HomeMy WebLinkAbout2014 Adopted Budget
Wally Bobkiewicz, City Manager
www.cityofevanston.org
Fiscal Year 2014 Adopted Budget
Elizabeth B. Tisdahl, Mayor
Submitted by
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
Coleen Burrus Ninth Ward
Rodney Greene City Clerk
ELECTED OFFICIALS
Elizabeth B. Tisdahl
Mayor
CITY COUNCIL
Wally Bobkiewicz
City Manager
CITY OF EVANSTON
FY 2014 ADOPTED BUDGET
Including the City Manager’s Budget Message and
Schedules Showing Revenue Estimates and Budget
TABLE OF CONTENTS
Part I – Budget Message
Page
City Manager’s Transmittal Letter………………………………………………….………………………….…………7
Executive Summary…………………………………………………………………………………………….…………24
Part II – Charts and Summaries
Organization Chart……………………………………………………………………...........……………….…………35
General Information……………………………………………………………………...........……………….…………36
Budget Calendar………………………………………………………………………………………..37
Budget Process………………………………………………………………………………………….38
Budgetary Basis of Accounting…………………………………………………………………………….40
Budget Policy……………………………………………………………………………………………..41
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……………………………………………………………………………………….…………52
Summary of Revenues and Other Financing Sources by Fund………………………………..53
Summary of Expenditures and Other Financing Uses by Fund……………………………………..54
Revenues and Expenses by Category…………………………………………………………………..55
Expenditures by Department - All Funds………………………………………………………………………56
Tax Bill Charts………………………………………………………………………………………………..57
2012 Property Tax Levy Charts…………………………………………………………………………..64
2012 Property Tax Levy Graphs…………………………………………………………………………….65
Revenues Assumptions and Trends……………………………………………………………………….66
Debt Service…………………………………………………………………………………………………70
Debt Service Charts………………………………………………………………..……………….…………71
Part III – General Fund Budget
General Fund Summary……………………………………………………………………..……………….…………73
General Fund Revenues……………………………………………………………………..……………….…………74
City Council…………………………………………………………………………………..……………….…………82
City Clerk’s Office…………………………………………………………………………………………….…………85
City Manager……………………………………………………………………………………………..88
Law Department……………………………………………………………………...........……………….…………92
Administrative Services Department……………………………………………………….……………….…………95
Community Development Department..……………………………………………..……………….…………102
Police Department...………………………………………………………………………………………….…………109
Fire Department..…………………………………………………………………………….……………….…………115
Health Department………….……………………………………………………………….……………….…………119
Public Works Department ……………….………………………………………………….……………….…………125
Parks, Recreation and Community Services Department………...………………………………………………….…………133
Page
Part IV – Other Funds Budget
Library Fund……………………………………....…………………….……………….…………145
Library Debt Fund…………………………………………………………………………………………150
Homelessness Prevention & Rapid Re-Housing Program (HPRP)..…………………….……………….…………151
Neighborhood Stabilization Program………………………………………………………………………….…………153
Motor Fuel Tax…………………………………………………………………………...........……………….…………156
Emergency Telephone System…………………………………………………………........……………….…………158
Special Service Area No. 4…………...……………………………………………………………………….…………160
Community Development Block Grant……………………………………………………………………….…………162
CDBG Loan…………………………………………………………………………………………………………….…………165
Economic Development …………………………………………………………………….……………….…………167
Neighborhood Improvement……………………………………………………………………..……………….…………170
HOME……………………………………………………………………………………………………………….…………172
Affordable Housing Fund…….………………………………………………………….......……………….…………175
Washington National Special Tax Allocation – Debt Service Fund……………………….……………….…………177
Special Service Area No. 5…………...……………………………………………………………………….…………179
Southwest II TIF(Howard-Hartrey TIF) Special Tax Allocation – Debt Service Fund……………..……………….…………181
Southwest Special Tax Allocation – Debt Service Fund…………………………………..……………….…………183
Debt Service Fund…………………………………………………………………………….……………….…………185
Howard-Ridge TIF.………………………………………………………………………….…………187
West Evanston TIF.…………………………………………………………………………….…………189
Dempster-Dodge TIF………………………………………………………………………………………………..191
Capital Improvement Fund………………………………………………………………………….…………193
Special Assessment Fund……………………………………………………………………….…………194
Parking System Fund………………………………...………………………………………….…………196
Water Fund………………………………………………………………………………………….…………200
Sewer Fund…………………………………………………………………………………….…………206
Solid Waste Fund………………………………………………………………………………….…………210
Fleet Services Fund…………………………………………………………………………….…………212
Equipment Replacement Fund…………………………………………………………………….…………215
Insurance Fund..…………………………………………………………………………………….…………217
Fire Pension Fund.……………………….………………………………………………….…………221
Police Pension Fund………………………………………………………………………………….…………223
Part V - Position Information
Position Comparison Charts…………………………………………………………………….…………226
Part VI - Capital Improvement Plan
Capital Improvement Plan Overview………………………………………………………….…………247
Capital Improvement Fund Policy………………………………………………………….…………248
Capital Projects Summary Charts…………………………………………………….…………253
Capital Projects Summary by Funding Source…………………………………………………………………….…………255
Capital Projects Summary by Project Type……………………………………………………………..265
Part VII - Comprehensive Performance Measurement
Comprehensive Performance Measurement Report………………………...……………………..………………………….…………275
Part VIII - Glossary
Glossary………………………...……………………..………………………….…………………………….285
PART I
BUDGET MESSAGE
January 1, 2014
Mayor Elizabeth B. Tisdahl and
Members of the City Council
Ladies and Gentlemen:
Please find the Fiscal Year 2014 Budget for the City of Evanston, Illinois for the period
beginning January 1, 2014 and ending December 31, 2014. 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 2014 is $254,627,610, which includes all funds and interfund
transfer expenses. This represents an increase of $692,354 from the 2013 Approved
Budget as amended. When interfund transfers are excluded from this calculation the total
budget for all funds is $221,528,108.
STATE OF THE CITY
Although the prevailing economic climate has shown some signs of improvement during the
past year, the national economy remains an area of concern for the City of Evanston. The
performance of the national economy impacts the City in numerous ways including local
employment, housing, and economic development. As such, staff has been diligently
monitoring expenses and revenues to ensure that the City remains fiscally stable in these
challenging economic times, while still providing core services in the most responsible ways
possible.
The 2014 Adopted Budget includes no increase in property taxes for the General Fund
Operating Levy or the Debt Service Fund Levy. The Evanston Public Library, which is
included in this document, has a separate tax levy, which is approved by the Library Board
and recommended to the City Council for approval each year. The City has experienced
positive building growth throughout the community and at Northwestern University in 2013
and this growth is expected to continue through 2014. Other economic revenues (sales tax,
income tax, and utility taxes) are stable at a minimum and improving in many cases.
The 2014 Adopted Budget includes rate increases in the City’s Water Utility and Solid Waste
funds. Water rates are to increase by 10%, but will remain the lowest rates in the suburban
area. This increase will be used to support capital infrastructure replacement in both the
Water Plant and distribution system. Solid Waste fees will increase by $3 per month for the
95 gallon container. Again, even with these increases, Evanston fees are well below the
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average for the North Suburban area. These fee increases will allow the transfer from the
General Fund to Solid Waste to drop by approximately $190,000 down to $1,056,000 per
year and will help bring the Solid Waste operation closer to self-sufficiency.
The 2014 Adopted Budget includes no layoffs for the first time in several years and as noted
more fully below includes the addition of personnel in Police, Health, and Library services.
Starting in 2013 and continuing into 2014 the City Council will be addressing new goals and
objectives through a Strategic Planning process. This process will focus on major capital
and operating goals to address City infrastructure, facilities, and long range planning.
FY 2013 SUCCESSES
General Fund Anticipated to Close Fiscal Year 2013 with Surplus: Staff worked
diligently to improve efficiencies, reduce costs, and maintain service to the residents in a
fiscally responsible manner. The estimates for FY 2013 show General Fund revenue
performing at over 100% of budget. Additionally, General Fund expenditures are anticipated
to hold at 1.77% below budget. As a result, the City anticipates closing 2013 with
approximately $2.2 million in General Fund surplus. The General Fund ending fund balance
has remained stable and, as of the end of FY 2013, is expected to be at $17.6 million or
21% of budgeted expenditures, which is above the minimum required balance of 8.3%. As
a result, the General Fund surplus will be used to support other City Funds which have lower
than desired reserves. By using this surplus, the 2014 General Fund Budget will not need to
increase the transfer costs to these other funds.
The approved 2013 General Fund interfund surplus transfers* are:
Insurance Fund $500,000
Fleet Maintenance Fund $600,000
Debt Service Fund $1,000,000
* Fund transfers may be adjusted based on final audited FY 2013 expenses, but will not
exceed the amounts listed above.
Citizen Engagement: The FY 2014 Budget marks the fifth consecutive budget year in
which the City has facilitated a community budget process. In addition, the FY 2014 Budget
process represents the third year of the City’s Engage Evanston initiative, which is an on-
going effort to encourage dialogue and discussion among residents regarding community
priorities and budgetary challenges. As part of the Engage Evanston initiative, residents
were encouraged to share their budget-related ideas, comments, and suggestions with the
City through a variety of communication channels including postal mail, phone, and the
internet. Internet communication options included the City website, Facebook, Twitter, and
the MindMixer webpage.
Residents also had the opportunity to provide budget ideas and feedback in-person as part
of the Citizen Budget Input Session and the Community Outreach Events. During the
Community Outreach Events, City staff was available to interact with individuals in the
community to discuss budget-related comments and ideas at various coffee shops
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throughout Evanston. The input of residents gathered during the City’s Engage Evanston
initiative is highly valued and has been incorporated into the development of the 2014
Budget as has been done in previous years.
Comprehensive Performance Measurement: The FY 2014 Budget document contains
follow up to the 2013 Comprehensive Performance Measurement (CPM) Report. This
report has been created in accordance with the 2013 City Council goal of improving the
“Efficiency and Effectiveness of Services.” In creating these metrics, Departments were
asked to identify performance measures for benchmarking the efficiency and effectiveness
of City operations and service provision to the public. These performance measures aim to
capture all major operational activities of the organization and yield meaningful and
actionable information which can be utilized by the City Council, managerial staff, residents,
and other community stakeholders. The implementation of the CPM Report will provide the
City Council and public with a simplified tool to quickly and easily assess the effectiveness of
City services.
Public Safety: The City continues to focus on maintaining Public Safety services without
reductions in services or funding. The 2014 budget includes three additional Police Officers
in comparison to 2013 budget levels. As of September 2013, the Police Department has
responded to over 27,089 calls for service and Part 1 crime statistics reveal a -7.4% drop in
serious crime. The Fire Department is on track to respond to approximately 9,300 calls for
service this year.
Youth Services: The Mayor’s 2013 Super Summer Initiative consisted of numerous
activities for Evanston’s youth and young adults; it was enhanced by partnerships with
several agencies that allowed the City to provide even more programs. Recreational
programs included open microphone nights, expanded open gym hours, volleyball in the
parks, youth entertainment at festivals, the Goled 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, were a success and helped to reduce
violence among youths and young adults.
The 2013 budget increased staffing positions in the Youth and Young Adult Division to
expand the focus on effective outreach and engagement of the City’s youth and young
adults. Among many varied responsibilities, the Division oversees the Mayor’s Summer
Youth Employment Program. The Mayor’s Summer Youth Employment Program placed
345 youth in public and private employment positions for the 2013 program, as compared to
169 in 2012. The staff helped to develop the Mason Park Field House as an outreach
outpost to serve as an after school “hang out” spot for teens. Additionally, Outreach staff
was able to help place more than 50 youth and young adults in other part time and full time
jobs. The Division was also successful at implementing the pilot year of the Building Career
Pathways to Sustainable Employment Program and began the Certificate of Rehabilitation
program.
Economic Development 2013: Creating jobs and expanding sources of tax revenue
are the focus of the City’s economic development staff. The 2013 Work Plan identified a
focus on the sectors of Arts & Entertainment, Entrepreneurship Development & Growth
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Oriented Startups, and Water Industries, while adding three additional areas of focus:
retail attraction and retention; workforce development partnerships; and “Quality of
Place”. The “Quality of Place” represents the elements defining a City’s attractiveness
to residents and businesses.
