLEM SOLVING TEAM
Police Commander 1.00 1.00 0.00
Police Sergeant 1.00 1.00 0.00
Police Officer 8.00 8.00 0.00
PROBLEM SOLVING TEAM TOTAL 10.00 10.00 0.00
2290 PROPERTY BUREAU
Management Analyst 0.00 1.00 1.00 Moved from BU 2260
Property Officer 0.00 1.00 1.00 moved from BU 2250
PROPERTY BUREAU TOTAL 0.00 2.00 2.00
213
CITY OF EVANSTON
FY 2016 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Position Description
2015
Adopted
2016
Adopted Difference
2295 BUILDING MANAGEMENT
Custodian I 0.00 1.00 1.00 Moved from BU 2250
BUILDING MANAGEMENT TOTAL 0.00 1.00 1.00
POLICE DEPARTMENT 227.00 225.50 -1.50
2305 FIRE MANAGEMENT & SUPPORT
Clerk II 1.00 1.00 0.00
Administrative Secretary 0.00 0.00 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 2.00 2.00 0.00
Fire Captain 24.00 24.00 0.00
Firefighter 74.00 74.00 0.00
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 1.00 0.00
Exec Secretary (to Dept. Head)1.00 1.00 0.00
HEALTH SERVICES ADMINISTRATION TOTAL 2.00 2.00 0.00
2435 FOOD AND ENVIRONMENTAL HEALTH
Environmental Health Practitioner 3.00 3.00 0.00
Property Maint Inspector I 4.00 4.00 0.00
Secretary II 1.00 1.00 0.00
Communicable Dis Surv Specialist 1.00 1.00 0.00
Medical Director 0.10 0.10 0.00
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
Health Field Staff Supervisor 1.00 1.00 0.00
FOOD AND ENVIRONMENTAL HEALTH TOTAL 14.10 14.10 0.00
2440 VITAL RECORDS
Clerk III 1.00 1.00 0.00
VITAL RECORDS TOTAL 1.00 1.00 0.00
2455 COMMUNITY HEALTH PROGRAM ADMINISTRATION
Secretary II 1.00 0.00 -1.00 0.5 FTE moved to BU 2101, 0.5 FTE moved to BU 1932
Management Analyst 1.00 1.00 0.00
General Assistance Specialist 1.00 1.00 0.00
Administrative Supervisor 0.00 0.00 0.00
Medical Billing Clerk 1.00 1.00 0.00
Public Health Educator 1.00 1.00 0.00
COMMUNITY HEALTH PROGRAM ADMINISTR. TOTAL 5.00 4.00 -1.00
HEALTH AND HUMAN SERVICES DEPARTMENT 22.10 21.10 -1.00
2605 DIRECTOR OF PUBLIC WORKS
Part-Time Clerk 0.75 0.00 -0.75 Moved to Business Unit 4105
Director, Public Works 1.00 0.00 -1.00 Eliminated during the 2016 Budget process
Exec Secretary (to Dept. Head)1.00 0.00 -1.00 Moved to BU 1905
Administrative Supervisor 1.00 0.00 -1.00 Reclassified to Special Project Assistant; Moved to Business Unit 4105
Special Projects Assistant 0.50 0.00 -0.50 Moved to Business Unit 4105
DIRECTOR OF PUBLIC WORKS TOTAL 4.25 0.00 -4.25
2610 MUNICIPAL SERVICE CENTER
Facility Maintenance Technician 1.00 0.00 -1.00 Moved to Business Unit 1950
Facility Services Worker 1.00 0.00 -1.00 Moved to Business Unit 1950
MUNICIPAL SERVICE CENTER TOTAL 2.00 0.00 -2.00
2620 INFRASTRUCTURE & ENGINEERING ADMINISTRATION
Special Project Assistant 0.50 0.00 -0.50 Moved to Business Unit 4105
Assistant Director of Public Works - Engineering &
Infrastructure 1.00 0.00 -1.00 Moved to Business Unit 4430
Senior Project Manager, Facilities/Parks 1.00 0.00 -1.00 Moved to Business Unit 4410
Senior Project Manager, Construction/Design 1.00 0.00 -1.00 Moved to Business Unit 4410
214
CITY OF EVANSTON
FY 2016 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Position Description
2015
Adopted
2016
Adopted Difference
Senior Project Manager, Traffic/ROW Permits 1.00 0.00 -1.00 Moved to Business Unit 4420
INFRASTRUCTURE & ENGINEERING ADMIN.4.50 0.00 -4.50
2625 ENGINEERING
Civil Engineer II 2.00 0.00 -2.00 Moved to Business Unit 4410 & 4440
Civil Engineer III 1.00 0.00 -1.00 Reclassified to BU 2126
Engineering Associate II 2.00 0.00 -2.00 Moved to Business Unit 4410 & 4440
ADA/CIP Project Manager 1.00 0.00 -1.00 Moved to Business Unit 4430
Construction Inspector 1.00 0.00 -1.00 Moved to Business Unit 4410
ENGINEERING TOTAL 7.00 0.00 -7.00
2630 TRAFFIC ENGINEERING
Civil Engineer II 1.00 0.00 -1.00 Reclassified to BU 2126
Traffic Engineering Technician 0.50 0.00 -0.50 Moved to Business Unit 4420
TRAFFIC ENGINEERING TOTAL 1.50 0.00 -1.50
2640 TRAFFIC SIGNAL & STREET LIGHT MAINTENANCE
Traffic Electrician Leader 1.00 0.00 -1.00 Moved to Business Unit 4520
Traffic Electrician 3.00 0.00 -3.00 Moved to Business Unit 4520
TRAFFIC SIGNAL & STREET LIGHT MAINT. TOTAL 4.00 0.00 -4.00
2650 PARKS & FORESTRY ADMINISTRATION
Arborist 1.00 0.00 -1.00 Moved to Business Unit 4320
Special Projects Assistant 0.50 0.00 -0.50 Moved to Business Unit 4105
Assistant Director of Public Works - Forestry 1.00 0.00 -1.00 Moved to Business Unit 4105; Reclassed to Bureau Chief BU 4300
Greenway Supervisor 1.00 0.00 -1.00 Moved to Business Unit 4320 & 4330
PARKS & FORESTRY ADMINISTRATION TOTAL 3.50 0.00 -3.50
2655 PARKS & FORESTRY MAINTENANCE AND OPERATIONS
Equipment Operator II 3.00 0.00 -3.00 Moved to Business Unit 4330
General Tradesman 1.00 0.00 -1.00 Moved to Business Unit 4330
Parks/Forestry Crew Leader 6.00 0.00 -6.00 Moved to Business Unit 4320 & 4330
Parks/Forestry Worker II 1.00 0.00 -1.00 Moved to Business Unit 4330
Parks/Forestry Worker III 19.00 0.00 -19.00 Moved to Business Unit 4320 & 4330
PARKS & FORESTRY MAINT. AND OPER. TOTAL 30.00 0.00 -30.00
2665 OPERATIONS & MAINTENANCE ADMINISTRATION
Operations/Maintenance Manager, Streets/Sanitation 1.00 0.00 -1.00 Moved to Business Unit 4510
Special Projects Assistant 0.50 0.00 -0.50 Moved to Business Unit 4105
Assistant Director of Public Works - Operations &
Maintenance 1.00 0.00 -1.00 Moved to Business Unit 4500; reclassified to Bureau Chief
Maintenance & Operations Chief, Streets/Environmental
Services 1.00 0.00 -1.00 Moved to Business Unit 4105
Supervisor: Streets 0.00 0.00 0.00 Moved to Business Unit 4500
Operations/Maintenance Supervisor/HVAC 1.00 0.00 -1.00 Moved to Business Unit 4520
Operations/Maintenance Supervisor/Building 1.00 0.00 -1.00 Moved to Business Unit 1950
Maintenance & Operations Manager, Building/Special
Facilities 1.00 0.00 -1.00 Moved to Business Unit 1950
OPERATIONS & MAINTENANCE ADMINISTR. TOTAL 6.50 0.00 -6.50
2670 STREET AND ALLEY MAINTENANCE
Equipment Operator I 1.00 0.00 -1.00 .5 FTE Moved to Business Unit 4510, .5 FTE moved to Business Unit 4310
Equipment Operator II 10.00 0.00 -10.00 Moved to Business Unit 4510
Equipment Operator III 3.00 0.00 -3.00 1 FTE moved to Business Unit 4310, 2 FTE moved to Business Unit 4510
Public Works Maint. Worker II 3.00 0.00 -3.00 2 FTE moved to Business Unit 4310, 1 FTE moved to 4510, 1 FTE moved to 4520
Public Works Maint. Worker III 3.00 0.00 -3.00 Moved to Business Unit 4520
PW Crew Leader 2.00 0.00 -2.00 Moved to Business Unit 4510
STREET AND ALLEY MAINTENANCE TOTAL 22.00 0.00 -22.00
2675 BUSINESS DISTRICT - PARK MAINTENANCE
Equipment Operator II 1.00 0.00 -1.00 Moved to Business Unit 4310
Parks/Forestry Crew Leader 1.00 0.00 -1.00 Moved to Business Unit 4310
Parks/Forestry Worker II 3.00 0.00 -3.00 Moved to Business Unit 4330
Public Works Maint. Worker II 1.00 0.00 -1.00 Moved to Business Unit 4310
BUSINESS DISTRICT - PARK MAINTENANCE TOTAL 6.00 0.00 -6.00
2677 FACILITIES
Custodian I 1.00 0.00 -1.00 Reclassified to BU 1950
Fac. Maint. Worker/Custodian II 1.00 0.00 -1.00 Reclassified to BU 1950
Facilities Maint. Worker III 12.00 0.00 -12.00 Reclassified to BU 1950
PT Custodian 0.20 0.00 -0.20 Reclassified to BU 1950
Master Tradesman 2.00 0.00 -2.00 Reclassified to BU 1950
FACILITIES TOTAL 16.20 0.00 -16.20
PUBLIC WORKS DEPARTMENT 107.45 0.00 -107.45
4105 PUBLIC WORKS AGENCY ADMIN
Public Works Agency Director 0.00 0.50 0.50 .5 FTE reclassified from Utilities Director in BU 7100 (Water Fund)
Part-Time Clerk 0.00 0.75 0.75 Moved from Business Unit 2605
215
CITY OF EVANSTON
FY 2016 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Position Description
2015
Adopted
2016
Adopted Difference
Special Projects Assistant 0.00 3.00 3.00
.5 FTE moved from Business Unit 2605, .5 FTE from 2620, 1 FTE reclassified
from Administrative Supervisor - PW in BU 2605, .5 FTE moved from BU
2650, .5 FTE moved from BU 2665
Ops and Maint Mgr: Streets/San 0.00 1.00 1.00 Moved from Business Unit 2665
PUBLIC WORKS AGENCY ADMIN TOTAL 0.00 5.25 5.25
4300 ENVIRONMENTAL SERVICES
Environmental Services Bureau Chief 0.00 1.00 1.00 Reclassified from PW Asst. Director, Forestry
ENVIRONMENTAL SERVICES TOTAL 0.00 1.00 1.00
4310 RECYCLING AND ENVIRONMENTAL MAINTAINENCE
Equipment Operator I 0.00 1.00 1.00 Moved from Business Unit 2670
Equipment Operator II 0.00 1.00 1.00 Moved from Business Unit 2675
Equipment Operator III 0.00 1.00 1.00 Moved from Business Unit 2670
Public Works Maint Wrkr II 0.00 3.00 3.00 1 FTE Moved from Business Unit 2675, 2 FTE moved from BU 2670