In 2014, economic development staff will continuously refine these efforts to support
Evanston’s business community, supporting job and revenue growth, in a fair and
consistent manner that is expected in Evanston.
In 2013, economic development staff continued to target revitalization efforts throughout
Evanston including:
As of September 1, approximately 50 new businesses had opened in
Evanston, bringing 172 new jobs to Evanston.
The development of new businesses to create unique and dynamic business
districts. This has included the opening of Trader Joe’s at 1211 Chicago
Avenue on September 6; the projected opening of Evanston’s first brew-pub
at 623 Howard Street in December 2013; the opening of Skylight a unique
event space in the Heartwood Center at 1818 Dempster Street.
Opening of two new residential developments – 1717 Ridge, a new 175-unit
rental apartment building and the AMLI Residential development, at 737
Chicago Avenue, a new 214-unit luxury rental apartment building. Central
Station at 1720 Central Street is expected to open for occupancy before the
end of 2013.
Continued efforts to support entrepreneurship and partnership with
Northwestern University. NU and the City were one of three communities in
the state that would receive a $1,000,000 state grant to aid in technology
upgrades to bring the Gigabit network to Evanston.
Continued investment in Evanston’s infrastructure to support multiple modes
of transportation. This has included the rehabilitation of Davis Street,
sidewalks, and the creation of a protected bike lane.
Cultivation and support of arts in Evanston. The completion of the Downtown
performing arts plan and the ongoing efforts of the EvanstArts project have
worked to develop a framework and roadmap for supporting the arts
community in Evanston. The City Council authorized the development of a 9-
member task force to work to determine the feasibility of a downtown
performing arts center.
Development of the Health & Wellness Working Group, a group of businesses
across Evanston’s business districts engaged in providing goods and services
to support the health and overall wellness of Evanston residents, visitors, and
workers. The group has met quarterly since the start of 2013 and held a fair
in late September to promote the work of these businesses.
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Selling Water: Evanston partnered with Lincolnwood, Niles, Des Plaines, Park Ridge, the
Northwest Water Commission (NWC) and the Northwest Suburban Municipal Joint Action
Water Agency (NSMJAWA) to complete a transmission main study in 2012. This study
determined the preliminary pipe routing, pipe size, cost and cost allocation for a transmission
main that would supply water to these potential partners. Additionally, Evanston continues to
work on the facility level planning to increase the capacity of the water treatment facility as
needed to meet the demand of the potential new customers (the NWC is already a
wholesale customer). Evanston is working to execute water supply contracts with the
potential new customers, which will continue throughout the 2014 year.
FUTURE CHALLENGES
Balancing Quality of Life with Available Resources: Many residents have previously
expressed concern that efforts to balance the City’s budget may adversely impact the quality
of life in Evanston through reductions in City services. In 2014, the City will take on the
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 2014 and beyond.
Debt: The City municipal bond rating was downgraded in 2013 from Aaa to Aa1 by
Moody’s and similarly by Fitch Investor services. Pension debt and the revised calculations
of this debt by Moody’s are the primary reasons for this rating change. Despite City efforts
to successfully increase funded ratios over the past four years in both the Police and Fire
Pension Funds, the change in analytical parameters by Moody’s required the rating agency
to change the City’s bond rating. The City continues to look at methods to reduce general
obligation (G.O.) debt that places any further burden on the property taxpayers in Evanston.
Specific issues facing the City in the near future for debt service costs include the following
items:
The City’s Sewer Fund is proposing to issue $2.0 million in G.O. debt in 2014. After
2015, a majority of the previous debt obligations from major work done in the 1990s
will end, reducing the Sewer Fund indebtedness.
Based on the City Council’s preliminary Strategic Planning Process, maintaining and
replacing City facilities, utilities, and streets/sidewalks will be a priority in the coming
years. The City will continue to balance new debt issued with the amount of debt
being retired each year, containing the total debt burden to Evanston tax payers.
The City plans refinanced $30 million in General Obligation Bonds on December 1,
2013. This refinancing will not extend the duration of the bonds and should result in
interest/principle savings $4 million spread over the next ten years.
Pensions: The 2013 Adopted Tax Levy, which is included in the 2014 Adopted Budget, will
use the 2013 Actuarial Study prepared by Tepfer Consulting Group (TCG) as a basis for
setting funding levels for the Police and Firefighter’s Pension Funds. The 2013 Study
provides for a reduced interest rate assumption from 7.0% to 6.75%. This change would
normally reduce the City’s future projected funding level. However, due to 2012
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performance in each fund, the funded ratios of both the Police and Firefighters Pension
Funds have again increased. A summary table below provides the change in funding from
year to year for these funds.
Police Pension
Fund
Firefighter's Pension
Fund
2014 State Minimum Contribution per PA 96-1945 $6,237,581 $4,533,401
Funded Ratio 49.8%48.2%
Governmental Accounting Standards Board
Minimum Contribution (GASB)$8,091,526 $6,028,078
n/a
2014 City Recommend Minimum Contribution $8,394,279 $6,341,558
Funded Ratio 47.3%46.5%
Reduction in Funding by using State Minimum ($2,156,698)($1,808,157)
Reduction in Funding by using GASB ($302,753)($313,480)
The City is funding Police and Firefighter pensions at a level that is $3.96 million above the
minimum funding required by State of Illinois statute.
For the 2013 contribution the City Council approved an additional funding amount of
$500,000 above the Actuarial Study recommendation. The 2014 Actuarial Study
recommends a reduction from the 2013 level (when the $500,000 is included) by $35,355
for Police Pension funding and $102,077 for the Firefighter’s Pension funding. During the
2014 Budget review process the City Council approved funding equal to 2013 levels, which
eliminates the proposed reduction in the Actuarial Study as noted in the table below:
Police Pension
Fund
Firefighter's Pension
Fund
2013 Contribution (used in 2012 Tax Levy)$8,109,454 $6,126,383
Funded Ratio 45.6%45.3%
Additional Council Approved Contribution $284,825 $215,175
Total Contribution $8,394,279 $6,341,558
2014 Actuarial Study Recommendation2014 $8,358,924 $6,239,481
Additional Council Approved Funding $35,355 $102,077
2014 Approved Funding $8,394,279 $6,341,558
Funded Ratio 47.3%46.5%
Contribution Change $0 $0
Funded Ratio Change 1.7%1.2%
Senior Services: The “Age-Friendly Evanston” will be underway in 2014. This project
follows the World Health Organization (WHO)’s “Age-Friendly Cities” model to provide a
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system to educate, encourage, promote, and recognize improvements that will make
Evanston more user-friendly not only for senior residents, but for residents of all ages.
This project entails building a task force of residents, collaborating with Northwestern
University’s Buehler Center on Aging to conduct a baseline assessment of the age-
friendliness of Evanston and developing a three-year city wide action plan for ongoing
improvement of “age-friendliness. This is a five year process. An assessment of
boards, committees and commission related to the Senior Services division will be
conducted in 2014 to evaluate efficiencies, performance, compliance, accountability,
and ultimately, setting direction for each. This will ensure members understand their
duties and the needs of the community are being met.
Diverse Communities: The population of Evanston has traditionally been racially and
socio-economically diverse. The 2010 Census shows that Evanston has an African
American population of 18.1%, Latino 9.0%, and Asian 8.6%. City programs and services
need to have greater focus on identifying and serving the needs of these diverse racial
communities. In addition, the City needs to spend additional resources on programs and
partnerships to help struggling families in difficult economic circumstances. Some work has
started with the United Way of Metropolitan Chicago on financial literacy courses and the
City is committed to additional work in this area.
Solid Waste Fund: In FY 2012 the City changed the service delivery model for recycling
and refuse removal. Refuse and yard waste are now removed contractually and recycling is
handled by City staff. This change was done to limit costs in two main areas – equipment
purchases/maintenance and workers compensation/liability costs. The City’s Solid Waste
operations are not currently self-sufficient. The FY 2014 Adopted Budget decreases the
General Fund contribution to the Solid Waste Fund from $1,245,967 to $1,056,000 due to a
$3 increase in the monthly fee for the 95 gallon refuse carts. The FY 2014 fees for Solid
Waste are as follows:
2013 Fee 2014 Adopted Fee
95 gallon Cart Monthly Fee $ 14.95 $ 17.95
65 gallon Cart Monthly Fee $ 7.95 $ 7.95
Yard Waste Cart Annual Fee $ 25.00 $ 25.00
Yard Waste Sticker $ 1.75 $ 1.75
Even with this increase, City fees are substantially below area communities, which
according to Solid Waste Agency of Northern Cook County (SWANCC) average $22 per
month. The following table compares the City’s current and adopted rates with area
communities.
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Municipality
Size Refuse Collection Container Yard Waste Collection Fees
95 Gal 65 Gal Annual Sticker
Oak Park $21.38 $18.10 $122 $2.36
Arlington Hts. $24.55 N/A $125 $2.10
Wilmette $21.63 N/A N/A $2.25
Glenview $16.63 N/A $146 N/A
Sample Avg. $21.00 $18.00 $131 $2.25
Evanston: Current $14.95 $7.95 $25 $1.75
Evanston: Adopted $18.95 $7.95 $25 $1.75
Water Fund: The 2014 Adopted Budget includes a water rate increase of 10%. A detailed
rate review was provided to the City Council on July 22, 2013. This increase will be used to
maintain funding of current capital replacement programs in combination with debt issuance
for selected projects.
2014 CITY COUNCIL GOALS
Through a Strategic Planning initiative in 2013, the City Council is in the process of defining
a consolidated list of goals that will provide a more precise focus for staff and resources.
The FY 2014 Budget includes many programs and initiatives to further the adopted goals of
the City Council. The adopted 2014 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
A portion of the projected 2014 General Fund surplus, totaling $300,000, will fund a series of
studies and reviews regarding City infrastructure and facilities through the Capital
Improvement Fund. The General Fund will also transfer $636,500 to the Capital
Improvement Fund in 2014 to be used as a Park and Facilities Contingency Account, which
will be used for emergency repairs and other projects identified in the City’s Strategic Plan.
The Utilities Department will also continue their review of major capital projects as outlined at
the September 30, 2013 Council meeting. Financial Policies included in this budget
document will also be reviewed to confirm or modify existing policies on debt and reserves in
specific City Funds.
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FISCAL YEAR 2014 BUDGET OVERVIEW
GENERAL FUND
The General Fund encompasses the majority of all daily operations as budgeted, excluding
Fleet, Parking, Water, and Sewer services.
General Fund:
FY 2013 FY 2013 FY 2014
FY 2012 Amended Estimated Adopted
Actual Budget Actual Budget
Revenues $78,777,151 $84,523,051 $85,195,619 $89,185,298
Expenditures (Less Surplus Distribution) $81,860,308 $84,520,422 $83,027,723 $87,469,573
Net ($3,083,157) $2,629 $2,167,896 $1,715,725
Transfer to Capital Improvement* $1,250,000 $0 $0 $936,500
Transfer to Fleet Maintenance Fund $0 $0 $600,000 $0
Transfer to Equipment Replacement Fund* $500,000 $0 $0 $0
Transfer to Debt Service Fund $0 $0 $1,000,000 $609,000
Transfer to Insurance Fund* $0 $0 $500,000 $0
Surplus/(Deficit) ($4,833,157) $2,629 $67,896 $170,225
Adjustment to GAAP Basis of Accounting $3,473,475 $0 $0 $0
Adjusted Surplus/(Deficit) ($1,359,682) $2,629 $67,896 $170,225
*General Fund budget was amended on 6/11/12 to include fund balance transfers totaling $1.75M.
$1.25M was transferred to the Capital Improvement Fund and $500,000 was transferred to the
Equipment Replacement Fund.
Fiscal Year 2013 Status: FY 2013 revenues are estimated to perform at approximately
100.8% or $672,568 above budget. Income tax and Real Estate Transfer taxes are
performing above budgeted levels, and building permit revenues have exceeded FY 2013
budget expectations. While Sales Taxes are lagging below budget targets to date, staff
anticipates that fourth quarter sales will boost this revenue source close to budgeted levels.
FY 2013 General Fund operating expenses are estimated to be nearly $1.49 million or
1.77% below budget.
FISCAL YEAR 2014
Staffing/Compensation: The 2014 Adopted Budget includes modest compensation
increases in the form of a merit (non-bargaining)/cost-of-living (bargaining unit) increase of
2.0% and the reinstatement of merit/step increases for non-represented employees. A
majority of City staff are members of one of four bargaining units. The City is currently in
contract negotiations for 2014 with Evanston chapters of the American Federation of State,
County and Municipal Employees (AFSCME), the International Association of Fire Fighters
(IAFF), the local chapter of the Fraternal Order of Police (FOP) Officers, and the FOP
Sergeants.
Additionally, the 2014 budget includes staffing increases of 15.31 full-time equivalents.
Details of these changes can be found in the position control portion of the budget.
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The list of staff position reductions and additions for FY2014 is shown below.
POSITION DEPARTMENT FUND FTE
Cultural Arts Coordinator City Manager's Office General 1
Human Resources Specialist Administrative Services General 1
Customer Service Representative Community Dev. General 1
Victim Advocate Police General 1
Police Sergeant Police General 1
Police Commander Police General 1
Emergency Response Coordinator Health General 0.2
2 PT Youth-Young Adult Outreach Workers Parks/Rec/Comm. Serv. General 1
Preschool Instructor / Rec. Aide Adjustments Parks/Rec/Comm. Serv. General (0.14)
Library Department staffing adjustments Library Library 6.75
Part-Time Clerk Utilities Water 0.5
Safety Specialist Administrative Services Insurance 1
TOTAL ALL FUNDS 15.31
The total staffing level for FY 2014 is 804.78 full-time equivalents, compared to a high level
of 884 in 2006-07. Some of these changes were approved mid-year during 2013, but as
noted above, the General Fund is well under budget and no amendment was required to
affect personnel increases. All of the changes have been made in an effort to continue to
focus efficiency and effectiveness of service delivery.
Balanced Budget: The FY 2014 General Fund Budget is presented as a balanced budget
with a slight surplus of $170,225. In order to balance the budget, the following revenue and
expense changes were included in the Adopted 2014 Budget:
Revenue Amount
Reduce Property Tax Levy for Library Interfund Transfer ($ 250,000)
Interfund Transfer from Library Fund for Administrative
Services and Liability $ 250,000
Increase Building Permit Fee by $1.50 per $1,000 for permits
up to $1,000,000 and $2.50 per $1,000 for permits over
$1,000,000
$ 450,000
Increase Real Estate Transfer Tax Projection $ 270,000
Increase Liquor Tax Projection $ 75,000
Increase Electric Utility Tax Projection $ 70,000
Youth Organization Umbrella (YOU) Grant $ 40,000
Increase Interfund Transfers to General Fund by 3% $ 225,000
Total Revenue Adjustments $ 1,130,000
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Expense Amount
Reduce Interfund Transfer to Solid Waste Fund $ (190,000)
Additional Support to Mental Health Board / Community
Purchased Services $ 114,460
Additional Support for Summer Youth Employment $ 30,000
Citywide Salary Savings (1.0%) $ (600,000)
Elimination of Human Resource Contractor $ (133,500)
Addition of Human Resource Specialist $ 123,549
Increase for Activities at the School-Based Health Clinic at
ETHS $ 9,000
Addition of 2 YOU Grant Funded Outreach Workers $ 42,368
Addition of 2 Recreation Instructors at 28 Hours per Week $ 2,000
Replace 0.5 FTE Rec Aide and 0.5 FTE Preschool Instructor
with 1 FTE Preschool Rec Aide $ 11,357
Total Expense Adjustments $ (590,766)
In addition to the General Fund adjustments listed above, the Community Development
Department is anticipating a $2,770,000 increase in permits and associated revenues for
2014. Of this number, approximately half is considered on-going revenue while the other
half should be used to off-set one-time expenses as per the Council’s policy. Staff has
planned for several one-time expenses to be funded from the anticipated $1,385,000 in one-
time revenue. The remaining items, totaling $609,000, will be funded from the available
fund balance in the General Fund. A complete listing of the one-time General Fund
expenses to be funded in 2014 is provided in the table below:
One-Time Expenses
Kubota r400 Vehicle (Snow and Sidewalk) $ 100,000
Dutch Elm Tree Inoculations $ 200,000
Bike Racks $ 50,000
Automated Stretcher Lift Device $ 40,000
Tree Planting $ 58,500
Transfer to Debt Service Fund $ 609,000
Transfer to Capital Improvement Fund (Parks
and Facilities Contingency) $ 636,500
Transfer to Capital Improvement Fund
(Strategic Plan Studies) $ 300,000
TOTAL $ 1,994,000
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The combination of revenue increases and expenditure decreases creates a projected
budget surplus for 2014 of $170,225.
GENERAL FUND REVENUES: In previous years, during Council deliberations questions
have come up regarding brief explanations of changes in the revenues from year to year.
The table below shows a listing of taxes/revenues that are projected to change, and some of
the reasons for these changes.
REVENUE FY 13
Budget
FY 14
Budget Difference Reason
PRIOR YEAR'S
TAXES 200,000 240,000 40,000
Prior year's taxes represent 2% of tax
levy. 2014 projection is based on 2% and
historical collections. In the past few years
the City has collected lower percentages
of total tax bills and it is likely that we will
have an increase in payments after the
fact from these years.
STATE USE TAX 1,176,879 1,241,753 64,874
Per the IL Municipal League, 2013 (May-
Apr) Use Tax rate was $15.92 per capita.
IML forecasts an increase to $16.70 for
2014.
SALES TAX - BASIC 9,291,000 9,650,000 359,000
Per State of IL - pent up demand for retail
sales has been exhausted and the
expiration of the payroll tax is expected to
slow growth in 2013. National retail sales
are expected to increase by 2.4% in 2014.
2014 assumes an increase of 2.4% in
comparison to 2013.
SALES TAX - HOME
RULE 5,861,800 6,100,000 238,200
Per State of IL - National retail sales are
expected to increase by 2.4% in 2014.
2014 assumes an increase of 2.4% in
comparison to 2013.
ATHLETIC
CONTEST TAX 760,000 800,000 40,000
One time annual payment from NU
received in January / February. Revenue
is dependent upon ticket sales for
sporting events. 2013 schedule included
7 home games including versus Michigan
and Ohio State. 2014 schedule currently
has 6 home games, including Michigan
with 3 weeks listed as TBA. Estimate is
based on recent revenue trends.
STATE INCOME TAX 6,322,645 7,076,170 753,525
Per IML, 2013 (May-Apr) Income Tax rate
was $90.12 per capita, which was a
10.7% increase compared to prior year.
IML forecasts an additional 5.9% increase
for 2014, but offers more conservative
scenarios of 3.65%, 4.3%, and 5.4%
growth. 5.4% growth is projected.
Population is 74,486 per 2010 census.
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REVENUE FY 13
Budget
FY 14
Budget Difference Reason
ELECTRIC UTILITY
TAX 3,069,806 3,070,000 194
Electric Utility Tax revenue is dependent
upon weather conditions, particularly
use of air conditioning. 2013 YTD
revenue is 48% of budget. Relatively
mild summer to date may have impacted
revenue. Per State of IL - 2013 and
2014 electricity revenue is forecasted to
remain flat.
NATURAL GAS
UTILITY 1,400,000 1,200,000 (200,000)
Tax on gross receipts for natural gas
usage. Per State of IL - 2014 Natural
Gas tax will decrease by about 4% due
to mild weather forecasts. FY2012
revenue closed 35% below budget, but
YTD 2013 collections are $136K higher
than prior year. Projections assume
2013 and 2014 collections will be 3%
higher compared to 2012.
CIGARETTE TAX 485,000 300,000 (185,000)
Per State of IL - Cigarette taxes have
remained relatively flat since 2010. City
collections for 2012 were down
significantly (over 50%) from prior years.
This would indicate that smokers may
be purchasing cigarettes in other
municipalities to avoid Evanston tax
rates. Flat projection in 2013 and 2014.
EVANSTON MOTOR
FUEL 707,667 610,000 (97,667)
2013 YTD motor fuel revenues are
similar to prior year. State of IL
forecasts motor fuel sales to decrease
1% in 2013 and another 3.5% in 2014.
LIQUOR TAX 2,350,000 2,375,000 25,000
Per State of IL - Liquor tax is relatively
stable despite economic/business cycle
fluctuations. YTD collections are similar
to prior year. Slight growth from 2012
actuals projected in 2013 and 2014.
PARKING TAX 2,200,000 2,350,000 150,000
Parking tax revenue has been relatively
stable since FY10-11 and is on pace to
match 2012 revenue in 2013. Flat
projection for 2014
PERSONAL
PROPERTY
REAPLACEMENT
TAX
591,600 552,000 (39,600)
Per IML, 2013 PPRT receipts were
down .9%. 2014 projection is 3.3%
higher than prior year per IML. Actual
revenue is based on amount dedicated
to Police and Fire pension funds.
REAL ESTATE
TRANSFER TAX 2,100,000 2,875,000 775,000
Per State of IL - Sales of single family
homes grew 10% in 2012 and are
projected to grow by 9.8% in 2013 and
8.9% in 2014. RETT topped out at
approximately $4.0 million in previous
years so the projection is still well below
that previous high.
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REVENUE FY 13
Budget
FY 14
Budget Difference Reason
VEHICLE LICENSES 2,600,000 2,700,000 100,000
Vehicle licenses are relatively stable
each year. Majority of revenue is
collected in Nov/Dec. FY12 actuals are
used for 2013 estimate and 2014
projection. ALPR system will increase
compliance for chronic scofflaws.
TOTALS
$39,116,397
$41,139,923
$2,023,526
OTHER FUNDS
The City budget includes information on many other funds, which account for all other
activities accomplished each year. Each fund is summarized in the Executive Summary
immediately after this transmittal letter.
CONCLUSION
In closing, I would like to thank Assistant City Manager/Chief Financial Officer Martin
Lyons for his leadership of the Budget Team and his efforts to produce a responsible
budget which strives to address City needs within the scope of our available resources.
I would also like to thank the members of the Budget Team, including Finance Manager
Louis Gergits, Senior Management Analyst Brandon Dieter, Management Analyst
Ashley Porta, and Accounting Manager Hitesh Desai for their research, analysis, and
diligent efforts in the development of the annual budget. I would also like to thank the
Department Directors and their respective staff for their assistance in helping to find
solutions to this year’s budgetary challenges.