PW Crew Leader 0.00 1.00 1.00 Moved from Business Unit 2675
RECYCLING AND ENVIRONMENTAL MAINTAINENCE TOTAL 0.00 7.00 7.00
4320 FORESTRY
Arborist 0.00 1.00 1.00 Moved from Business Unit 2650
Equipment Operator II 0.00 1.00 1.00 Moved from Business Unit 2655
Parks/Forestry Crew Leader 0.00 3.00 3.00 Moved from Business Unit 2655
Parks/Forestry Worker III 0.00 13.00 13.00 Moved from Business Unit 2655
FORESTRY TOTAL 0.00 18.00 18.00
4330 GREENWAYS
Equipment Operator II 0.00 3.00 3.00 Moved from Business Unit 2655
General Tradesman 0.00 1.00 1.00 Moved from Business Unit 2655
Greenway Supervisor 0.00 1.00 1.00 Moved from Business Unit 2650
Parks/Forestry Crew Leader 0.00 3.00 3.00 Moved from Business Unit 2655
Parks/Forestry Worker II 0.00 4.00 4.00 Moved from Business Unit 2675 & 2665
Parks/Forestry Worker III 0.00 5.00 5.00 Moved from Business Unit 2655
GREENWAYS TOTAL 0.00 17.00 17.00
4400 CAPITAL PLANNING & ENGINEERING
Bureau Chief 0.00 0.50 0.50 .5 FTE Funded from Water Fund
CAPITAL PLANNING & ENGINEERING TOTAL 0.00 0.50 0.50
4410 STREETS AND RIGHT OF WAY
Civil Engineer III 0.00 1.00 1.00 Moved from Business Unit 7115
Civil Engineer II 0.00 1.00 1.00 Moved from Business Unit 2625
Construction Inspector 0.00 1.00 1.00 Moved from Business Unit 2625
Engineering Associate II 0.00 1.00 1.00 Moved from Business Unit 2625
Sr Prjct Mgr: Construct/Design 0.00 2.00 2.00 Moved from Business Unit 2620, 1 FTE reclassed from PW Asst Dir: Engineering
STREETS AND RIGHT OF WAY TOTAL 0.00 6.00 6.00
4420 TRANSPORTATION
Sr Proj Mgr: Traf/ROW/Permits 0.00 1.00 1.00 Moved from Business Unit 2620
Traffic Engineering Technician 0.00 0.50 0.50 Moved from Business Unit 2630
TRANSPORTATION TOTAL 0.00 1.50 1.50
4430 PARKS AND FACILITIES
ADA/CIP Project Manager 0.00 1.00 1.00 Moved from Business Unit 2625
Sr Project Mgr: Facilities/Parks 0.00 1.00 1.00 Moved from Business Unit 2620
PARKS AND FACILITIES TOTAL 0.00 2.00 2.00
4500 INFRASTRUCTURE MAINTENANCE
Infrastructure Maintenance Bureau Chief 0.00 1.00 1.00 Moved from Business Unit 2665, reclassified from PW Asst Dir: Ops& Maint
INFRASTRUCTURE MAINTENANCE TOTAL 0.00 1.00 1.00
4510 STREET MAINTENANCE
Equipment Operator II 0.00 11.00 11.00 2 FTE moved from BU 2655, 9 FTE moved from 2670
Equipment Operator III 0.00 2.00 2.00 Moved from Business Unit 2670
Public Works Maint Wrkr II 0.00 1.00 1.00 Moved from Business Unit 2670
PW Crew Leader 0.00 2.00 2.00 Moved from Business Unit 2670
Supervisor: Streets 0.00 1.00 1.00 Moved from Business Unit 2670
4510 STREET MAINTENANCE TOTAL 0.00 17.00 17.00
4520 TRAFFIC SIGNS AND STREET LIGHT MAINTENANCE
HVAC/Elect. Supervisor 0.00 1.00 1.00 Moved from Business Unit 2677
Public Works Maint Wrkr II 0.00 1.00 1.00 Moved from Business Unit 2670
Public Works Maint Wrkr III 0.00 2.00 2.00 Moved from Business Unit 2670
Traffic Electrician 0.00 3.00 3.00 Moved from Business Unit 2640
Traffic Electrician Leader 0.00 1.00 1.00 Moved from Business Unit 2640
4520 TRAFFIC SIGNS AND STREET LIGHT MAINTENANCE TOTAL 0.00 8.00 8.00
PUBLIC WORKS AGENCY 0.00 84.25 84.25
3005 RECREATION MANAGEMENT & GENERAL SUPPORT
216
CITY OF EVANSTON
FY 2016 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Position Description
2015
Adopted
2016
Adopted Difference
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
3005 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 1.00 0.00
3010 RECREATION BUSINESS & FISCAL MANAGEMENT 3.00 3.00 0.00
3020 RECREATION GENERAL SUPPORT
Asst. Director of Recr. & Comm. Services 2.00 2.00 0.00
Program Coordinator 0.40 0.40 0.00
3020 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 1.00 0.00
Fac Maint. Worker/Cust II 1.00 1.00 0.00
Recreation Program Coordinator 1.00 1.00 0.00
PT After School Supervisor 0.50 0.50 0.00
PT Preschool Instructor 1.46 1.46 0.00
PT Custodian 1.60 1.60 0.00
Preschool Program Supervisor 1.00 1.00 0.00
3030 CROWN COMMUNITY CENTER TOTAL 8.56 8.56 0.00
3035 CHANDLER COMMUNITY CENTER
Clerk III 0.75 0.75 0.00
Recreation Manager 1.00 1.00 0.00
Recreation Program Coordinator 2.00 2.00 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
3035 CHANDLER COMMUNITY CENTER TOTAL 6.48 6.48 0.00
3040 FLEETWOOD JOURDAIN COMMUNITY CENTER
Clerk II 0.50 0.00 -0.50 0.5 FTE moved to Crown in 2015
Clerk III 1.70 0.70 -1.00 1.0 FTE reclassed to Office Coordinator
Office Coordinator 0.00 1.00 1.00 1.0 Position reclassed from Clerk III
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
Weekend/Evening Coordinator 1.00 0.00 -1.00 Position reclassed to Program Supervisor in 2015
Program Supervisor 0.75 1.25 0.50 Program Super reclass, night/weekend coord reclass
After School Supervisor 0.00 0.50 0.50 Program supervisor position reclassed to afterschool supervisor in 2015
PT Custodian 0.50 0.50 0.00
3040 FLEETWOOD JOURDAIN COMM. CENTER TOTAL 7.45 6.95 -0.50
3045 FLEETWOOD JOURDAIN THEATER
Recreation Program Coordinator 1.00 1.00 0.00
3045 FLEETWOOD JOURDAIN THEATER TOTAL 1.00 1.00 0.00
3050 RECREATION OUTREACH
Program Supervisor 0.50 0.50 0.00
3050 RECREATION OUTREACH 0.50 0.50 0.00
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 0.75 0.75 0.00
Facilities Supervisor 1.38 1.38 0.00
FT Bus Driver 0.00 0.00 0.00
PT Bus Driver 1.00 1.00 0.00
PT Custodian 1.37 1.37 0.00
Senior Citizen Ombudsman 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 0.00 1.50 1.50 Reclassed From Clerk III in 2015, plus 0.5 From 3040
217
CITY OF EVANSTON
FY 2016 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Position Description
2015
Adopted
2016
Adopted Difference
Clerk III 2.00 0.00 -2.00 Reclassed to Clerk II and Office Coordinator
Secretary II 0.00 0.00 0.00
Office Coordinator 0.00 1.00 1.00 Reclassed from Clerk III
Recreation Program Coordinator 1.00 1.00 0.00
Program Supervisor 1.00 0.00 -1.00 Program Supervisor reclassed to Assistant Program Coordinator
Assistant Program Coordinator 0.00 1.00 1.00 Program Supervisor reclassed to Assistant Program Coordinator
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 6.99 7.49 0.50
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
Youth-Young Adult Ast. Prog. Mgr.1.00 1.00 0.00
MWEBE/LEP and Workforce Development Coordinator 0.50 0.50 0.00
Youth-Young Adult Outreach Worker 1.90 2.90 1.00 Position added during 2016 Budget process; funded from Good Neighbor
Fund
Community Services Manager 1.00 1.00 0.00
Youth-Young Adult Outreach Development Worker 3.00 3.00 0.00
YOUTH ENGAGEMENT TOTAL 7.40 8.40 1.00
3225 GIBBS-MORRISON CULTURAL CENTER
Facilities Coordinator 0.00 0.50 0.50 Added during 2016 Budget process
Facilities Supervisor 0.00 1.00 1.00 Added during 2016 Budget process
GIBBS-MORRISON CULTURAL CENTER TOTAL 0.00 1.50 1.50
3605 ECOLOGY CENTER
Clerk III 1.00 1.00 0.00
Recreation Program Coordinator 1.00 1.00 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
Program Supervisor 1.00 1.00 0.00
ECOLOGY CENTER TOTAL 3.77 3.77 0.00
3710 NOYES CULTURAL ARTS CENTER
Facilities Maint. Worker II 1.00 0.00 -1.00 Reclassed to night/weekend coord in 2015
Office Assistant 0.35 0.35 0.00
Weekend/Evening Coordinator 0.00 1.00 1.00 reclassed from Custodian
PT Custodian 1.52 1.52 0.00
NOYES CULTURAL ARTS CENTER TOTAL 2.87 2.87 0.00
3720 CULTURAL ARTS PROGRAMS
Recreation Program Coordinator 1.00 1.00 0.00
Festival Coordinator 0.60 1.00 0.40 0.4 FTE added during the 2016 Budget process
CULTURAL ARTS PROGRAMS TOTAL 1.60 2.00 0.40
PARKS, RECREATION, & COMM. SERV. DEPT.74.23 77.13 2.90
General Fund 633.78 636.18 2.40
2499 GENERAL ASSISTANCE ADMINISTRATION
Customer Service Representative 1.00 1.00 0.00
Human Services Specialist 0.00 0.00 0.00
General Assistance Specialist 3.00 3.00 0.00
GENERAL ASSISTANCE ADMINISTRATION TOTAL 4.00 4.00 0.00
GENERAL ASSISTANCE FUND 4.00 4.00 0.00
218
CITY OF EVANSTON
FY 2016 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Position Description
2015
Adopted
2016
Adopted Difference
4805 YOUTH SERVICES
Librarian I 4.09 3.50 -0.59
Librarian III 1.00 1.00 0.00
Supervising Librarian 1.00 1.00 0.00
Library Assistant 5.21 6.60 1.39
YOUTH SERVICES TOTAL 11.30 12.10 0.80
4806 ADULT SERVICES
Librarian I 5.03 5.03 0.00
Supervising Librarian 1.00 1.00 0.00
Library Assistant 3.37 2.37 -1.00
Technology Associate 0.00 2.80 2.80
Library Clerk 2.80 0.00 -2.80
Administrative Librarian 1.00 1.00 0.00
Virtual Services Librarian 1.00 1.00 0.00
ADULT SERVICES TOTAL 14.20 13.20 -1.00
4820 CIRCULATION
Circulation Manager 1.00 1.00 0.00