Sincerely,
Wally Bobkiewicz
City Manager
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FY 2014 FY 2014
INITIAL REVISED
GENERAL FUND - PROPOSED REVENUE ADJUSTMENTS (ON-GOING) ADJUSTMENTS ADJUSTMENTS
GENERAL FUND BUDGET ADJUSTMENTS - REVENUES
Citywide
Reduce Property Tax Levy for Library Interfund Transfer - (250,000)
Interfund Transfer from Library Fund for Administrative Services - 250,000
Increase Building Permit Fee 300,000 450,000
Youth Organization Umbrella (YOU) Grant 40,000 40,000
Increase Interfund Transfers to General Fund by 3% 225,000 225,000
Increase Real Estate Transfer Tax Revenue Projection - 270,000
Increase Liquor Tax Projection - 75,000
Increase Electric Utility Tax Projection - 70,000
SUBTOTAL REVENUE ADJUSTMENTS 565,000$ 1,130,000
FY 2014 FY 2014
INITIAL REVISED
GENERAL FUND - PROPOSED EXPENSE ADJUSTMENTS (ON-GOING) ADJUSTMENTS ADJUSTMENTS
Citywide
Reduce Interfund Transfer to Solid Waste Fund (450,000) (190,000)
Additional Support to Mental Health Board / Community Purchased Services - 114,460
Additional Support for Summer Youth Employment - 30,000
Citywide Salary Savings (300,000) (600,000)
Subtotal Citywide (750,000)$ (645,540)
Department Reduction Detail
Administrative Services
Elimination of Human Resource Contractor (133,500) (133,500)
Addition of Human Resource Specialist 123,549 123,549
Subtotal Administrative Services (9,951)$ (9,951)
Police
Scheduled Computer Purchases per Replacement Plan 30,000 -
Increase to Police Training 33,800 -
Subtotal Police 63,800$ -
Health
Increase for Activities at the School-Based Health Clinic at ETHS 9,000 9,000
Subtotal Health 9,000$ 9,000
Parks, Recreation and Community Services
Addition of 2 YOU Grant Funded Outreach Workers 42,368 42,368
Addition of 2 Recreation Instructors at 28 Hours per Week 26,068 2,000
Replace 0.5 FTE Rec Aide and 0.5 FTE Preschool Instructor with 1 FTE Preschool Rec Aide 11,357 11,357
Subtotal Parks, Recreation and Community Services 79,793$ 55,725
TOTAL GENERAL FUND EXPENSE ADJUSTMENTS (607,358)$ (590,766)$
FY 2014 BUDGET ADJUSTMENT REQUEST WORKSHEET
CITY OF EVANSTON
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FY 2014 BUDGET ADJUSTMENT REQUEST WORKSHEET
CITY OF EVANSTON
FY 2014 FY 2014
INITIAL REVISED
GENERAL FUND - PROPOSED ONE-TIME REVENUE ADJUSTMENTS ADJUSTMENTS ADJUSTMENTS
Citywide
One-Time Building Permit Revenue from Northwestern Construction Projects 1,385,000 1,385,000
Subtotal - Citywide One-Time Revenue Adjustments 1,385,000$ 1,385,000
FY 2014 FY 2014
INITIAL REVISED
GENERAL FUND - PROPOSED ONE-TIME EXPENSE ADJUSTMENTS ADJUSTMENTS ADJUSTMENTS
Citywide
Kubota r400 Vehicle 100,000 100,000
ACCELA System Update 100,000 -
Equipment Replacement Fund Transfer 170,000 -
Dutch Elm Tree Inoculations 200,000 200,000
Bike Racks 100,000 50,000
Fire Department - 12 Mobile Computers 46,000 -
Automated Stretcher Lift Device 40,000 40,000
Tree Planting 58,500 58,500
Mobile City Hall Vehicle 150,000 -
Forestry Technology 100,000 -
Information Technology Purchases 320,500 -
Transfer to Debt Service Fund (2014 Debt Service Payment) - 609,000
Transfer to Capital Improvement Fund (Project Contingency - Parks and Facilities) - 636,500
Transfer to Capital Improvement Fund (Strategic Plan Studies) - 300,000
Subtotal One-Time Expenses 1,385,000$ 1,994,000$
Total Projected Revenues Before Adjustments (General Fund) 86,670,298 86,670,298
Total Revenue Adjustments - On-Going 565,000 1,130,000
Total Revenue Adjustments - One-Time 1,385,000 1,385,000
Total Projected Revenues After Adjustments (General Fund)88,620,298$ 89,185,298$
Total Projected Expenditures Before Adjustments (General Fund) 87,611,839 87,611,839
Total Expenditure Adjustments - On-Going (607,358) (590,766)
Total Expenditure Adjustments - One-Time 1,385,000 1,994,000
Total Projected Expenditures After Adjustments (General Fund)88,389,481$ 89,015,073$
Net Surplus / (Deficit) After Adjustments (General Fund)230,817$ 170,225$
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FY 2014 BUDGET ADJUSTMENT REQUEST WORKSHEET
CITY OF EVANSTON
FY 2014 FY 2014
INITIAL REVISED
OTHER FUNDS - PROPOSED REVENUE ADJUSTMENTS ADJUSTMENTS ADJUSTMENTS
Solid Waste
Increase Refuse Cart Fees 800,000 380,000
Reduce Transfer from General Fund (450,000) (190,000)
Increase Yard Waste Subscription Fee 100,000 -
Subtotal - Solid Waste 450,000$ 190,000
TOTAL REVENUE ADJUSTMENTS (Other Funds)450,000$ 190,000
FY 2014 FY 2014
INITIAL REVISED
OTHER FUNDS - PROPOSED EXPENSE ADJUSTMENTS ADJUSTMENTS ADJUSTMENTS
Library Fund
Interfund Transfer to General Fund for Administrative Services - 250,000
Subtotal - Library Fund -$ 250,000$
Water Fund
Addition of Permanent Part-Time Clerk II Position 20,000 20,000
Subtotal Water Fund 20,000$ 20,000
Insurance Fund
Addition of Safety Specialist at 1 FTE 122,908 122,908
Reduced Worker's Compensation Expenses Anticipated from Safety Specialist (100,000) (100,000)
Reduction for TPA Service Charges (25,000) (25,000)
Subtotal Insurance Fund (2,092)$ (2,092)
TOTAL EXPENSE Adjustments (Other Funds)17,908$ 267,908$
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City of Evanston
FY 2014 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. On-going 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 30 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 2014 is $254,627,610 for all budgeted funds,
including inter-fund transfers. This represents an increase of $692,354 as
compared to the amended FY 2013 Budget. The major change in the FY 2014
budget in comparison to FY 2013 is the creation of one additional fund
associated with the Evanston Library. The Library Debt Service Fund will
account for all Evanston Library debt service activities.
III. Fiscal Considerations
The City continues to take a guarded approach to budgeting its revenues and
expenditures for FY 2014 due to continuing uncertainty relative to the prevailing
economic climate, the State of Illinois, and the Federal Government. As a result,
the focus of the FY 2014 budget will be to continue services at current levels,
while the City reviews long term costs associated with facilities, infrastructure,
and debt.
Revenues across all funds are projected to decrease by approximately 0.01% in
comparison to FY 2013. FY 2014 General Fund revenues are projected to
increase over the prior year by 5.51%. The 2013 tax levy, receivable in 2014
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was adopted with several changes compared to the levy received in 2013. The
table below provides a comparison of the current and adopted levy by fund:
2012 2013 VARIANCE PERCENT
ADOPTED ADOPTED INCREASE /INCREASE /
LEVY LEVY (DECREASE)(DECREASE)
GENERAL FUND OPERATING 9,578,882$ 9,388,452$ (190,430)$ -1.99%
GENERAL FUND - IMRF PENSION 2,702,504$ 2,642,934$ (59,570)$ -2.20%
TOTAL GENERAL FUND 12,281,386$ 12,031,386$ (250,000)$ -2.04%
LIBRARY FUND 4,253,214$ 5,032,097$ 778,883$ 18.31%
LIBRARY - DEBT SERVICE FUND -$ 748,178$ 748,178$ N/A
TOTAL - LIBRARY FUNDS 4,253,214$ 5,780,275$ 1,527,061$ 35.90%
FIRE PENSION FUND 6,061,575$ 6,061,575$ -$ 0.00%
POLICE PENSION FUND 8,069,325$ 8,069,325$ -$ 0.00%
DEBT SERVICE FUND 11,798,019$ 11,049,841$ (748,178)$ -6.34%
TOTAL - ALL CITY FUNDS 42,463,519$ 42,992,402$ 528,883$ 1.25%
The General Fund has no increase in the operating tax levy.
The Police and Firefighter Pension Funds have been changed according
to the 2013 Actuarial Study as jointly recommended by the City Treasurer,
Police Pension Board, and Firefighter Pension Board.
The Debt Service Levy is changing from previous schedules due to three
factors:
o Normal issuance and retirement of bonds in 2013.
o Refinancing of $30 million in 2004 and 2005 General Obligation
Bonds will lower the 2013 Levy to offset a large increase from the
2006 and 2007 bond issues which begin paying higher principle this
year.
o Creation of the Library Debt Fund, which allocates the remaining
General Obligation Debt for the Main Library.
The Library Operating Levy has increased to cover increased costs
associated with staff and longer hours at the Library North and South
Branch, as well as providing more resources for Library activities at City
Community Centers.
The Library Board has approved the creation of a Library Capital
Improvements Levy. This Levy will not appear on the tax bill in 2014, but
is recommended to be segregated into a fund for future capital
improvements to Library facilities.
The Library Debt Fund will receive a portion of the Debt Service Fund
Levy equal to the remaining debt service associated with the Main Library.
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IV. General Fund
Expenditures
The FY 2014 Adopted Budget includes modest increases to personnel costs as a
result of union contracts. There is also a 2% increase included for non-union
personnel. The FY 2013 adopted budget served as the baseline for non-
personnel Departmental expenditure budgets in 2014. Departments were asked
to review their non-personnel budgets and submit an exception report in the
event the budget provided was insufficient to meet projected departmental
expenditures for the FY 2014 budget period.
In some cases, departments were able to meet this request. However, in many
instances, departments requested additional funding to meet strategic goals and
maintain service levels in the face of increased prices for raw materials. The
Budget Team and City Administration reviewed these requests and provided
opportunities for departmental cooperation, needs assessments, and
prioritization.
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 will be reduced by $250,000 or
approximately 2.07% in FY 2014 to $12,031,386. It should be noted that
in FY 2013 a portion of the General Fund property tax levy was allocated
to the newly created Library Fund. This allocation will continue in FY 2014
along with an additional General Fund property tax levy allocation for the
Library Debt Service Fund. For FY 2014, the combined amount to be
allocated to the Library Funds will be $5,751,517.
2. State Sales Tax:
General Fund revenue from the State of Illinois sales tax is expected to be
$9,690,000, which represents an approximate increase of 4.29% in
comparison to the FY 2013 budget. This revenue will increase or
decrease based on the dollar amount of purchased tangible merchandise
within 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 a full year of Trader Joe’s store
operations in Evanston, which opened in September, 2013.
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3. Home Rule Sales Tax:
For FY 2014, this General Fund revenue is budgeted at $6,100,000, which
is a 4.06% increase in comparison to the FY 2013 budget. The year-end
estimate for FY 2013 Home Rule Sales Tax revenue is projected at
$5,861,800. 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 2014 is $7,076,170, representing an 11.92% increase
from FY 2013. This revenue is collected by the State of Illinois and the
amount distributed to Illinois municipalities is dependent upon population
size.
5. Utility Taxes:
Revenues from utility taxes are comprised of electric, natural gas
distribution and consumption, and telecommunications taxes. For FY
2014, these taxes are budgeted at $8,150,000, which represents a 3.46%
decrease compared to FY 2013 budget.
6. Real Estate Transfer Tax:
Real estate transfer tax revenue is budgeted to increase by approximately
$775,000 or 36.9% in comparison to the FY 2013 budget; the projected
FY 2014 revenue is $2,875,000. Staff anticipates FY 2013 real estate
transfer tax revenues will exceed budget and expects this trend to
continue in FY 2014.
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 2014, the revenue projection for vehicle licenses is
$2,700,000, which represents a 3.85% increase from the FY 2013 budget.
This revenue projection is based on trend data from prior years.
8. Licenses, Permits, and Fees:
Excluding vehicle sticker sales, total licenses, permits, and fees are
expected to generate $9,922,280, which represents a 45.5% increase in
comparison to FY 2013. There are several revenue sources which
comprise the licenses, permit and fee category including building permits,
liquor licenses and the cable franchise fee. The projected increase is
primarily related to increases in Building Permits and related revenue
sources.
9. Fines and Forfeitures:
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Parking tickets, regular, and other fine revenues are budgeted to be
$4,366,022 in FY 2014, which represents no change in comparison to the
FY 2013 budget for these items. This projection is based on relatively
stable revenue collections for fines and forfeitures in recent years.
10. Charges for Services
This category consists of many revenue sources, the largest of which
relates to recreation and ambulance service fees. Charges for services
are projected to generate $7,936,754 in FY 2014, which is a 0.41%
increase over FY 2013. No rate changes to the above listed categories
are anticipated in 2014.
11. State and Federal Aid
This revenue is completely dependent on grants offered by the State and
Federal governments. For FY 2014, the revenue is projected to be
$721,272, which represents a 8.33% decrease from FY 2013. The
majority of the City’s grant funding is located in grant-specific funds
outside of the General Fund.
V. Other Funds
Library Fund
The Library Fund was created as part of the FY 2013 budget and accounts for all
revenues and expenditures associated with the operation of 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. FY 2014 revenues
for the Library Fund are projected to be $5,866,339 and expenditures are
budgeted at $5,912,974. The Adopted Budget as presented has been approved
by the Library Board and the City Council.
Library Debt Service Fund
The Library Debt Service Fund was to be created as part of the FY 2014 Budget.
This fund accounts for all debt service activities associated with the Evanston
Public Library. FY 2014 revenues for the Library Debt Service Fund are
projected to be $749,178 and expenditures are budgeted at $748,178.