Assistant Circulation Manager 0.00 1.00 1.00
Clerk III 1.00 0.00 -1.00
Library Aide II 1.53 3.28 1.75
Library Clerk 5.94 5.17 -0.77
Shelver 5.85 4.43 -1.42
CIRCULATION TOTAL 15.32 14.88 -0.44
4825 NEIGHBORHOOD SERVICES
Librarian II 1.00 1.00 0.00
Librarian I 0.21 0.00 -0.21
Branch Assistant 3.21 3.36 0.15
Library Clerk 1.59 1.57 -0.02
NEIGHBORHOOD SERVICES TOTAL 6.01 5.93 -0.08
4835 TECHNICAL SERVICES
Librarian I 1.67 0.67 -1.00
Librarian III 1.00 1.00 0.00
Library Assistant 2.00 2.75 0.75
Collection Development Manager 0.00 1.00 1.00
Library Clerk 2.28 1.53 -0.75
TECHNICAL SERVICES TOTAL 6.95 6.95 0.00
4840 MAINTENANCE
Custodian II 2.00 2.00 0.00
Custodian I 0.67 0.67 0.00
Security Monitor 1.67 2.67 1.00
Facilities Management Supervisor 1.00 1.00 0.00
MAINTENANCE TOTAL 5.34 6.34 1.00
4845 ADMINISTRATION
Bookkeeper 1.00 1.00 0.00
Clerk III 1.00 1.00 0.00
Director, Library 1.00 1.00 0.00
Assistant Library Director 0.00 1.00 1.00
Administrative Services Manager 1.00 0.00 -1.00
Administrative Assistant 1.33 0.00 -1.33
Development Associate 0.00 0.67 0.67
Development Manager 1.00 1.00 0.00
Community Engagement Coordinator 0.00 0.80 0.80
Community Engagement Librarian 1.00 1.00 0.00
ADMINISTRATION TOTAL 7.33 7.47 0.14
LIBRARY FUND 66.45 66.87 0.42
5005 NSP2
Housing and Grant Administrator 0.25 0.20 -0.05 0.05 to BU 5220
NSP2 Compliance Specialist 0.25 0.25 0.00 Reclassified to Grants and Compliance Specialist in BU 5220
NSP2 TOTAL 0.50 0.45 -0.05
NSP2 FUND 0.50 0.45 -0.05
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
219
CITY OF EVANSTON
FY 2016 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Position Description
2015
Adopted
2016
Adopted Difference
Build/Insp. Serv. Division Manager 0.15 0.15 0.00
HOUSING REHABILITATION TOTAL 1.75 1.75 0.00
5220 CDBG ADMINISTRATION
Housing Planner 0.60 0.00 -0.60 Position reclassified to Housing Policy & Planning Analyst
Housing Policy & Planning Analyst 0.00 0.00 0.00 Position reclassified to Housing Policy and Planning Analyst; 0.50 BU 5465
and 0.50 in BU 5430
Housing and Grant Administrator 0.75 0.80 0.05 Increased by 0.05 from BU 5005
PT Financial Analyst 0.50 0.50 0.00
NSP2 Compliance Specialist 0.75 0.00 -0.75 Reclassified to Grants and Compliance Specialist
Grants and Compliance Specialist 0.00 1.00 1.00 Reclassified from NSP2 Compliance Specialist, other .25 FTE from BU 5005
Social Services Grants and Compliance Specialist 0.00 0.50 0.50
CDBG ADMINISTRATION TOTAL 2.60 2.80 0.20
CDBG ADMINISTRATION FUND 4.35 4.55 0.20
5300 ECONOMIC DEVELOPMENT FUND
Director, Community Development 0.25 0.25 0.00
Senior Economic Development Coordinator 1.00 1.00 0.00
Economic Development Coordinator 1.00 1.00 0.00
Economic Development Division Mgr.1.00 1.00 0.00
Intergovernmental Affairs Coordinator 1.00 0.00 -1.00 Position reclassified to Transportation and Mobility Coordinator
Transportation and Mobility Coordinator 0.00 1.00 1.00 Position reclassified from Intergovernmental Affairs Coordinator
ICMA Fellow 1.00 0.50 -0.50 0.5 FTE reclassed to Network Engineer in BU 1932
Economic Development Specialist 1.00 1.00 0.00
ECONOMIC DEVELOPMENT FUND TOTAL 6.25 5.75 -0.50
ECONOMIC DEVELOPMENT FUND 6.25 5.75 -0.50
5430 HOME FUND
Housing Policy & Planning Analyst 0.00 0.50 0.50 Position reclassified from Housing Planner; .50 5465 and BU 5430
Housing Planner 0.40 0.00 -0.40 Position reclassified to Housing Policy & Planning Analyst
HOME FUND 0.40 0.50 0.10
5465 AFFORDABLE HOUSING FUND
Housing Policy & Planning Analyst 0.00 0.50 0.50 Reclassified from Housing Planner, from BU 5220
AFFORDABLE HOUSING FUND 0.00 0.50 0.50
4420 TRANSPORTATION
Traffic Engineering Technician 0.00 0.50 0.50 .5 FTE moved from 7005
TRANSPORTATION TOTAL 0.00 0.50 0.50
4510 STREET MAINTENANCE
Public Works Maint Wrkr II 0.00 1.00 1.00 Moved from 7015
STREET MAINTENANCE TOTAL 0.00 1.00 1.00
4310 RECYCLING AND ENVIRONMENTAL MAINTENANCE
Public Works Maint Wrkr II 0.00 1.00 1.00 Moved from 7015
Sanitation Supervisor 0.00 1.00 1.00 Moved from 7015
RECYCLING AND ENVIRONMENTAL MAINTENANCE TOTAL 0.00 2.00 2.00
4330 GREENWAYS
Public Works Maint Wrkr II 0.00 2.00 2.00 2 FTE Moved from 7015
GREENWAYS TOTAL 0.00 2.00 2.00
7005 PARKING SYSTEM MANAGEMENT
Finance Operations Coordinator 1.00 1.00 0.00
Traffic Engineering Technician 0.50 0.00 -0.50 .5 FTE moved to 4420
Parking Facilities Supervisor 1.00 1.00 0.00
Customer Service Representative 3.00 3.00 0.00
Revenue/Parking Manager 1.00 1.00 0.00
PARKING SYSTEM MANAGEMENT TOTAL 6.50 6.00 -0.50
7015 PARKING LOTS & METERS
Parking Repair Worker 3.00 3.00 0.00
Public Works Maint Wrkr II 4.00 0.00 -4.00
Sanitation Supervisor 1.00 0.00 -1.00
PARKING LOTS & METERS TOTAL 8.00 3.00 -5.00
7037 MAPLE AVENUE GARAGE
Public Works Maint Wrkr II 1.00 1.00 0.00
MAPLE AVENUE GARAGE TOTAL 1.00 1.00 0.00
PARKING SYSTEM FUND 15.50 15.50 0.00
7100 WATER GENERAL SUPPORT
Superintendent, Water Production 1.00 0.00 -1.00
Exec Secretary (non-Dept Head)1.00 0.00 -1.00
Management Analyst 1.00 0.00 -1.00
220
CITY OF EVANSTON
FY 2016 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Position Description
2015
Adopted
2016
Adopted Difference
Utilities Project Manager 1.00 0.00 -1.00
Superintendent, Const & Fld Svcs 1.00 0.00 -1.00
Director, Utilities 1.00 0.00 -1.00
WATER GENERAL SUPPORT TOTAL 6.00 0.00 -6.00
7105 PUMPING
Division Chief, Pumping 1.00 0.00 -1.00
Water/Sewer Mechanic 3.00 0.00 -3.00
Water Maintenance Supervisor 1.00 0.00 -1.00
Water Worker I 1.00 0.00 -1.00
Water Plant Operator 5.00 0.00 -5.00
PUMPING TOTAL 11.00 0.00 -11.00
7110 FILTRATION
Chemist 1.00 0.00 -1.00
Division Chief, Filtration 1.00 0.00 -1.00
Water/Sewer Mechanic 3.00 0.00 -3.00
Microbiologist 1.00 0.00 -1.00
Water Maintenance Supervisor 1.00 0.00 -1.00
Water Worker I 1.00 0.00 -1.00
Water Worker II 1.00 0.00 -1.00
Water Plant Operator 5.00 0.00 -5.00
FILTRATION TOTAL 14.00 0.00 -14.00
7115 DISTRIBUTION
Civil Engineer III 1.00 0.00 -1.00
Division Chief, Distribution 0.50 0.00 -0.50
Engineering/GIS Technician 1.00 0.00 -1.00
Plumbing Inspector 0.50 0.00 -0.50
Water Worker I 2.00 0.00 -2.00
Water/Sewer Crew Leader 3.00 0.00 -3.00
Water Distribution Supervisor 1.00 0.00 -1.00
Water Worker III 3.00 0.00 -3.00
DISTRIBUTION TOTAL 12.00 0.00 -12.00
7120 WATER METER MAINTENANCE
PT Clerk 0.50 0.00 -0.50
Cust. Svs./Wtr Bill Coordinator 0.00 0.00 0.00
Meter Service Coordinator 1.00 0.00 -1.00
WATER METER MAINTENANCE TOTAL 1.50 0.00 -1.50
4105 PUBLIC WORKS AGENCY ADMIN
Director of Public Works Agency 0.00 0.50 0.50
Divison Chief, Distribution 0.00 0.50 0.50
Exec Secretary 0.00 1.00 1.00
Plumbing Inspector 0.00 0.50 0.50
PUBLIC WORKS AGENCY ADMIN TOTAL 0.00 2.50 2.50
4200 WATER PRODUCTION
Management Analyst 0.00 1.00 1.00 Moved from Business Unit 7100
Water Production Superintendent 0.00 1.00 1.00 Moved from Business Unit 7100
WATER PRODUCTION TOTAL 0.00 2.00 2.00
4208 WATER BILLING
Cust. Svc./Wtr Bill Coordinator 0.00 1.00 1.00 Moved from Business Unit 7120
Part Time Clerk 0.00 0.50 0.50 Moved from Business Unit 7120
WATER BILLING TOTAL 0.00 1.50 1.50
4210 PUMPING
Division Chief, Pumping 0.00 1.00 1.00 Moved from Business Unit 7105
Water Maintenance Supervisor 0.00 1.00 1.00 Moved from Business Unit 7105
Water Plant Operator 0.00 5.00 5.00 Moved from Business Unit 7105
Water Worker I 0.00 1.00 1.00 Moved from Business Unit 7105
Water Worker II 0.00 1.00 1.00 Moved from Business Unit 7105
Water/Sewer Mechanic 0.00 3.00 3.00 Moved from Business Unit 7105
PUMPING TOTAL 0.00 12.00 12.00
4220 FILTRATION
Chemist 0.00 1.00 1.00 Moved from Business Unit 7110
Division Chief, Filtration 0.00 1.00 1.00 Moved from Business Unit 7110
Microbiologist 0.00 1.00 1.00 Moved from Business Unit 7110
Water Maintenance Supervisor 0.00 1.00 1.00 Moved from Business Unit 7110
Water Plant Operator 0.00 5.00 5.00 Moved from Business Unit 7110
Water Worker I 0.00 1.00 1.00 Moved from Business Unit 7110
Water Worker II 0.00 1.00 1.00 Moved from Business Unit 7110
Water/Sewer Mechanic 0.00 3.00 3.00 Moved from Business Unit 7110
FILTRATION TOTAL 0.00 14.00 14.00
221
CITY OF EVANSTON
FY 2016 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Position Description
2015
Adopted
2016
Adopted Difference
4400 CAPITAL PLANNING & ENGINEERING
Bureau Chief 0.00 0.50 0.50 .5 FTE funded by General Fund
CAPITAL PLANNING & ENGINEERING TOTAL 0.00 0.50 0.50
4440 WATER AND SEWER CAPITAL
Civil Engineer II 0.00 1.00 1.00 Moved from Business Unit 2625
GIS / Engineering Technician 0.00 1.00 1.00 Moved from Business Unit 7115
Utilities Project Manager 0.00 1.00 1.00 Moved from Business Unit 7110
WATER AND SEWER CAPITAL TOTAL 0.00 3.00 3.00
4540 DISTRIBUTION MAINTENANCE
Water Distribution Supervisor 0.00 1.00 1.00 Moved from Business Unit 7115
Water Worker I 0.00 2.00 2.00 Moved from Business Unit 7115
Water Worker III 0.00 3.00 3.00 Moved from Business Unit 7115
Water / Sewer Crew Leader 0.00 3.00 3.00 Moved from Business Unit 7115
DISTRIBUTION MAINTENANCE TOTAL 0.00 9.00 9.00
WATER FUND 44.50 44.50 0.00
7400 SEWER MAINTENANCE
Division Chief, Distribution 0.50 0.00 -0.50
Engineering/GIS Technician 1.00 0.00 -1.00
Plumbing Inspector 0.50 0.00 -0.50
Water Worker I 2.00 0.00 -2.00
Water Worker II 1.00 0.00 -1.00
Water/Sewer Crew Leader 4.00 0.00 -4.00
Sewer Supervisor 1.00 0.00 -1.00
Sustainability Fellow 0.33 0.00 -0.33
Water Worker III 1.00 0.00 -1.00
SEWER MAINTENANCE TOTAL 11.33 0.00 -11.33
4105 PUBLIC WORKS AGENCY ADMIN
Division Chief, Distribution 0.00 0.50 0.50 Moved from Business Unit 7400, .5 FTE funded in Water Fund
Plumbing Inspector 0.00 0.50 0.50 Moved from Business Unit 7400, .5 FTE funded in Water Fund
PUBLIC WORKS AGENCY ADMIN TOTAL 0.00 1.00 1.00
4310 REFUSE COLLECTION & DISPOSAL
Sustainability Fellow 0.00 0.33 0.33
REFUSE COLLECTION & DISPOSAL TOTAL 0.00 0.33 0.33
4440 WATER AND SEWER CAPITAL
GIS / Engineering Technician 0.00 1.00 1.00 Moved from Business Unit 7400
WATER AND SEWER CAPITAL TOTAL 0.00 1.00 1.00
4530 SEWER MAINTENANCE
Senior Sewer Supervisor 0.00 1.00 1.00 Moved from Business Unit 7400
Water Worker I 0.00 2.00 2.00 Moved from Business Unit 7400
Water Worker II 0.00 1.00 1.00 Moved from Business Unit 7400
Water Worker III 0.00 1.00 1.00 Moved from Business Unit 7400
Water/Sewer Crew Leader 0.00 4.00 4.00 Moved from Business Unit 7400
SEWER MAINTENANCE TOTAL 0.00 9.00 9.00
SEWER MAINTENANCE FUND 11.33 11.33 0.00
7685 REFUSE COLLECTION & DISPOSAL
Equipment Operator II 1.00 0.00 -1.00 Moved from Business Unit 4310
REFUSE COLLECTION & DISPOSAL TOTAL 1.00 0.00 -1.00
7690 RESIDENTIAL RECYCLING COLLECTION
Sustainability Fellow 0.66 0.00 -0.66 Moved from Business Unit 4310
Equipment Operator II 8.00 0.00 -8.00 Moved from Business Unit 4310
RESIDENTIAL RECYCLING COLLECTION TOTAL 8.66 0.00 -8.66
4310 REFUSE COLLECTION & DISPOSAL
Sustainability Fellow 0.00 0.66 0.66 .66 FTE from 7690, other .33 FTE funded Sewer Fund
Equipment Operator II 0.00 9.00 9.00 Moved from Business Unit 7690, 7685
REFUSE COLLECTION & DISPOSAL TOTAL 0.00 9.66 9.66
SOLID WASTE FUND 9.66 9.66 0.00
7705 GENERAL SUPPORT
Fleet Services Manager 1.00 1.00 0.00
Auto Shop Supervisor 1.00 1.00 0.00
GENERAL SUPPORT TOTAL 2.00 2.00 0.00
7710 MAJOR MAINTENANCE
222
CITY OF EVANSTON
FY 2016 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Position Description
2015
Adopted
2016
Adopted Difference
Equipment Mechanic III 7.00 7.00 0.00
PT Junior Mechanic 1.50 1.50 0.00
Lead Mechanic 1.00 1.00 0.00
Fleet Operations Coordinator 1.00 1.00 0.00
MAJOR MAINTENANCE TOTAL 10.50 10.50 0.00
FLEET SERVICES FUND 12.50 12.50 0.00
7800 RISK MANAGEMENT
Exec. Secretary (to Dept. Head)1.00 1.00 0.00
Administrative Secretary 0.00 0.00 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 4.00 4.00 0.00
7801 EMPLOYEE BENEFITS
Insurance Administrator 1.00 1.00 0.00
EMPLOYEE BENEFITS TOTAL 1.00 1.00 0.00
INSURANCE FUND 5.00 5.00 0.00
Other Funds 185.44 186.11 0.67
All Funds 819.22 822.29 3.07
223
FULL-TIME EQUIVALENT TOTALS
Current Fiscal Year + Last Four Fiscal Years
DEPARTMENT /
DIVISION
SUMMARY
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY2016 FY15-FY16
Difference
1300 City Council 1.00 1.00 1.00 1.00 1.00 1.00 0.00
1400 City Clerk 1.00 1.80 2.20 2.20 2.00 2.00 0.00
1505 City Manager's Office 6.00 6.00 6.00 5.00 5.00 3.50 (1.50)
1510 Community Engagement 4.00 5.00 5.00 6.00 5.00 5.00 0.00
1515 Farmer's Market 0.00 0.00
1520 Emergency Management Operations 0.00 0.00
1530 Youth Engagement Division 0.00 0.00
1535 Sustainability 1.00 1.00 1.00 1.00 1.00 1.00 0.00
1540 Summer Youth Employment Program 0.00 0.00
1545 Human Relations Commission 0.00 0.00
1550 Business Perf. & Technology Admin.0.00 0.00 0.00 0.00 0.00
1555 Financial Administration 0.00 4.00 4.00
1560 Revenue 0.00 3.00 3.00
1570 Accounting 0.00 6.50 6.50
1571 Tax Assessment Review 0.00 1.00
1575 Purchasing 0.00 3.50
1580 Community Arts 0.00 0.00 0.00 1.00 1.00 1.00 0.00
Subtotal City Manager's Office 11.00 12.00 12.00 13.00 12.00 28.50 16.50
1605 Administration 0.00 0.00
1615 Information Systems 0.00 0.00
1620 Geographic Information System 0.00 0.00
1625 Administrative Adjudication 0.00 0.00
1630 Project Management Office 0.00 0.00
Subtotal Mgt. Bus. & Info. Systems 0.00 0.00
1705 Law Department 7.00 7.00 7.00 7.00 8.00 8.00 0.00
1805 Human Resources General Support 0.00 0.00
1905 Administration General Support 4.00 4.00 4.00 4.00 5.00 5.00 0.00
1910 Revenue Division 5.00 4.00 4.00 4.00 3.00 0.00 (3.00)
1915 Payroll 2.50 2.50 2.50 2.50 2.50 2.50 0.00
1920 Accounting 6.50 6.50 6.50 6.50 5.50 0.00 (5.50)
1921 Tax Assessment Review 0.00 0.00 0.00 0.00 1.00 0.00 (1.00)
1925 Purchasing 2.50 2.60 3.00 3.00 3.50 0.00 (3.50)
1929 Human Resources Division 5.00 5.00 5.00 6.00 6.50 6.50 0.00
1930 Budget 0.00 0.00 0.00 0.00 0.00
1932 Information Systems 13.00 11.50 10.50 11.00 12.00 11.00 (1.00)
1935 Administrative Adjudication 0.00 0.00 0.00 0.00 0.00
1941 Parking Enforcement & Tickets 12.00 12.00 12.00 12.00 12.00 12.00 0.00
1950 Facilities 0.00 20.20 20.20
Subtotal Administrative Services 50.50 48.10 47.50 49.00 51.00 57.20 6.20
2005 Facilities Mgt General Support 0.00 0.00
2010 Construction and Repair 0.00 0.00
2015 Mail and Information Services 0.00 0.00
2020 Custodial Maintenance 0.00 0.00
2025 Emergency Serv. & Disaster Agency 0.00 0.00
Subtotal Facilities Management 0.00 0.00
2101 Community Development Admin 1.00 2.00 1.75 1.75 2.75 2.25 (0.50)
2105 Planning & Support 8.00 7.00 6.00 6.00 5.00 5.00 0.00
2110 Zoning Analysis and Support 0.00
2115 Housing Code Compliance 7.00 7.00 0.00 0.00 0.00
2120 Housing Rehabilitation 3.00 1.60 1.60 1.60 0.00
2125 Building Code Compliance 0.00
2126 Building Inspection Services 8.00 9.40 11.40 11.40 11.25 14.25 3.00
2127 Community Intervention Services 1.00 0.00 0.00 0.00 0.00
2130 Building & Zoning 0.00 0.00 0.00 0.00 0.00
2135 Economic Development 1.00 0.00 0.00 0.00 0.00
29.00 27.00 20.75 20.75 19.00 21.50 2.50
GENERAL FUND DEPARTMENTS
Subtotal Community & Economic Development
224
FULL-TIME EQUIVALENT TOTALS
Current Fiscal Year + Last Four Fiscal Years
DEPARTMENT /
DIVISION
SUMMARY
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY2016 FY15-FY16
Difference
2205 Police Administration 2.00 2.00 2.00 3.00 3.00 3.00 0.00
2210 Patrol Operations 103.00 103.00 102.00 103.00 98.00 98.00 0.00
2215 Criminal Investigation 16.00 16.00 15.00 15.00 16.00 16.00 0.00
2225 Social Services Bureau 4.00 4.00 4.00 5.00 5.00 5.00 0.00
2230 Juvenile Bureau 10.00 10.00 9.00 9.00 9.00 9.00 0.00
2235 School Liaison 3.00 3.00 3.00 3.00 5.00 5.00 0.00
2240 Police Records 6.00 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 0.00
2250 Service Desk Bureau 18.00 19.00 19.00 19.00 19.00 17.00 (2.00)
2251 Public Information 9.50 9.50 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 0.00
2260 Office of Administration 2.00 2.00 3.00 3.00 3.00 2.00 (1.00)
2265 Neighborhood Enforcement Team (N.E.T.)15.00 14.00 15.00 15.00 15.00 15.00 0.00
2270 Traffic Bureau 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 0.00
2280 Animal Control Bureau 2.50 2.50 2.50 2.50 2.50 1.00 (1.50)
2285 Problem Solving Team 7.00 7.00 8.00 8.00 10.00 10.00 0.00
2290 Property Bureau 0.00 2.00 2.00
2295 Building Management 0.00 1.00 1.00
Subtotal Police 224.00 225.00 224.00 227.00 227.00 225.50 (1.50)
2305 Fire Management and Support 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 0.00
2315 Fire Suppression 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 0.00
2407 Health Services Administration 2.00 2.00 2.00 2.00 2.00 2.00 0.00
2410 Laboratory 0.00 0.00
2415 Family Health 0.00 0.00
2416 Family & Community Wellness 0.00 0.00 0.00 0.00 0.00
2420 Infectious Disease Control 0.00 0.00
2425 Dental Services 2.80 2.80 0.00 0.00 0.00
2430 Adult Health 0.00 0.00
2435 Food and Environmental Health 7.10 8.90 12.90 14.10 14.10 14.10 0.00
2440 Vital Records 2.00 2.00 2.00 2.00 1.00 1.00 0.00