Homelessness Prevention and Rapid Re-Housing Program
This fund was created to provide services and direct assistance to those qualified
individuals who were homeless or were at risk of becoming homeless. This
program helped individuals regain stability and during the 3-year grant period 150
people in 86 households were provided homeless prevention services and 88
people in 69 households were provided re-housing services. The HPRP grant
was 100% expended and closed in FY 2013. The HPRP Fund has been
included in the FY 2014 Budget presentation for historical tracking purposes.
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Neighborhood Stabilization Program 2 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. The
City's NSP2 grant of $18.15 million must be expended by February 2014.
Awarded in early 2010, the City estimates spending approximately $458,044 in
FY 2014, which represents a decrease of 88.59% in comparison to prior year.
This decrease is due to anticipation of drawdown of all of the City’s NSP2 funds
prior to the February 2014 deadline.
Motor Fuel Tax Fund
The Motor Fuel Tax Fund is used for street maintenance, street resurfacing, and
signal upgrade projects. The funds are authorized by the Illinois Department of
Transportation and are appropriated as part of the City’s share of the gasoline
tax. Motor Fuel Tax Fund spending is budgeted at $2,233,000 in FY 2014.
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 2014 revenues for the fund
are budgeted at $958,600, while expenditures for 2014 total $1,412,197.
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 2014 revenues and expenditures budgeted for the SSA #4
Fund are projected to be $370,000.
Community Development Block Grant Fund
This accounts for funds granted from the U.S. Department of Housing and Urban
Development. The expenditure amount estimated for FY 2014 is $1,738,088, a
$346,012 decrease in comparison to FY 2013. This decrease is directly related to
additional funds provided by the Housing and Urban Development Department.
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 2014
expenditures total is $20,000.
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
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development according to the City’s strategic economic development plan.
Expenditures for the Economic Development Fund are budgeted to be
$3,294,413 for FY 2014, a $926,810 or 39.15% increase in comparison to FY
2013. This increase is primarily due to expenditures related to the Gigabit
Challenge grant from the State of Illinois totaling $1 million.
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 $50,000 in FY 2014,
which is equivalent to the FY 2013 budget. 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
moderate to low income residents in finding affordable housing. The HOME
Fund’s FY 2014 budgeted expenditures are $700,336 or $97,064 less than FY
2013.
Affordable Housing Fund
The Fund seeks to support housing related programs as adopted by the City
Council. The FY 2014 budget is $263,990, a $33,800 decrease in comparison to
FY 2013.
Washington National TIF Debt Service Fund
Expenditures for the Washington National TIF Debt Fund are budgeted to be
$5,988,782 for FY 2014, a decrease of $2,707,944 compared to FY 2013. 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 2014 budget for this
fund is $436,605 of debt service costs, which represents a $17,789 increase from
FY 2013.
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 2014 budget for this fund is $3,868,488
and includes $500,000 in capital improvements and a $2.5 million for economic
development projects.
Southwest TIF Special Tax Allocation Debt Service Fund
This Tax Increment District consists of twelve acres of land bounded by Main
Street, Pitner Avenue, and the North Shore Channel. Budgeted expenditures for
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FY 2014 are $777,939 which is $168,439 above FY 2013. For FY 2014, $29,500
is budgeted as a transfer to the General Fund, with the remaining $748,439 is
budgeted for economic development projects.
Debt Service Fund
The 2013 tax year levy, to be filed with Cook County in December 2013, has
been budgeted as revenue for the FY 2014. Budgeted expenditures in this fund
primarily consist of general obligation debt not paid (and therefore abated)
elsewhere, such as in tax incremental financing districts and enterprise funds.
The total Debt Service Fund budget for FY 2014 is $13,933,114.
Howard-Ridge Tax Increment Finance District Fund
The City Council adopted the Howard-Ridge Tax Increment Finance (TIF) District
on January 26, 2004. The TIF district is generally bounded on the north by
various parcels that front Howard Street and Chicago Avenue, on the east by the
City of Evanston's boundaries and the Chicago Transit Authority (CTA) Red Line,
on the south by City boundaries and on the west by Ridge Avenue. The TIF
district contains mixed residential uses, retail/commercial properties, and
institutional uses. Expenditures budgeted for FY 2014 total $405,500, 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 2014 are budgeted at $165,000 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.
This fund not have any expenses budgeted for FY 2014.
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 $18,410,016, which is an increase of
$4,834,665 in comparison to FY 2013. The increase is attributable to higher
capital project activity in 2014.
Special Assessment Fund
The Special Assessment Fund’s budgeted expenditures for FY 2014 total
$670,848, which represents a decrease of $7,812 compared to FY 2013. The
majority of this decrease is attributable to fewer capital improvement projects
scheduled in the fund for FY 2014.
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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 2014 budgeted expenses total $15,894,333, an
increase of $874,350.
Water Fund
The Water Fund has budgeted FY 2014 expenses totaling $23,989,734, which
represents an increase of $2,747,555 in comparison to FY 2013. This increase
is primarily due to capital improvements scheduled in the fund, which are
budgeted at $10,170,000 in FY 2014 and include main replacements and
improvements to the Water Plant.
Sewer Fund
The Sewer Fund has budgeted FY 2014 expenses totaling $16,279,120, which
represents a $2,986,968 decrease compared to FY 2013. The Sewer Fund
includes $3,225,000 worth of capital improvements and $9,994,260 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
2014 budget for Solid Waste operations is projected at $5,309,082. Staff
anticipates the fund will close FY 2014 with a surplus totaling $370,918.
Fleet Services Fund
Budgeted expenditures for FY 2014 total $3,578,147, a $69,082 increase in
comparison to FY 2013. 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 2014 expenditures budgeted for the fund total $2,744,000.
Insurance Fund
Budgeted expenditures for FY 2014 total $18,067,284. In FY 2009-10, the City
joined the Intergovernmental Personal Benefits Cooperative (IPBC), a group of
50 local jurisdictions that jointly purchase health insurance coverage in order to
reduce overall risk to any one participant. The City self-insures a large majority
of liability insurance claims in this fund, with a self-insured retention set at
$1,250,000.
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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 2014
are budgeted at $7,718,825.
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 2014 are budgeted at $10,174,500.
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PART II
CHARTS & SUMMARIES
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City of Evanston, Illinois
Organization Chart
Residents
Mayor
City Council
City Clerk
Police
FireCommunity
Development
Public Works
Health
Utilities
Parks, Recreation
& Community
Services
Law
Administrative
Services
City ManagerAssistant City
Manager / CFO
Deputy City
Manager
Boards and
Commissions
Library
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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 359,357
Northwest Water Commission 221,597
Fire Protection Evanston 77,857
Number of Firefighters (2010) 107 Skokie 63,400
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) 40,300,000
Number of Sworn Officers (2010) 160
Number of School Crossing Guards 49
Number of Parking Enforcement Officers 11
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DATE TIME ACTIVITY
Monday, August 12, 2013 7PM* Presentation of FY 2014 Budget Calendar
Mid-Year 2013 Budget Review
Monday, September 16, 2013 7PM Human Services Committee
Township, Harley Clark Mansion,
and Downtown Evanston Arts Center
Wednesday September 18, 2013 7PM Citizen Budget Input Session
Monday September 30, 2013 6:15 PM City Council Goal Setting
Friday, October 11, 2013 5PM Proposed Budget to City Council
Monday, October 21, 2013 7PM* City Council Budget Discussion
Saturday, October 26, 2013 9AM* City Council Capital Tour
Tuesday, November 5, 2013 6:15 PM City Council Goal Setting
Monday, November 11, 2013 7PM* Public Hearing - Truth in Taxation
Public Hearing - FY 2014 Proposed Budget
Preliminary Tax Levy Estimate
Monday, November 18, 2013 7PM City Council Budget Discussion
Monday, November 25, 2013 7PM* Budget Adoption
Monday, December 9, 2013 7PM* Tax Levy Adoption & Tax Levy Abatement
City of Evanston
City Council Budget Calendar
Fiscal Year 2014
Rosh Hashanah is September 4th through 6th. Yom Kippur is September 13th and 14th.
Columbus Day is October 14th. Thanksgiving is November 28th.
* Meeting Times are Approximate
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City of Evanston
Budgetary 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.
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.
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City of Evanston
Budgetary Process
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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City of Evanston
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.
The level of control (level at which expenditures may not exceed budget) is at the fund level. All unencumbered annual
appropriations are lapsed at the fiscal year-end.
Encumbrance accounting, under which purchase orders, contracts, and other commitments for the expenditure of
monies are recorded, reserve a portion of a budgeted account so that amount is not spent elsewhere. For non-
enterprise funds, encumbrances are usually not counted as expenditures until the actual disbursement has been
made.
The financial information of general governmental type funds (for example, the general fund itself and MFT funds) is
prepared on a modified accrual basis. Briefly, this means that revenues are usually recorded when they become
available and are measurable while expenditures are recorded when the liability has been incurred.
The enterprise funds (Water, Sewer, Solid Waste, and Parking), on the other hand, are often reported on a full accrual
basis. Not only are expenses recognized when a commitment is made (through a purchase order) but revenues are
also recognized when they are obligated to the City (for example, water user fees are recognized as revenue when
bills are produced).
The Comprehensive Annual Financial Report (CAFR) shows the status of the City’s finances on the basis of
“generally accepted accounting principles” (GAAP) and a budget basis for comparison purposes.
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City of Evanston
Budget Policy
(Revised May 24, 2004)
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 as follows:
I. Budget Process
A. 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.
B. 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.
C. Quarterly Financial Update
Following the end of each financial quarter, the City Manager shall present a report summarizing
budgeted vs. actual revenues and expenditures.
D. 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.
E. 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.
F. Submission of the Proposed Budget
The City Manager will submit a balanced budget to the City Council by October 31.
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City of Evanston
Budget Policy
(Revised May 24, 2004)
II. Fund Policies
A. General Fund
The General Fund budget will be balanced with property tax, only after all other revenue sources and
expenditure reductions have been exhausted. In addition, all new unfunded mandates must be
itemized within the budget. One-time revenues shall not be used to fund current operations.
B. 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.
C. Water Fund
This is an enterprise fund and as such is expected to be self-sufficient. Rates should be maintained at
sufficient levels to meet the costs of water programs, fund depreciation, and build reserves for future
capital needs. Rate increases to the Northwest Water Commission and the Village of Skokie will
conform to the current contractual agreements. Water rates for City of Evanston consumers will be
reviewed on an annual basis. The Return on Investment (ROI) transfer to the General Fund shall be
reviewed on an annual basis. Other transfers for reimbursement of administrative expenses should
reflect true program costs.
D. Fire and Police Pension Funds
The Fire and Police Pension portion of the general levy will be increased to meet the annual
actuarially determined funding requirements.
E. 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
surcharge of $1.50 for landline network connections and the $ .75 State of Illinois imposed wireless
surcharge. Although none is anticipated, any increase in rates would require a referendum.
F. Motor Fuel Tax Fund
The expenditures intended for Motor Fuel Tax Revenues must not exceed the amount of funds
available from the State of Illinois Motor Fuel Tax Fund. These revenues should be used only for
street improvement and repair, as allowed by State of Illinois law.
G. Insurance Fund
The Insurance Fund must be maintained to meet the City’s current insurance liability requirements.
Requirements include current budget year obligations and building a reserve 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 each year will recommend to the City
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City of Evanston
Budget Policy
(Revised May 24, 2004)
Council insurance policy coverage and limits and include the necessary funds in the operating
budget.
H. Fleet Services Fund
The City of Evanston shall maintain vehicles and equipment, which are safe and adequate for the
demands of the operating departments. General obligation debt shall not be used for Fleet Services
purchases of vehicles. Vehicle purchases from Fleet Services will be supported by fully funding
depreciation.
I. 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 defeased 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 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.
J. Economic Development Fund
Expenditures for the Economic Development Fund should not exceed projected Hotel Tax Revenues.
K. 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 programs. Transfers to other funds for administrative
expenses should be maintained to reflect true program costs.
L. Expenditure Analysis
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City of Evanston
Budget Policy
(Revised May 24, 2004)
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:
A. General Fund
A minimum of 8.3% or one month of operating expenses shall be maintained as a reserve. Any
monies over a 10% 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.
B. Parking System 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 5% is required, per bond requirements.
C. 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.
D. Sewer Fund
A minimum of 10% expenses shall be maintained as a reserve, a sufficient reserve shall be
maintained to satisfy both bond requirements and Illinois Environmental Protection Agency (IEPA)
loan requirements. (A minimum of a 5% reserve is required, per bond agreements) A portion of this
fund reserve shall be used to fund depreciation and capital improvement needs.