2450 Community Intervention Services 0.00 0.00
2455 Community Health Program Administration 2.00 2.00 3.00 3.00 5.00 4.00 (1.00)
2530 Commission on Aging 0.00 0.00 0.00 0.00 0.00
2540 Summer Youth Employ. Program 0.00 0.00 0.00 0.00 0.00
2541 Youth Engagement Division 0.00 0.00 0.00 0.00 0.00
2550 Human Relations Commission 0.00 0.00 0.00 0.00 0.00
Subtotal Health & Human Services 15.90 17.70 19.90 21.10 22.10 21.10 (1.00)
2605 Director of Public Works 2.00 2.00 3.00 4.25 4.25 0.00 (4.25)
2606 Sustainability Grant 0.00 0.00 0.00 0.00 0.00
2610 Municipal Service Center 2.00 2.00 2.00 2.00 2.00 0.00 (2.00)
2620 Infrastructure & Engineering 1.00 1.00 1.00 4.50 4.50 0.00 (4.50)
2625 Engineering 6.00 6.00 7.00 8.00 7.00 0.00 (7.00)
2630 Traffic Engineering 4.50 4.50 3.50 2.50 1.50 0.00 (1.50)
2635 Traffic Signs 0.00 0.00 0.00 0.00 0.00
2640 Traffic Signals & Streetlight Maint.4.00 4.00 4.00 4.00 4.00 0.00 (4.00)
2645 Parking Enforcement & Tickets 0.00 0.00 0.00 0.00 0.00
2650 Parks and Forestry Administration 0.00 0.00 0.00 3.50 3.50 0.00 (3.50)
2655 Parks & Forestry Maint. and Operations 0.00 0.00 0.00 31.00 30.00 0.00 (30.00)
2665 Operations and Maintenance Administration 5.75 5.75 4.75 4.50 6.50 0.00 (6.50)
2670 Street and Alley Maintenance 20.00 20.00 22.50 23.00 22.00 0.00 (22.00)
2675 Business District - Park Maintenance 4.00 4.00 2.50 5.00 6.00 0.00 (6.00)
2677 Facilities 0.00 0.00 0.00 16.20 16.20 0.00 (16.20)
2685 Refuse Collection and Disposal 0.00 0.00 0.00 0.00 0.00
2695 Yard Waste Collection and Disposal 0.00 0.00 0.00 0.00 0.00
2697 Facilities Administration 0.00 0.00 0.00 0.00 0.00
2699 Construction and Repair 0.00 0.00 0.00 0.00 0.00
Subtotal Public Works 49.25 49.25 50.25 108.45 107.45 0.00 (107.45)
2705 Human Relations Commission 0.00
2710 Housing Advocacy 0.00
225
FULL-TIME EQUIVALENT TOTALS
Current Fiscal Year + Last Four Fiscal Years
DEPARTMENT /
DIVISION
SUMMARY
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY2016 FY15-FY16
Difference
Subtotal Human Relations 0.00 0.00
3005 Recreation Mgt. & General Support 3.00 2.00 2.00 2.00 3.00 3.00 0.00
3010 Recreation Business and Fiscal Mgt.3.00 3.00 3.00 3.00 3.00 3.00 0.00
3015 Communications & Marketing Serv.1.00 0.00 0.00 0.00 0.00
3020 Recreation General Support 1.00 1.00 1.00 1.00 2.40 2.40 0.00
3030 Robert Crown Community Center 8.70 8.70 8.70 8.56 8.56 8.56 0.00
3035 Chandler Community Center 5.83 5.83 5.83 5.83 6.48 6.48 0.00
3040 Fleetwood-Jourdain Community Ctr.6.75 6.75 6.75 6.75 7.45 6.95 (0.50)
3045 Fleetwood-Jourdain Comm. Theater 1.00 1.00 1.00 1.00 1.00 1.00 0.00
3050 At-Risk Programs 0.00
3050 Recreation Outreach 0.00 0.00 0.00 0.00 0.50 0.50 0.00
3055 Levy Senior Center 8.83 8.83 12.01 12.01 12.50 12.50 0.00
3080 Beaches 1.25 1.25 1.25 1.25 1.25 1.25 0.00
3085 Recreation Facility Maintenance 6.00 5.00 5.00 0.00 0.00
3095 Crown Ice Rink 7.01 7.01 7.00 7.00 6.99 7.49 0.50
3100 Sports Leagues 0.45 0.55 0.55 0.55 0.55 0.55 0.00
3110 Tennis 0.40 0.40 0.40 0.40 0.00
3130 Special Recreation 2.46 2.71 2.71 2.71 2.31 2.31 0.00
3140 Bus Program 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 0.00
3205 Community Relations 2.00 0.00 0.00 0.00 0.00
3210 Commission On Aging 1.90 1.50 0.00 0.00 0.00
3215 Youth Engagement 1.00 4.00 4.00 4.90 7.40 8.40 1.00
3225 Gibbs-Morrison Cultural Center 0.00 1.50 1.50
3505 Parks and Forestry General Support 3.00 2.00 2.00 0.00 0.00
3510 Horticulture Maintenance 13.00 13.00 13.00 0.00 0.00
3515 Maintenance of Parkway Trees 8.50 8.50 8.50 0.00 0.00
3520 Dutch Elm Disease Control 7.25 7.25 7.25 0.00 0.00
3525 Tree Planting 2.25 2.25 2.25 0.00 0.00
3605 Ecology Center 3.77 3.77 3.77 3.77 3.77 3.77 0.00
3700 Arts Council 0.80 0.00 0.00 0.00 0.00
3710 Noyes Cultural Arts Center 4.31 3.31 3.31 3.31 2.87 2.87 0.00
3720 Cultural Arts Programs 1.80 3.00 3.00 3.00 1.60 2.00 0.40
3805 Facilities Administration 2.00 2.00 2.00 0.00 0.00
3806 Civic Center Services 2.20 2.20 2.20 0.00 0.00
3807 Construction & Repair 16.00 16.00 16.00 0.00 0.00
129.06 125.41 127.08 69.64 74.23 77.13 2.90
4105 Public Works Agency Administration 0.00 5.25 5.25
4300 Environmental Services 0.00 1.00 1.00
4310 Recycling and Environmental Maintenance 0.00 7.00 7.00
4320 Forestry 0.00 18.00 18.00
4330 Greenways 0.00 17.00 17.00
4400 Capital Planning and Engineering 0.00 0.50 0.50
4410 Streets and Right of Way 0.00 6.00 6.00
4420 Transportation 0.00 1.50 1.50
4430 Parks and Facilities 0.00 2.00 2.00
4500 Infrastructure Maintenance 0.00 1.00 1.00
4510 Street Maintenance 0.00 17.00 17.00
4520 Street Light Maintenance 0.00 8.00 8.00
0.00 0.00 0.00 0.00 0.00 84.25 84.25
TOTAL - GENERAL FUND 627.71 624.26 621.68 629.14 633.78 636.18 2.40
2499 General Assistance Administration 0.00 0.00 0.00 0.00 4.00 4.00 0.00
4310 Recycling and Environmental Maintenance 0.00 2.00 2.00
4330 Greenways 0.00 2.00 2.00
4420 Transportation 0.00 0.50 0.50
4510 Street Maintenance 0.00 1.00 1.00
7005 Parking System Management 6.50 6.50 6.50 6.50 6.50 6.00 (0.50)
7015 Parking Lots and Meters 8.00 8.00 8.00 8.00 8.00 3.00 (5.00)
7037 Maple Avenue Garage 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 0.00
4805 Youth Services 8.38 10.71 11.24 11.88 11.30 12.10 0.80
Subtotal Parks, Recreation & Comm. Services
OTHER FUNDS
Subtotal Public Works Agency
226
FULL-TIME EQUIVALENT TOTALS
Current Fiscal Year + Last Four Fiscal Years
DEPARTMENT /
DIVISION
SUMMARY
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY2016 FY15-FY16
Difference
4806 Adult Services 16.37 15.39 13.86 14.53 14.20 13.20 (1.00)
4808 Neighborhood Services 2.64 0.00 0.00 0.00 0.00
4810 Reader's Services 0.00 0.00 0.00 0.00 0.00
4815 Reference Services and Periodicals 0.00 0.00 0.00 0.00 0.00
4820 Circulation 14.51 14.44 14.44 13.31 15.32 14.88 (0.44)
4825 Neighborhood Services 0.00 2.64 2.64 5.49 6.01 5.93 (0.08)
4830 South Branch 0.00 0.00 0.00 0.00 0.00
4835 Technical Services 5.61 5.61 5.61 5.75 6.95 6.95 0.00
4840 Library Maintenance 3.00 3.00 3.00 5.31 5.34 6.34 1.00
4845 Library Administration 4.65 4.59 5.59 6.86 7.33 7.47 0.14
Subtotal Library Fund 55.16 56.38 56.38 63.13 66.45 66.87 0.42
5005 Neighborhood Stabilization Program 2 1.00 2.00 2.66 1.31 0.50 0.45 (0.05)
5150 Emergency Telephone System 5.00 5.00 5.00 5.00 5.00 5.00 0.00
5187 Housing Rehabilitation 0.00 1.75 1.75 0.00
5220 Community Develop. Block Grant (CDBG)2.00 1.53 1.50 2.60 2.60 2.80 0.20
5300 Economic Development Fund 5.00 7.00 6.25 6.25 6.25 5.75 (0.50)
5430 Home Fund 0.00 0.00 0.00 0.25 0.40 0.50 0.10
5465 Affordable Housing Fund 0.00 0.50 0.50
5999 Capital Projects Fund 1.00 0.00 0.00 0.00 0.00
5800 Downtown II TIF Fund 0.00 0.00
4105 Public Works Agency Administration 0.00 2.50 2.50
4200 Water Production 0.00 2.00 2.00
4208 Water Billing 0.00 1.50 1.50
4210 Pumping 0.00 12.00 12.00
4220 Filtration 0.00 14.00 14.00
4400 Capital Planning and Engineering 0.00 0.50 0.50
4440 Water and Sewer Capital 0.00 3.00 3.00
4540 Distribution Maintenance 0.00 9.00 9.00
7100 Water General Support 4.00 5.00 5.00 5.00 5.00 0.00 (5.00)
7105 Water Pumping 11.00 11.00 11.00 11.00 12.00 0.00 (12.00)
7110 Water Filtration 14.00 14.00 14.00 14.00 14.00 0.00 (14.00)
7115 Water Distribution 11.00 10.50 10.50 10.00 12.00 0.00 (12.00)
7120 Water Meter Maintenance 2.00 2.00 2.00 2.50 1.50 0.00 (1.50)
Subtotal Water Fund 42.00 42.50 42.50 42.50 44.50 44.50 0.00
4105 Public Works Agency Administration 0.00 1.00
4310 Refuse Collection and Disposal 0.00 0.33
4440 Water and Sewer Capital 0.00 1.00
4530 Sewer Maintenance 0.00 9.00
7400 Sewer Maintenance 13.00 13.00 13.00 13.33 11.33 0.00 (11.33)
Subtotal Sewer Maintenance Fund 13.00 13.00 13.00 13.33 11.33 11.33 0.00
4310 Refuse Collection and Disposal 0.00 9.66 9.66
7600 Solid Waste 10.00 10.00 9.00 9.66 9.66 0.00 (9.66)
7685 Refuse Collection and Disposal 0.00 0.00 0.00
7690 Residential Recycling Program 0.00 0.00 0.00
Subtotal Solid Waste Fund 10.00 10.00 9.00 9.66 9.66 9.66 0.00
7705 Fleet Services General Support 2.00 2.00 2.00 2.00 2.00 2.00 0.00
7710 Major Maintenance 10.00 10.00 10.00 10.00 10.50 10.50 0.00
Subtotal Fleet Services Fund 12.00 12.00 12.00 12.00 12.50 12.50 0.00
7800 Risk Management 4.00 4.00 4.00 5.00 5.00 4.00 (1.00)
7801 Employee Benefits 0.00 0.00 0.00 0.00 0.00 1.00
227
FULL-TIME EQUIVALENT TOTALS
Current Fiscal Year + Last Four Fiscal Years
DEPARTMENT /
DIVISION
SUMMARY
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY2016 FY15-FY16
Difference
Subtotal Insurance Fund 4.00 4.00 4.00 5.00 5.00 5.00 0.00
TOTAL - OTHER FUNDS 110.50 112.53 111.41 113.15 185.44 186.11 0.67
GRAND TOTAL - ALL FUNDS 793.37 793.17 789.47 805.67 819.22 822.29 3.07
228
PART VI
CAPITAL IMPROVEMENT PLAN
229
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 2016-2018 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 via 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.
230
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 20- to 30- 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.
231
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.
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.
Complete the long-range comprehensive sewer plan.
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.
Bring play equipment into compliance with CPSC / ASTM safety guidelines and ADA requirements.
232
Capital Improvement Fund Policy
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 fire station construction and improvement plan.
Complete the rehabilitation of the Police/Fire Headquarters.
Undertake projects and improvement to municipal facilities to meet the standards of the Federal
Americans with Disabilities Act (ADA).
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.
233
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 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 $90 million.
Capital Project Planning and Cost Containment
City staff will meet monthly 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.
234
Capital Improvement Fund Policy
For any enterprise fund or storm water management fund that is supporting debt, an annual rate
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.
235
2016 Bonds 2015 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal
Funds
Other
Funds/
Reserves
TIF Funding Parking
Fund Total Notes
STREET RESURFACING, WATER MAIN AND SEWER
-$ 3,770,000$ 3,770,000$
Green Bay Noyes Asbury 5,301,000$
Asbury Green Bay Emerson 250,000$ 250,000$
Emerson Ridge Green Bay 1,920,000$
Ridge Gaffield Emerson -$
80,000$ 80,000$
500,000$ 150,000$ 650,000$
Garnet Street CTA Viaduct east alley 100,000$ 100,000$ 200,000$ Special Assessment Fund
Crain Florence Asbury 186,000$ 186,000$
Brown Cleveland Washington 116,000$ 116,000$
Chicago Grove Dempster 900,000$ 900,000$
Ewing Colfax Harrison 154,000$ 154,000$
Grey Emerson Foster 49,000$ 49,000$ CDBG funds
Cleveland Dewey Dodge 111,000$ 111,000$ CDBG funds
South Blvd Dodge Wesley -$ 881,400$ 881,400$
Dewey Keeney Oakton 108,000$ 391,000$ 499,000$
Hastings Colfax Harrison 125,000$ 396,000$ 521,000$
330,000$ 330,000$ Funding from Washington-National
TIF
375,000$ 375,000$
665,000$ 665,000$
980,000$ 980,000$
205,000$ 205,000$
150,000$ 150,000$
75,000$ 75,000$
450,000$ 450,000$
2,233,000$ 80,000$ 7,489,400$ 1,545,000$ 1,355,000$ 1,356,000$ 3,980,000$ 100,000$ 330,000$ 350,000$ 18,818,400$
2016 Bonds 2015 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Funds/ Reserves TIF Funding Parking Fund Total
Emerson/Ridge/Green Bay Intersection Construction
Engineering-- Phase III
Small diameter water main lining (IEPA)
Sherman Avenue Water Main
Large diameter sewer rehab-- Mulford St. extension
CIPP Sewer Rehabilitation
Sewer Repairs on Street Improvements
Manhole lining
Emergency Sewer Repairs
Stormwater Management Improvements
Sewer Rehabilitation
2016 Adopted CIP Budget
Water Main Replacement
Emerson Ridge Green Bay Asbury Project
1,500,000$
1,900,000$ Surface Transportation Funds
1,920,000$ CMAQ Funds
Sheridan Road/Chicago Avenue Project
CDBG Street Resurfacing
MFT Street Resurfacing *contingent upon state funding
Sheridan Road/Chicago -- Water main design and
construction
$ 1,901,000
Other Street Resurfacing
Emerson/Ridge/Green Bay Intersection -Design
Engineering Phase II
236
2016 Bonds 2015 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal
Funds
Other
Funds/
Reserves
TIF Funding Parking
Fund Total Notes
2016 Adopted CIP Budget
TRANSPORTATION
250,000$ 250,000$ 500,000$
440,000$ 440,000$ CDBG Funding
90,000$ 350,000$ 440,000$ $350,000 from IDOT/STP
260,000$ 260,000$
120,000$ 480,000$ 600,000$ project not started; carryover of
federal funds $480,000
150,000$ 150,000$ Project requires IDOT approval
1,000,000$ 1,000,000$ Howard-Hartrey TIF
300,000$ 80,000$ 380,000$
100,000$ 100,000$
150,000$ 150,000$
50,000$ 50,000$
150,000$ 150,000$
295,000$ 295,000$
25,000$ 75,000$ 100,000$
150,000$ 150,000$
800,000$ 800,000$
150,000$ 150,000$
Main Street sidewalk engineering 75,000$
45,000$ 45,000$ CDBG Funding
100,000$ 100,000$
600,000$ 600,000$
150,000$ 150,000$
500,000$ 500,000$
450,000$ 450,000$
Library Parking Lot Project 234,000$ 234,000$ Carry-over from 2015 project
Police & Fire HQ Parking Lot Reconstruction 300,000$ 300,000$
150,000$ 150,000$
2,960,000$ 1,540,000$ -$ -$ -$ -$ 1,390,000$ -$ 1,000,000$ 1,429,000$ 8,244,000$
2016 Bonds 2015 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Funds/ Reserves TIF Funding Parking Fund Total
Hinman Parking Lot Paving
James Park West Parking Lot Renovations
Service Center Yard - parking lot/pads/entrances
SNAP Lighting
Streetlight Purchase
Comprehensive Signs
Safe Route to School
Sheridan Road Signal Upgrade Project (Main to Burnham)
Sheridan Road/Chicago Improvements - Roadway/Bike
Lane Phase II Design
Sidewalk - 50/50 Replacement Program
Neighborhood Traffic Calming and Pedestrian Safety
Pavement Marking and Streetlight Improvements
Green Infrastructure Parking Lot Design
Howard Street - Access Drive (Target Access)
Street Patching various locations
Parking Lot Projects
Isabella Bridge Phase II Design & Construction
Alley Paving
CDBG Alley Paving
Central Street Bridge, Phase I Engineering
Dodge Avenue Protected Bike Lane - Howard to Church
ETHS/Church Street Bike Path (Grey to McCormick Bike
Path)
Bike Infrastructure Improvements
Police/Fire Parking Lake Street
Dempster Signals Phase II and III Construction Engineering
237
2016 Bonds 2015 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal
Funds
Other
Funds/
Reserves
TIF Funding Parking
Fund Total Notes
2016 Adopted CIP Budget
PARKS
200,000$ 150,000$ 350,000$ Other Funds = grant application
450,000$ 450,000$
100,000$ 156,615$ 256,615$ CDBG Funding
2,000,000$ 2,000,000$ Carryover from 2015 TIF
135,000$ 135,000$ To be expensed in 2015
100,000$ 100,000$
30,000$ 30,000$
500,000$ 500,000$ Budget carried from 2015
40,000$ 40,000$
30,000$ 30,000$ Budget carried from 2015
150,000$ 150,000$
1,150,000$ 585,000$ -$ -$ -$ -$ 156,615$ 150,000$ 2,000,000$ -$ 4,041,615$
2016 Bonds 2015 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Funds/
Reserves TIF Funding Parking Fund Total
FACILITIES
250,000$ 250,000$
60,000$ 60,000$
50,000$ 50,000$
200,000$ 200,000$
110,000$ 110,000$
200,000$ 200,000$
335,000$ 335,000$ 2014 Bond Issuance-- From Capital
Project Fund Reserve
400,000$ 400,000$ per consultant report, may increase
75,000$ 75,000$
60,000$ 60,000$
80,000$ 80,000$
25,000$ 25,000$
60,000$ 60,000$
84,000$ 84,000$
300,000$ 300,000$
560,000$ 560,000$
1,075,000$ 1,075,000$
50,000$ 50,000$
1,000,000$ 1,000,000$
Roof Evaluation of City Buildings 30,000$ 30,000$
40,000$ 10,000$ 50,000$ carryover from 2015 GO Bonds
200,000$ 200,000$
2,780,000$ 94,000$ -$ -$ -$ -$ -$ 335,000$ -$ 2,045,000$ 5,254,000$
Fleetwood-Jourdain Gym Flooring
Parks Scorecard & Financial Report
Parks Evaluation
Parks Contingency
Civic Center Security Improvements
Dempster Beach House Window/Entry door replacement
Energy Efficiency Improvements at City Facilities
Facilities Contingency
Fiber Optic Installation-- Three Parking Garages
Fire Station #3 Slope Stabilization
LADD Bike Path
Gibbs Morrison Site Improvements
Penny Park Renovations
Solar Panel Installation
Greenwood Beach Restroom
James Park Field House Roofing and Siding Replacement
Ladd Arboretum Windmill
Lee Street Beach Restroom
Levy Center Restroom Improvements
Parking Deck Camera System Replacement
Parking Garage - Church
Parking Garage - Maple
Police Fire Headquarters Retaining Wall Repairs
Robert Crown Center - Design
Lovelace Park Pond
Mason Park Basketball Courts
Fleetwood-Jourdain Center HVAC Replacement
Chandler Center Stormwater Improvements
Church Street Boat Ramp Renovations
Foster Field Athletic Lighting
Fountain Square and Sherman Avenue
Fleetwood-Jourdain and Chandler Center Projects
238
2016 Bonds 2015 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal
Funds
Other