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City of Evanston
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
City Funds
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 Debt Fund – to account for principal and interest payments on debt proceeds issued and
allocated to the Evanston Public Library.
Homelessness Prevention and Rapid Re-Housing Program – to account for the HPRP which
is financed by the United States Department of Housing and Urban Development. Expenditures
are made in accordance with federal law.
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.
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 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.
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City of Evanston
Fund Descriptions
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.
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.
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.
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City of Evanston
Fund Descriptions
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.
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
Pension Trust 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.
47 of 292
General, 35.0%
Library, 2.6%
Federal Programs,
0.6%
Motor Fuel, 0.9%
Emergency
Telephone, 0.6%
Special Service
Areas, 0.6%Economic
Development, 2.0%
TIF Funds, 4.4%
Debt Service (GO
Bonds), 5.5%
Capital Improvement,
7.2%
Parking, 6.2%
Water, 9.4%
Sewer, 6.4%
Solid Waste, 2.1%
Internal Service
Funds, 9.6%
Police/Fire Pension,
7.0%
FY 2014 Proposed Budget
Summary - All Funds (prior to interfund transfers)
All Funds = $254,627,610
48 of 292
Fund
Fund
#
FY12 Actual
Expenditures*
FY13 Budgeted
Expenditures
FY13 Estimated
Expenditures
FY14 Adopted
Expenditures Net Change
Percent
Change
General 100 $ 83,610,308 $ 84,520,422 $ 83,027,723 $ 89,015,073 4,494,651$ 5.3%
Library 185 $ 4,697,368 $ 5,080,920 $ 5,003,329 $ 5,912,974 832,054$ 16.4%
Library - Debt Service 186 $ - $ - $ - $ 748,178 748,178$ N/A
HPRP 190 $ 83,648 $ - $ - $ - -$ N/A
Neighborhood Stabilization 195 $ 8,438,092 4,011,917$ $ 3,884,996 $ 458,044 (3,553,873)$ -88.6%
Motor Fuel 200 $ 2,018,442 2,233,000$ $ 2,233,000 $ 2,233,000 -$ 0.0%
Emergency Telephone 205 $ 1,051,719 1,247,280$ $ 1,082,924 $ 1,412,197 164,917$ 13.2%
Special Service Area # 4 210 $ 398,000 370,000$ $ 370,000 $ 370,000 -$ 0.0%
CDBG 215 $ 1,931,405 2,084,100$ $ 1,783,743 $ 1,738,088 (346,012)$ -16.6%
CDBG Loan 220 $ 11,126 20,000$ $ 61,880 $ 20,000 -$ 0.0%
Economic Development 225 $ 1,918,042 2,367,603$ $ 2,370,800 $ 3,294,413 926,810$ 39.1%
Neighborhood Improvement 235 $ - 50,000$ $ - $ 50,000 -$ 0.0%
HOME 240 $ 104,757 797,400$ $ 725,090 $ 700,336 (97,064)$ -12.2%
Affordable Housing Fund 250 $ 84,740 297,790$ $ 90,190 $ 263,990 (33,800)$ -11.4%
Washington National TIF 300 $ 5,515,335 8,696,726$ $ 7,099,726 $ 5,988,782 (2,707,944)$ -31.1%
Special Service Area # 5 305 $ 423,231 418,816$ $ 418,816 $ 436,605 17,789$ 4.2%
Southwest II TIF 310 $ 1,882,296 3,765,011$ $ 2,015,011 $ 3,868,488 103,477$ 2.7%
Southwest TIF 315 $ 29,590 609,500$ $ 498,500 $ 777,939 168,439$ 27.6%
Debt Service 320 $ 16,685,271 13,824,528$ $ 13,896,528 $ 13,933,114 108,586$ 0.8%
Howard-Ridge TIF 330 $ 861,533 1,578,900$ $ 168,900 $ 405,500 (1,173,400)$ -74.3%
West Evanston TIF 335 $ 1,250,031 3,635,000$ $ 177,500 $ 165,000 (3,470,000)$ -95.5%
Dempster-Dodge TIF 340 $ - 650,000$ $ - $ - (650,000)$ -100.0%
Capital Improvement 415 $ 8,327,534 13,575,351$ $ 8,444,443 $ 18,410,016 4,834,665$ 35.6%
Special Assessment 420 $ 1,338,053 678,660$ $ 817,660 $ 670,848 (7,812)$ -1.2%
Parking 505 $ 8,941,601 17,219,983$ $ 13,607,139 $ 15,894,333 (1,325,650)$ -7.7%
Water 510 $ 13,527,964 21,242,179$ $ 18,260,686 $ 23,989,734 2,747,555$ 12.9%
Sewer 515 $ 8,071,726 19,266,088$ $ 18,707,552 $ 16,279,120 (2,986,968)$ -15.5%
Solid Waste 520 $ 4,611,737 5,264,222$ $ 4,758,994 $ 5,309,082 44,860$ 0.9%
Fleet 600 $ 11,194,146 3,509,065$ $ 3,278,693 $ 3,578,147 69,082$ 2.0%
Equipment Replacement 601 $ 1,475,260 2,450,000$ $ 1,783,733 $ 2,744,000 294,000$ 12.0%
Insurance 605 $ 17,436,316 17,424,026$ $ 17,024,840 $ 18,067,284 643,258$ 3.7%
Fire Pension 700 $ 7,276,704 7,560,000$ $ 7,405,000 $ 7,718,825 158,825$ 2.1%
Police Pension 705 $ 9,015,234 9,486,769$ $ 9,579,600 $ 10,174,500 687,731$ 7.2%
Total All Funds 222,211,209 253,935,256 228,576,996 254,627,610 692,354 0.3%
All budget totals in this summary are gross figures prior to eliminating interfund transfers.
Total Budgeted Expenditures- All Funds
FY13 vs. FY14
(Prior to Interfund Transfers)
In this summary, the total budgets for all funds are compared with the approved fund totals for FY13.
49 of 292
Fund Fund #
FY13 Net
Budget
FY14 Adopted
Expenditures
Less Transfers
to Other Funds
FY14 Adopted Net
Expenditures Net Change
Percent
Change
General 100 68,339,564 89,015,073 (18,077,595) 70,937,478 2,597,914 3.8%
Library 185 4,680,274 5,912,974 (694,743) 5,218,231 537,957 11.5%
Library - Debt 187 - 748,178 - 748,178 748,178 N/A
HPRP 190 - - - - - N/A
Neighborhood Stabilization 195 3,846,622 458,044 (40,909) 417,135 (3,429,487) -89.2%
Motor Fuel 200 1,400,000 2,233,000 (833,000) 1,400,000 - 0.0%
Emergency Telephone 205 1,011,122 1,412,197 (226,430) 1,185,767 174,645 17.3%
Special Service Area # 4 210 370,000 370,000 - 370,000 - 0.0%
CDBG 215 1,269,860 1,738,088 (623,004) 1,115,084 (154,776) -12.2%
CDBG Loan 220 20,000 20,000 - 20,000 - 0.0%
Economic Development 225 1,833,709 3,294,413 (533,524) 2,760,889 927,180 50.6%
Neighborhood Improvement 235 50,000 50,000 - 50,000 - 0.0%
HOME 240 769,000 700,336 (25,235) 675,101 (93,899) -12.2%
Affordable Housing Fund 250 273,800 263,990 (13,990) 250,000 (23,800) -8.7%
Washington National TIF 300 4,734,376 5,988,782 (3,256,296) 2,732,486 (2,001,890) -42.3%
Special Service Area # 5 305 418,816 436,605 - 436,605 17,789 4.2%
Southwest II TIF 310 3,620,611 3,868,488 (144,400) 3,724,088 103,477 2.9%
Southwest TIF 315 580,000 777,939 (29,500) 748,439 168,439 29.0%
Debt Service 320 13,824,528 13,933,114 - 13,933,114 108,586 0.8%
Howard-Ridge TIF 330 1,410,000 405,500 (105,500) 300,000 (1,110,000) -78.7%
West Evanston TIF 335 3,575,000 165,000 (60,000) 105,000 (3,470,000) -97.1%
Dempster-Dodge TIF 340 650,000 - - - (650,000) -100.0%
Capital Improvement 415 13,100,351 18,410,016 (475,000) 17,935,016 4,834,665 36.9%
Special Assessment 420 361,000 670,848 (169,848) 501,000 140,000 38.8%
Parking 505 16,033,514 15,894,333 (1,412,207) 14,482,126 (1,551,388) -9.7%
Water 510 16,698,244 23,989,734 (4,577,029) 19,412,705 2,714,461 16.3%
Sewer 515 18,317,931 16,279,120 (983,263) 15,295,857 (3,022,074) -16.5%
Solid Waste 520 4,674,800 5,309,082 (582,048) 4,727,034 52,234 1.1%
Fleet 600 3,301,597 3,578,147 (227,354) 3,350,793 49,196 1.5%
Equipment Replacement 601 2,450,000 2,744,000 - 2,744,000 294,000 12.0%
Insurance 605 17,415,701 18,067,284 (8,627) 18,058,657 642,956 3.7%
Fire Pension 700 7,560,000 7,718,825 - 7,718,825 158,825 2.1%
Police Pension 705 9,486,769 10,174,500 - 10,174,500 687,731 7.2%
Total All Funds 222,077,189 254,627,610 (33,099,502) 221,528,108 (549,081) -0.2%
Total Budgeted Expenditures - Adjusted for Interfund Transfers
This chart presents the gross total for each fund, less interfund transfers.
The results are net expenditures for each fund and for the FY14 City Budget.
The total for each fund is compared with that of the approved FY13 budget.
50 of 292
Budget Budget
Fund Transfers To Fund Transfers From
Revenue To General 210,000 Expense From Library (210,000)
Revenue To General 30,000 Expense From NSP2 (30,000)
Revenue To General 833,000 Expense From Motor Fuel (833,000)
Revenue To General 125,950 Expense From E911 (125,950)
Revenue To General 571,000 Expense From CDBG (571,000)
Revenue To General 452,707 Expense From Economic Dev (452,707)
Revenue To General 22,500 Expense From Home (22,500)
Revenue To General 13,990 Expense From Affordable Housing (13,990)
Revenue To General 331,000 Expense From Washington National TIF (331,000)
Revenue To General 144,400 Expense From Howard Hartrey TIF (144,400)
Revenue To General 29,500 Expense From Southwest TIF (29,500)
Revenue To General 60,000 Expense From Howard Ridge TIF (60,000)
Revenue To General 60,000 Expense From West Evanston TIF (60,000)
Revenue To General 475,000 Expense From Capital Improvement (475,000)
Revenue To General 869,242 Expense From Parking (869,242)
Revenue To General 3,369,559 Expense From Water (3,369,559)
Revenue To General 145,044 Expense From Sewer (145,044)
Subtotal 7,742,892 Subtotal (7,742,892)
Revenue To Economic Development 45,500 Expense From Howard Ridge TIF (45,500)
Subtotal 45,500 Subtotal (45,500)
Revenue To Debt Service 1,279,306 Expense From General (1,279,306)
Revenue To Debt Service 74,597 Expense From Library (74,597)
Revenue To Debt Service 4,046 Expense From NSP2 (4,046)
Revenue To Debt Service 11,622 Expense From E911 (11,622)
Revenue To Debt Service 3,035 Expense From CDBG (3,035)
Revenue To Debt Service 14,271 Expense From Economic Development (14,271)
Revenue To Debt Service 169,848 Expense From Special Assessment (169,848)
Revenue To Debt Service 207,284 Expense From Sewer Fund (207,284)
Revenue To Debt Service 24,927 Expense From Fleet (24,927)
Revenue To Debt Service 8,627 Expense From Insurance (8,627)
Subtotal 1,797,563 Subtotal (1,797,563)
Revenue To Capital Improvement Fund 936,500 Expense From General Fund (936,500)
Subtotal 936,500 Subtotal (936,500)
Revenue To Parking 2,925,296 Expense From Washington National TIF (2,925,296)
Subtotal 2,925,296 Subtotal (2,925,296)
Revenue To Solid Waste 1,055,967 Expense From General (1,055,967)
Subtotal 1,055,967 Subtotal (1,055,967)
Revenue To Fleet 2,507,358 Expense From General (2,507,358)
Revenue To Fleet 2,381 Expense From Library (2,381)
Revenue To Fleet 21,992 Expense From Parking (21,992)
Revenue To Fleet 122,751 Expense From Water (122,751)
Revenue To Fleet 177,729 Expense From Sewer (177,729)
Revenue To Fleet 298,071 Expense From Solid Waste (298,071)
Subtotal 3,130,282 Subtotal (3,130,282)
Revenue To Equipment Repl. 1,242,590 Expense From General (1,242,590)
Revenue To Equipment Repl. 1,700 Expense From Library (1,700)
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 11,055,874 Expense From General (11,055,874)
Revenue To Insurance 406,065 Expense From Library (406,065)
Revenue To Insurance 6,863 Expense From NSP2 (6,863)
Revenue To Insurance 88,858 Expense From E911 (88,858)
Revenue To Insurance 48,969 Expense From CDBG (48,969)
Revenue To Insurance 66,546 Expense From Economic Dev (66,546)
Revenue To Insurance 2,735 Expense From HOME (2,735)
Revenue To Insurance 490,973 Expense From Parking (490,973)
Revenue To Insurance 1,084,719 Expense From Water (1,084,719)
Revenue To Insurance 453,206 Expense From Sewer (453,206)
Revenue To Insurance 106,846 Expense From Solid Waste (106,846)
Revenue To Insurance 202,427 Expense From Fleet (202,427)
Subtotal 14,014,081 Subtotal (14,014,081)
Total 33,099,502 Total (33,099,502)
City of Evanston
Budgeted Interfund Transfers
Fiscal Year 2014
51 of 292
Fund Name
Fund
#
12/31/13
Estimated
Fund
Balance*
FY14 Adopted
Revenues
(Excluding
Applied F.B.)