Funds/
Reserves
TIF Funding Parking
Fund Total Notes
2016 Adopted CIP Budget
2016 Bonds 2015 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Funds/
Reserves TIF Funding Parking Fund Total
MISCELLANEOUS
200,000$ 200,000$
200,000$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 200,000$
2016 Bonds 2015 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Funds/
Reserves TIF Funding Parking Fund Total
WATER TREATMENT AND STORAGE
100,000$ 100,000$
75,000$ 75,000$
250,000$ 250,000$
10,000$ 10,000$
1,390,000$ 1,390,000$
14,000,000$ 14,000,000$
300,000$ 300,000$ carryover from 2015 budget
100,000$ 100,000$ Potential carryover of final
payment
50,000$ 50,000$
2,500,000$ 2,500,000$
260,000$ 260,000$
250,000$ 250,000$
300,000$ 300,000$
$0.00 $0.00 $1,695,000.00 $0.00 $17,890,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $19,585,000.00
2016 Bonds 2015 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Funds/
Reserves TIF Funding Parking Fund
Grand Total $9,323,000.00 $2,299,000.00 $9,184,400.00 $1,545,000.00 $19,245,000.00 $1,356,000.00 $5,526,615.00 $585,000.00 $3,330,000.00 $3,824,000.00 $56,143,015.00
Security Improvements - Water
Water Treatment Plant Reliability Improvements
SCADA System Upgrades
Roof Improvements
South Standpipe Storage Shed and MCC
Standpipe Painting and Repair
Police Body Cameras
CMMS software implementation
Finished water storage projects-- design
Treated water storage replacement--design
Chlorine cylinder emergency shut-off valves
Treated water storage replacement--construction
Masonry repairs
Chlorine Scrubber Media Replacement
239
2017 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund Total Notes
Sheridan Road 4,050,000 1,700,000 1,200,000 3,200,000 500,000 750,000 11,400,000$
Other from Good
Neighbor Fund (NU);
Washington-National TIF
CDBG Street Resurfacing 350,000 350,000$
CIP Street Resurfacing 1,700,000 1,700,000$
MFT Street Resurfacing -$
Water Main Replacement - Annual Program 3,590,000 3,590,000$
30" Feeder Main Rehabilitation 3,800,000 3,800,000$
Church Street 490,000 490,000$ Washington Natl TIF
Chicago Avenue 680,000 680,000$ Chicago Main TIF
Custer Avenue 140,000 140,000$ Chicago Main TIF
Main Street 780,000 780,000$ Chicago Main TIF
Emergency Sewer Work 75,000 75,000$
Sewer Repairs on Street Improvements 215,000 215,000$
CIPP Sewer Rehabilitation 655,000 655,000$
Manhole Lining 155,000 155,000$
Stormwater Management Improvements 280,000 280,000$
Stormwater Master Plan Improvements 350,000 350,000$
Large Diameter Sewer Rehabilitation 2,256,000 2,256,000$
Dodge Avenue Large Dia Sewer Rehab 195,000 195,000$ Dodge Dempster TIF
Custer Avenue Relief Sewer Extension 140,000 140,000$ Chicago Main TIF
Small Diameter Sewer Rehab - Chicago
Main TIF 220,000 220,000$ Chicago Main TIF
5,750,000$ 5,290,000$ 1,730,000$ 6,056,000$ 1,200,000$ 3,550,000$ 500,000$ 3,395,000$ -$ 27,471,000$
2017 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund Total
2017 CIP Draft Budget
Water Main Replacement
STREET RESURFACING, WATER MAIN AND SEWER
Sheridan Road/Chicago Avenue Project
Other Street Resurfacing
Sewer Rehabilitation
240
2017 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund Total Notes
2017 CIP Draft Budget
STREET RESURFACING, WATER MAIN AND SEWER
Alley Paving 200,000 200,000$
CDBG Alley Paving 440,000 440,000$ CDBG Funding'
Alley Paving 500,000 500,000$
CDBG Alley Paving 450,000 450,000$
Neighborhood Traffic Calming and
Pedestrian Safety 100,000 100,000$
Pavement Marking and Streetlight Improvements 150,000 150,000$
Bike Infrastructure Improvements 50,000 50,000$
Resurfacing of on-street parking 250,000 250,000$
Sidewalk - 50/50 Replacement Program 150,000 150,000$
SNAP Lighting 45,000 45,000$ CDBG Funding
Streetlight Purchase 100,000 100,000$
Street Patching Program 300,000 300,000$
Streetlights and Fixtures 100,000 100,000$
Parking Lot Rehabilitation 600,000 600,000$
ETHS/Church Street Bike Path (Grey to
McCormick Bike Path)150,000 150,000$ Project requires IDOT
approval
2,400,000$ -$ -$ -$ -$ 935,000$ -$ -$ 250,000$ 3,585,000$
2017 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund Total
Clark Street Beach Boardwalk -$
Dog Beach -$
Foster Field Athletic Field Renovations -$
Grey Park Renovations -$
Garden Park Renovation -$
McCulloch Park Renovation -$
-$ -$ -$ -$ -$ -$ -$ -$ -$ -$
2017 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund Total
PARKS
TRANSPORTATION
241
2017 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund Total Notes
2017 CIP Draft Budget
STREET RESURFACING, WATER MAIN AND SEWER
Energy Efficiency Improvements -$
Ecology Center Renovations -$
Fleetwood-Jourdain Center HVAC
Replacement
James Park East Parking Lot Revnoations -$
Levy Center Entryway Air Barrier -$
Levy Center Kitchen -$
Noyes Hallway floor refinishing and repair -$
Noyes CAC Paint & Plaster -$
Service Center Yard -$
Levy Center Courtyard -$
Leahy Shelter & Restroom -$
Civic Center Stairwell Painting -$
Lovelace Park Field House Exterior Repairs -$
Dempster Beachhouse Office/Training area -$
Noyes CAC Flooring -$
Civic Center Community Development Space -$
-$
Ecology Center Restroom Renovations -$
James Park Field House Restroom
Renovations -$
Dempster Beachhouse Restrooms -$
Levy Center Office Renovations -$
Lovelace Park Field House Restrooms -$
-$ -$ -$ -$ -$ -$ -$ -$ -$ -$
2017 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund Total
FACILITIES
242
2017 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund Total Notes
2017 CIP Draft Budget
STREET RESURFACING, WATER MAIN AND SEWER
Security Improvements - Water 50,000 50,000$
Plant Reliability Improvements 250,000 250,000$
Treated Water Storage Replacement 5,180,000 5,180,000$
Harden Exterior Doors in Filtration 125,000 125,000$
Fiber Optic from FS #5 to North Standpipe 120,000 120,000$
Retail Water Meter Replacement Program 1,200,000 1,200,000$
CMMS Software Implementation 250,000 250,000$
$0.00 $1,745,000.00 $0.00 $5,430,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $7,175,000.00
2017 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund
Grand Total $8,150,000.00 $7,035,000.00 $1,730,000.00 $11,486,000.00 $1,200,000.00 $4,485,000.00 $500,000.00 $3,395,000.00 $250,000.00 $38,231,000.00
WATER TREATMENT AND STORAGE
243
2018 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund Total Notes
CDBG Street Resurfacing 350,000$ 350,000$
CIP Street Resurfacing 1,700,000$ 1,700,000$
MFT Street Resurfacing 1,400,000$ 1,400,000$
Water Main Replacement - Annual Program 3,700,000 3,700,000$
30" Feeder Main Rehabilitation 3,410,000 3,410,000$
Orrington Avenue 230,000 230,000$ Washington Natl TIF
Sherman Avenue 675,000 675,000$ Chicago Main TIF
Custer Avenue 140,000 140,000$ Chicago Main TIF
Washington Street 145,000 145,000$ Chicago Main TIF
Water Main Repl- West Evanston TIF- Church
St and north 2,034,000 2,034,000$ West Evanston TIF
Water Main Repl - West Evanston TIF -
Church to Dempster 1,195,000 1,195,000$ West Evanston TIF
Water Main Repl - West Evanston TIF -
Dempster St and south 722,000 722,000$ West Evanston TIF
Emergency Sewer Work 75,000 75,000$
Sewer Repairs on Street Improvements 225,000 225,000$
CIPP Sewer Rehabilitation 675,000 675,000$
Manhole Lining 160,000 160,000$
Stormwater Management Improvements 290,000 290,000$
Stormwater Master Plan Improvements 365,000 365,000$
Large Diameter Sewer Rehabilitation 1,300,000 1,300,000$
Dodge Avenue Large Dia Sewer Rehab 195,000 195,000$ Dodge Dempster TIF
Custer Avenue Relief Sewer Extension 140,000 140,000$ Chicago Main TIF
Small Diameter Sewer Rehab - West
Evanston TIF 629,000 $ 629,000 West Evanston TIF
Large Diameter Sewer Rehab - West
Evanston TIF 1,456,000 $ 1,456,000
1,700,000$ 5,100,000$ 1,790,000$ 4,710,000$ -$ 350,000$ -$ 7,561,000$ -$ 21,211,000$
2018 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund Total
2018 CIP Draft Budget
STREET RESURFACING, WATER MAIN AND SEWER
Sheridan Road/Chicago Avenue Project
Other Street Resurfacing
Water Main Replacement
Sewer Rehabilitation
244
2018 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund Total Notes
2018 CIP Draft Budget
STREET RESURFACING, WATER MAIN AND SEWER
Alley Paving 200,000$ $ 200,000
CDBG Alley Paving 440,000$ $ 440,000 CDBG Funding'
Alley Paving 500,000$ $ 500,000
CDBG Alley Paving 450,000$ $ 450,000
Neighborhood Traffic Calming and Pedestrian
Safety 100,000$ $ 100,000
Pavement Marking and Streetlight Improvements 150,000$ $ 150,000