FY14 Adopted
Expenditures
FY14
Adopted
Surplus
(Deficit)
12/31/14
Estimated
Unreserved
Fund Balance
Fund Balance
as a % of
Expenditures
Fund
Balance
Reserve
Policy
General Fund 100 17,101,383 89,185,298 89,015,073 170,225 17,271,608 19%8.3%
Library 185 1,208,631 5,912,974 5,912,974 - 1,208,631 20%N/A
Library - Debt Service 187 - 749,178 748,178 1,000 1,000 0%N/A
HPRP 190 - - - - - N/A N/A
Neighborhood Stabilization 195 - 458,044 458,044 - - 0%N/A
Motor Fuel Tax Fund 200 566,868 1,750,500 2,233,000 (482,500) 84,368 4%N/A
Emergency Telephone Fund 205 1,142,883 958,600 1,412,197 (453,597) 689,286 49%N/A
Special Service Area # 4 210 (117,003) 370,000 370,000 - (117,003) -32%N/A
CDBG 215 140,700 1,738,088 1,738,088 - 140,700 8%N/A
CDBG Loan 220 2,184,483 60,100 20,000 40,100 2,224,583 11123%N/A
Economic Development Fund 225 1,728,504 2,846,300 3,294,413 (448,113) 1,280,391 39%N/A
Neighborhood Improvement 235 149,915 20,000 50,000 (30,000) 119,915 240%N/A
HOME 240 3,306,375 674,500 700,336 (25,836) 3,280,539 468%N/A
Affordable Housing Fund 250 2,436,086 155,250 263,990 (108,740) 2,327,346 882%N/A
Washington National TIF 300 4,656,578 3,710,000 5,988,782 (2,278,782) 2,377,796 40%N/A
Special Service Area #5 305 463,113 397,800 436,605 (38,805) 424,308 97%N/A
Howard-Hartrey TIF 310 3,351,628 1,110,000 3,868,488 (2,758,488) 593,140 15%N/A
Southwest TIF 315 291,939 486,000 777,939 (291,939) - 0%N/A
Debt Service 320 2,890,995 12,848,904 13,933,114 (1,084,210) 1,806,784 13%N/A
Howard-Ridge TIF 330 1,347,010 350,400 405,500 (55,100) 1,291,910 319%N/A
West Evanston TIF 335 737,547 40,100 165,000 (124,900) 612,647 371%N/A
Dempster-Dodge TIF 340 - - - - - N/A N/A
Capital Projects Fund 415 4,890,727 15,468,596 18,410,016 (2,941,420) 1,949,307 11%N/A
Special Assessment Fund 420 1,498,655 481,200 670,848 (189,648) 1,309,007 195%N/A
Parking System Fund 505 10,838,911 11,393,593 15,894,333 (4,500,740) 4,304,167 27%10.0%
Water 510 6,543,941 20,327,216 23,989,734 (3,662,518) 2,881,423 12%10.0%
Sewer 515 4,142,691 15,117,865 16,279,120 (1,161,255) 2,981,436 18%10.0%
Solid Waste 520 (1,420,579) 4,970,000 5,309,082 (339,082) (1,759,661) -33%N/A
Fleet Service 600 380,288 3,166,078 3,578,147 (412,069) (31,781) -1%N/A
Equipment Replacement 601 1,323,170 2,661,638 2,744,000 (82,362) 1,240,808 45%N/A
Insurance 605 (6,714,306) 18,091,744 18,067,284 24,460 (6,689,846) -37%N/A
Fire Pension 700 58,863,916 8,141,575 7,718,825 422,750 59,286,666 768%N/A
Police Pension 705 83,056,913 12,617,325 10,174,500 2,442,825 85,499,738 840%N/A
TOTALS 206,991,962 236,258,866 254,627,610 (18,368,744) 188,623,218
* Fund balances above may exclude certain reserved amounts and fixed/illiquid assets.
City of Evanston
Fund Balance Summary
FY 2014
52 of 292
CITY OF EVANSTON
SUMMARY OF REVENUES AND OTHER FINANCING SOURCES BY FUND
ANNUAL BUDGET - FISCAL YEAR 2014
FY 2013 FY 2013 FY 2014 % Change
FY 2012 Amended Year-End Adopted Budget to
Actual Budget Estimate Budget Budget
GENERAL FUND 78,777,151 84,523,051 85,195,619 89,185,298 5.5%
SPECIAL REVENUE FUNDS
Library 5,798,464 5,104,814 5,110,864 5,866,339 14.9%
HPRP 83,648 - - - N/A
Neighborhood Stabilization 8,438,092 4,011,917 3,884,996 458,044 -88.6%
Motor Fuel Tax 1,817,566 2,127,000 1,800,500 1,750,500 -17.7%
Emergency Telephone 1,005,768 1,034,560 961,000 958,600 -7.3%
Special Service Area #4 342,028 370,000 370,000 370,000 0.0%
CDBG 1,521,405 1,925,100 1,911,644 1,738,088 -9.7%
CDBG Loan 153,859 9,000 101,550 60,100 567.8%
Economic Development 1,880,837 1,949,300 1,948,900 2,846,300 46.0%
Neighborhood Improvement 20,000 20,000 20,000 20,000 0.0%
HOME 690,514 797,400 725,090 674,500 -15.4%
Affordable Housing 62,349 155,228 290,150 155,250 0.0%
SUBTOTAL 21,814,530 17,504,319 17,124,694 14,897,721 -14.9%
DEBT SERVICE FUNDS
Library Debt Service - - - 749,178 N/A
Washington National TIF 4,612,291 4,625,000 4,465,000 3,710,000 -19.8%
Special Service Area #5 408,116 448,875 448,875 397,800 -11.4%
Howard-Hartrey TIF 1,127,062 1,110,000 1,121,000 1,110,000 0.0%
Southwest TIF 448,612 465,100 485,500 486,000 4.5%
Debt Service 16,952,399 13,090,393 13,891,374 12,848,904 -1.8%
Howard-Ridge TIF 816,290 500,400 460,400 350,400 -30.0%
West Evanston TIF 627,285 3,701,000 42,200 40,100 -98.9%
Dempster-Dodge TIF - 750,000 - - -100.0%
SUBTOTAL 24,992,055 24,690,768 20,914,349 19,692,382 -20.2%
CAPITAL PROJECT FUNDS
Capital Improvement Fund 5,982,785 11,130,988 9,933,259 15,468,596 39.0%
Special Assessment Fund 298,479 560,000 411,000 481,200 -14.1%
SUBTOTAL 6,281,264 11,690,988 10,344,259 15,949,796 36.4%
ENTERPRISE FUNDS
Parking 10,555,504 12,099,647 12,061,724 11,393,593 -5.8%
Water 15,376,995 17,560,000 15,611,972 20,327,216 15.8%
Sewer 18,121,557 20,850,365 18,650,665 15,117,865 -27.5%
Solid Waste 4,735,563 5,010,000 4,786,300 4,970,000 -0.8%
SUBTOTAL 48,789,619 55,520,012 51,110,661 51,808,674 -6.7%
INTERNAL SERVICE FUNDS
Fleet Services 3,129,175 3,166,078 3,766,078 3,166,078 0.0%
Equipment Replacement 10,147,327 1,661,638 1,606,421 2,661,638 60.2%
Insurance 16,184,589 17,211,983 17,687,033 18,091,744 5.1%
SUBTOTAL 29,461,091 22,039,699 23,059,532 23,919,460 8.5%
TRUST AND AGENCY FUNDS
Fire Pension 10,887,465 8,064,075 7,805,000 8,141,575 1.0%
Police Pension 17,231,535 12,403,075 12,046,552 12,617,325 1.7%
SUBTOTAL 28,119,000 20,467,150 19,851,552 20,758,900 1.4%
TOTAL ALL FUNDS 238,234,710$ 236,435,987$ 227,600,666$ 236,212,231$ -0.1%
53 of 292
CITY OF EVANSTON
SUMMARY OF EXPENDITURES AND OTHER FINANCING USES BY FUND
ANNUAL BUDGET - FISCAL YEAR 2014
FY 2013 FY 2013 FY 2014 % Change
FY 2012 Amended Year-End Adopted Budget to
Actual Budget Estimate Budget Budget
GENERAL FUND 83,610,308 84,520,422 83,027,723 89,015,073 5.3%
SPECIAL REVENUE FUNDS
Library 4,697,368 5,080,920 5,003,329 5,912,974 16.4%
HPRP 83,648 - - - N/A
Neighborhood Stabilization 8,438,092 4,011,917 3,884,996 458,044 -88.6%
Motor Fuel Tax 2,018,442 2,233,000 2,233,000 2,233,000 0.0%
Emergency Telephone 1,051,719 1,247,280 1,082,924 1,412,197 13.2%
Special Service Area #4 398,000 370,000 370,000 370,000 0.0%
CDBG 1,931,405 2,084,100 1,783,743 1,738,088 -16.6%
CDBG Loan 11,126 20,000 61,880 20,000 0.0%
Economic Development 1,918,042 2,367,603 2,370,800 3,294,413 39.1%
Neighborhood Improvement - 50,000 - 50,000 0.0%
HOME 104,757 797,400 725,090 700,336 -12.2%
Affordable Housing 84,740 297,790 90,190 263,990 -11.4%
SUBTOTAL 20,737,339 18,560,010 17,605,952 16,453,042 -11.4%
DEBT SERVICE FUNDS
Library Debt Service - - - 748,178 N/A
Washington National TIF 5,515,335 8,696,726 7,099,726 5,988,782 -31.1%
Special Service Area #5 423,231 418,816 418,816 436,605 4.2%
Howard-Hartrey TIF 1,882,296 3,765,011 2,015,011 3,868,488 2.7%
Southwest TIF 29,590 609,500 498,500 777,939 27.6%
Debt Service 20,631,444 13,824,528 13,820,028 13,933,114 0.8%
Howard-Ridge TIF 861,533 1,578,900 168,900 405,500 -74.3%
West Evanston TIF 1,250,031 3,635,000 177,500 165,000 -95.5%
Dempster-Dodge TIF - 650,000 - - -100.0%
SUBTOTAL 30,593,460 33,178,481 24,198,481 26,323,606 -20.7%
CAPITAL PROJECT FUNDS
Capital Improvement Fund 8,327,534 13,575,351 8,444,443 18,410,016 35.6%
Special Assessment Fund 1,338,053 678,660 817,660 670,848 -1.2%
SUBTOTAL 9,665,587 14,254,011 9,262,103 19,080,864 33.9%
ENTERPRISE FUNDS
Parking 8,941,601 15,019,983 13,607,139 15,894,333 5.8%
Water 13,527,964 21,242,179 18,260,686 23,989,734 12.9%
Sewer 8,071,726 19,266,088 19,036,552 16,279,120 -15.5%
Solid Waste 4,611,737 5,264,222 4,610,552 5,309,082 0.9%
SUBTOTAL 35,153,028 60,792,472 55,514,929 61,472,269 1.1%
INTERNAL SERVICE FUNDS
Fleet Services 11,194,146 3,509,065 3,278,693 3,578,147 2.0%
Equipment Replacement 1,475,260 2,450,000 1,783,733 2,744,000 12.0%
Insurance 17,436,316 17,424,026 17,024,840 18,067,284 3.7%
SUBTOTAL 30,105,722 23,383,091 22,087,266 24,389,431 4.3%
TRUST AND AGENCY FUNDS
Fire Pension 7,276,704 7,560,000 7,405,000 7,718,825 2.1%
Police Pension 9,015,234 9,486,769 9,579,600 10,174,500 7.2%
SUBTOTAL 16,291,938 17,046,769 16,984,600 17,893,325 5.0%
TOTAL ALL FUNDS 226,157,382$ 251,735,256$ 228,681,054$ 254,627,610$ 1.1%
54 of 292
Fund
Fund
# Taxes
Licenses,
Permits &
Fees
Fines and
Forfeitures
Charges for
Services
Inter-
governmental
Other
Revenue Transfers Fund Total
General 100 54,547,609 12,622,280 4,366,022 7,936,754 721,272 1,248,469 7,742,892 89,185,298
Library Fund 185 5,053,539 164,000 171,640 192,845 284,315 5,866,339
Library Debt Service 186 748,178 1,000 749,178
HPRP 190 -
Neighborhood Stabilization 195 458,044 458,044
Motor Fuel 200 1,750,000 500 1,750,500
E911 System Fund 205 957,600 1,000 958,600