Bike Infrastructure Improvements 50,000$ $ 50,000
Resurfacing of on-street parking 250,000$ $ 250,000
Sidewalk - 50/50 Replacement Program 150,000$ $ 150,000
SNAP Lighting 45,000$ $ 45,000 CDBG Funding
Streetlight Purchase 100,000$ $ 100,000
Street Patching Program 300,000$ $ 300,000
Streetlights and Fixtures 100,000$ $ 100,000
Parking Lot Rehabilitation 600,000$ $ 600,000
2,250,000$ -$ -$ -$ -$ 935,000$ -$ -$ 250,000$ 3,435,000$
2018 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund Total
Cartwright Park Renovations -$
James Parks Pathway Lighting -$
James Park Pathway Reoncstruction -$
James Park Playground Equipment -$
Bent Park Field House Tuckpointing -$
James Park Entry Renovations -$
Twiggs Park Shelter -$
-$ -$ -$ -$ -$ -$ -$ -$ -$ -$
2018 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund Total
Energy Efficiency Improvements 50,000$ 50,000$
Chandler Center HVAC -$
Civic Center Office Area -$
Service Center Yard -$
Fleetwood Jourdain Stage -$
Police Station Interior Entry -$
-$
South Blvd Beach Restroom -$
Baker Park Exterior Restroom -$
Lighthouse Landing Restroom Renovations -$
50,000$ -$ -$ -$ -$ -$ -$ -$ -$ 50,000$
2018 Bonds Water Fund Sewer Fund IEPA Loan MFT Funds Federal Funds Other Grants TIF Funding Parking Fund Total
TRANSPORTATION
PARKS
FACILITIES
245
201 6 ADOPTED BUDGET
Capital Improvement Plan Funding Sources
Funding Source Amount Percent
2016 Bonds $9,323,000 16.61%
2015 Bonds $2,299,000 4.09%
Water Fund $9,184,400 16.36%
Sewer Fund $1,545,000 2.75%
IEPA Loan $19,245,000 34.28%
MFT Funds $1,356,000 2.42%
Federal Funds $5,451,615 9.71%
Other Funds/ Reserves $585,000 1.04%
TIF Funding $3,330,000 5.93%
Parking Fund $3,824,000 6.81%
TOTAL $56,143,015 100%
246
PART VII
COMPREHENSIVE
PERFORMANCE
MEASUREMENT
247
City of Evanston Citywide Performance Measures FY 2016
Number of IT calls per week 100 104 - 95
IT responses with eight hours 60% 74% 80%
Average backlog of IT open requests 65 57 50
Number of parking tickets issued 82,000 80,000 - 82,000
Parking-related revenue generated (in millions of dollars) $9.1 M $8.9 M - $9.1 M
Number of e-mail and text alert subscribers for street cleaning notifications 5,750 7,761 7,900
Number of service request received by 311 Staff 35,000 27,500 - 29,000
Number of administrative services assumed by 311 2 5 5
Increase in number of subscribers to City communication channels annually 35,000 37,685 38,000
Number of citizen engagement events and/or activities 90 99 101
Average review time of Single Family & Accessory Structures 14 days 23 days - 20 days
Average review time of Commercial & Accessory Structures 24 days 16 days 20 days
Average review time of Planned Developments by Plan Commission 90 days 37 days 90 days
Average review time of Certificates of Appropriateness by Historic Preservation Commission 30 days 24 days <45 days
Average review time of Variation & Special Use permit cases by Zoning Board of Appeals 30 days 35 days - 30 days
Percentage of grant-funded programs/projects progressing as planned 85% 94% 85%
Number of housing units (owner and rental) substantially rehabbed 60 72 70
2015
Target
2015
Actual
Target
Met?
2016
Goal
2015
Target
2015
Actual
Target
Met? 2016
Goal
2015
Target
2015
Actual
Target
Met? 2016
Goal
248
City of Evanston Citywide Performance Measures FY 2016
Percentage of emergency fire calls with a response time of five minutes and under from
dispatch to arrival on scene, compared with square miles served per fire Suppression Station,
and compared with population density
95% 94.85%
- 95%
Fire incidents confined to room of origin 65% 80% 65%
Job related vehicle crashes, deemed preventable, per 100 members in a one-year period <5 8 - <5
Sworn and civilian FTE's per 1,000 population 1.4 1.46 1.4
Emergency response time (in seconds) <241 184 <240
Turnout time for emergency alarms (in seconds) 45 47 - 45
Turnout time for non-emergency alarms (in seconds) 78 72 78
Estimated property value preserved 95% 95.7% 95%
Number of investigations and complaints 800 2,500 2,750
Track local trends in testing sites for lead, childhood blood lead screening rates, and incidence in
childhood lead poisoning rates
30 34 25
Number of restaurant, temporary food and farmer's market inspections 1,600 1,614 1,650
Traffic prosecution cases 2,200 2,616 2,500
Administrative review cases 8 9 8
Ordinances and resolutions written and/or reviewed 240 320 275
Cases that had a pre-trial disposition or were tried to verdict 8 8 8
Annual number of administrative adjudication parking cases tried (including appeals) 3,750 3,996 3,800
Annual number of administrative adjudication ordinance/compliance cases tried (including
appeals)
2,500 2,638 2,500
2015
Target
2015
Actual
Target
Met?
2016
Goal
2015
Target
2015
Actual
Target
Met?
2016
Goal
2015
Target
2015
Actual
Target
Met?
2016
Goal
249
City of Evanston Citywide Performance Measures FY 2016
Percentage of citizens who rated library service as satisfactory 98% 98% 98%
Percentage of library users who rated 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% 94%
Number of items circulated per resident 14.7 11.4 12.5
Number of dollars spent for materials acquisition per resident $10.41 $10.11 - $10.11
Number of meeting room requests and estimated attendees 8,300/
54,000
9,998/
75,584 10,298/
77,852
Number of library program participants that enroll in additional programs 85% 85% 85%
Percentage of applicants for youth employment and vocational training opportunities who
received such opportunities
78% 80% 82%
Total recreation program & activity participation and community service outreach clients 107,000 107,000 109,500
Evaluate employee and employer satisfaction with youth employment programs 95% 98% 98%
Attendance at PR&CS special events and park permit 49,000 46,600 - 50,000
User satisfaction rate of Recreation facilities (condition, safety and cleanliness, etc.) 87% 85% - 90%
Victim Services follow-ups on crime related investigations 1200 1250 1200
Victim Services follow-ups on non-crime related investigations 700 900 800
Benchmark of quantity of illicit drugs seized 300 380 350
Benchmark of quantity of firearms seized 75 119 100
2015
Target
2015
Actual
Target
Met?
2016
Goal
2015
Target
2015
Actual
Target
Met?
2016
Goal
2015
Target
2015
Actual
Target
Met?
2016
Goal
250
City of Evanston Citywide Performance Measures FY 2016
Total waste diversion rate 30% 32% 30%
Road rehabilitation expenditures per paved lane mile $752,062 $756,818 $750,000
Percentage of minor vehicle repairs completed within two days and percentage of preventative
maintenance completed within 30 days of due date
95% 95% 95%
Snow and ice control expenditures per capita compared with inches of snowfall $15.07
Per
Capita -
38"
$15.48
Per
Capita –
52.6"
$15.00
Per
Capita -
38"
Percentage of residential and commercial waste and recycling picked up on schedule 98% 99% 98%
Street-sweeping expenditures per linear mile swept $4,623 $4,878 $4,600
Number of customers experiencing an unscheduled disruption of water service <750 420 <750
Number of customer complaints about water service or quality <100 105 - <100
Number of customer complaints about sewer service (seepage, backups, overflows, etc.) <200 242 - <200
Benchmark days lost from work due to illness or injury 3.0 3.0 3.0
Number of EPA regulatory violations 0 0 0
Number of known breaks/leaks per mile of water main 0.3 0.25 0.3
Millions of gallons of water sold to outside communities 11,500 10,462 - 10,500
2015
Target
2015
Actual
Target
Met?
2016
Goal
2015
Target
2015
Actual
Target
Met?
2016
Goal
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PART VIII
GLOSSARY
252
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
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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.
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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.
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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
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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
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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.
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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
259
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.
260