Special Service Area #4 210 370,000 370,000
CDBG 215 70,000 1,615,800 52,288 1,738,088
CDBG Loan 220 10,000 50,000 100 60,100
Economic Development 225 1,800,000 1,000,000 800 45,500 2,846,300
Neighborhood Improvement 235 20,000 20,000
Home 240 674,500 674,500
Affordable Housing Fund 250 30,000 125,250 155,250
Washington National TIF 300 3,700,000 10,000 3,710,000
Special Service Area #5 305 397,800 397,800
Southwest II TIF 310 1,100,000 10,000 1,110,000
Southwest TIF 315 485,000 1,000 486,000
Debt Service (G.O. Bonds) 320 11,049,841 1,500 1,797,563 12,848,904
Howard/Ridge TIF 330 350,000 400 350,400
West Evanston TIF 335 40,000 100 40,100
Dempster-Dodge TIF 340 -
Capital Improvement 415 5,382,638 9,149,458 936,500 15,468,596
Special Assessment 420 230,000 251,200 481,200
Parking 505 6,407,823 2,060,474 2,925,296 11,393,593
Water 510 115,000 14,209,716 6,002,500 20,327,216
Sewer 515 12,922,700 2,195,165 15,117,865
Solid Waste 520 495,000 45,000 3,349,033 25,000 1,055,967 4,970,000
Fleet 600 24,798 11,000 3,130,282 3,166,080
Equipment Replacement 601 210,217 1,000,000 1,451,421 2,661,638
Insurance 605 3,676,663 401,000 14,014,081 18,091,744
Fire Pension 700 6,341,575 950,000 850,000 8,141,575
Police Pension 705 8,394,325 1,423,000 2,800,000 12,617,325
TOTALS - REVENUE 94,427,867 13,232,280 4,599,820 52,525,146 11,845,099 26,482,519 33,099,502 236,212,231
Fund
Fund
#
Program
Activities
Contractual
Services /
Supplies
Capital
Projects /
Capital Outlay
Other / Debt
Service Transfers Fund Total
General 100 2,643,937 3,553,111 61,100 18,077,595 89,015,073
Library Fund 185 3,653,202 36,545 694,743 5,912,974
Library Debt Service 186 748,178 748,178
HPRP 190 -
Neighborhood Stabilization 195 290,500 40,909 458,044
Motor Fuel 200 1,400,000 833,000 2,233,000
E911 System Fund 205 250,000 226,430 1,412,197
Special Service Area #4 210 370,000 370,000
CDBG 215 456,288 410,800 623,004 1,738,088
CDBG Loan 220 20,000 20,000
Economic Development 225 1,760,889 1,000,000 533,524 3,294,413
Neighborhood Improvement 235 50,000 50,000
Home 240 650,000 25,235 700,336
Affordable Housing Fund 250 250,000 13,990 263,990
Washington National TIF 300 1,250,000 250,000 722,486 510,000 3,256,296 5,988,782
Special Service Area #5 305 436,605 436,605
Southwest II TIF 310 2,500,000 500,000 724,088 144,400 3,868,488
Southwest TIF 315 748,439 29,500 777,939
Debt Service (G.O. Bonds) 320 13,847,114 13,933,114
Howard/Ridge TIF 330 300,000 105,500 405,500
West Evanston TIF 335 75,000 30,000 60,000 165,000
Dempster-Dodge TIF 340 -
Capital Improvement 415 100,000 17,835,016 475,000 18,410,016
Special Assessment 420 500,000 169,848 670,848
Parking 505 8,579,420 5,180,000 27,461 1,412,207 15,894,333
Water 510 6,555,407 10,538,100 1,365,209 4,577,029 23,989,734
Sewer 515 3,272,500 9,994,260 983,263 16,279,120
Solid Waste 520 4,727,034 582,048 5,309,082
Fleet 600 3,284,528 227,354 3,578,147
Equipment Replacement 601 2,744,000 2,744,000
Insurance 605 17,549,304 8,627 18,067,284
Fire Pension 700 7,514,825 50,000 7,718,825
Police Pension 705 9,924,500 10,174,500
TOTALS - EXPENDITURES 72,583,273 4,523,111 43,414,002 28,719,460 33,099,502 254,627,610
247,996
64,679,330
72,288,262
2,029,097
66,265
509,353
154,000
250,000
695,245
953,989
86,000
1,000
FY 2014 Revenues by Category
FY 2014 Expenditures by Category
Personnel,
Administration &
Support
1,528,484
935,767
126,635
City of Evanston
25,101
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Department Fund Amount Total
Legislative General 677,621$
Total - Legislative 677,621$
City Administration General 1,941,115$
Community & Economic Development Economic Development 3,294,413$
Total - City Administration 5,235,528$
Law General 1,045,232$
Total - Law 1,045,232$
Administrative Services General 8,826,606$
Administrative Services Capital Improvement 575,000$
Administrative Services Parking 15,894,333$
Total - Administrative Services 25,295,939$
Community & Economic Development General 2,652,887$
Community & Economic Development Affordable Housing Fund 263,990$
Community & Economic Development CDBG 1,738,088$
Community & Economic Development CDBG Loan 20,000$
Community & Economic Development Home 700,336$
Community & Economic Development Neighborhood Improvement 50,000$
Community & Economic Development Neighborhood Stabilization 458,044$
Community & Economic Development Special Service Area # 4 370,000$
Community & Economic Development Special Service Area # 5 436,605$
Total - Community & Economic Development 6,689,950$
Police General 26,878,444$
Police Emergency Telephone 1,412,197$
Police Police Pension 10,174,500$
Total - Police 38,465,141$
Fire General 14,072,488$
Fire Fire Pension 7,718,825$
Total - Fire 21,791,313$
Health General 3,009,286$
Total - Health 3,009,286$
Public Works General 17,884,613$
Public Works Capital Improvement 17,710,016$
Public Works Fleet 3,578,147$
Public Works Equipment Replacement 2,744,000$
Public Works Motor Fuel 2,233,000$
Public Works Solid Waste 5,309,082$
Public Works Special Assessment 670,848$
Total - Public Works 50,129,706$
Parks, Recreation & Comm. Services General 10,481,281$
Parks, Recreation & Comm. Services Capital Improvement 125,000$
Total - Parks. Recreation & Comm. Services 10,606,281$
Library Library 5,912,974$
Library Library Debt Service 748,178$
Total - Library 6,661,152$
Utilities Water 23,989,734$
Utilities Sewer 16,279,120$
Total - Utilities 40,268,854$
Non-Departmental Funds General Fund Surplus Transfer 1,545,500$
Non-Departmental Funds Debt Service (G.O. Bonds)13,933,114$
Non-Departmental Funds Howard-Ridge TIF 405,500$
Non-Departmental Funds Southwest II TIF 3,868,488$
Non-Departmental Funds Southwest TIF 777,939$
Non-Departmental Funds Washington National TIF 5,988,782$
Non-Departmental Funds West Evanston TIF 165,000$
Non-Departmental Funds Dempster-Dodge TIF -$
Non-Departmental Funds Insurance 18,067,284$
Total - Non-Department Funds 44,751,607$
Total - All Funds 254,627,610$
City of Evanston
FY 2014 Expenditures by Department
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18.95%
19.56%
19.74%19.81%
19.73%
19.97%
19.62%
20.07%
21.08%
18.89%
17.50%
18.00%
18.50%
19.00%
19.50%
20.00%
20.50%
21.00%
21.50%
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
City of Evanston Percentage of Tax Bill
Last Ten Fiscal Years
City of Evanston
18.89%
Consolidated Elections
0.00%
Cook County
6.47%
Cook County Forest
Preserve District
0.77%
Suburban T.B. Sanitarium
0.00%
Metropolitan Water
Reclamation District
4.51%
North Shore Mosquito
Abatement District
0.12%
Evanston Township
0.12%
Community College 535
2.67%School District 202
28.11%
School District 65
38.35%
Your Real Estate Tax Bill (2012 Rate)
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CITY OF EVANSTON, ILLINOIS
Property Tax Rates
Last Ten Fiscal Years
Tax Levy Year 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
General Corporate 0.8977 0.7685 0.7502 0.7765 0.6248 0.5662 0.5120 0.4763 0.4995 0.3887
Debt Service 0.4494 0.4025 0.3929 0.3918 0.3332 0.3508 0.3129 0.3625 0.4439 0.4788
1.3471 1.1710 1.1431 1.1683 0.9580 0.9170 0.8249 0.8388 0.9434 0.8675
Police Pension 0.1981 0.1991 0.1943 0.1885 0.1707 0.2071 0.2077 0.2495 0.3067 0.3274
Firefighters' Pension 0.1520 0.1573 0.1535 0.1697 0.1536 0.1707 0.1706 0.2032 0.2289 0.2460
I.M.R.F. Pension - - - - - - - 0.0722 0.1122 0.1097
0.3501 0.3564 0.3478 0.3582 0.3243 0.3778 0.3783 0.5249 0.6478 0.6831
Total All Funds 1.6972 1.5274 1.4909 1.5265 1.2823 1.2948 1.2032 1.3637 1.5912 1.5506
Actual Rate Extended* 1.6980 1.5280 1.4910 1.5270 1.2830 1.2950 1.2040 1.3640 1.5920 1.5510
* This is the actual tax rate levied for each fiscal year.
Fund
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CITY OF EVANSTON, ILLINOIS
Property Tax Rates per $100 - Direct and Overlapping Governments
Last Ten Levy Years
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
City of Evanston 1.698 1.528 1.491 1.527 1.283 1.295 1.204 1.365 1.592 1.551
Consolidated Elections 0.029 - 0.014 - 0.012 - 0.021 - 0.025 -
Cook County 0.630 0.593 0.533 0.500 0.446 0.415 0.394 0.423 0.462 0.531
Cook County Forest Preserve District 0.059 0.060 0.060 0.057 0.053 0.051 0.049 0.051 0.058 0.063
Suburban T.B. Sanitarium 0.004 0.001 0.005 0.005 - - - - - -
Metropolitan Water Reclamation District 0.361 0.347 0.315 0.284 0.263 0.252 0.261 0.274 0.320 0.370
North Shore Mosquito Abatement District 0.009 0.008 0.008 0.009 0.008 0.008 0.008 0.009 0.010 0.010
Evanston Township 0.065 0.056 0.055 0.058 0.050 0.050 0.042 0.046 0.011 0.010
Community College 535 0.186 0.161 0.158 0.166 0.141 0.140 0.140 0.160 0.196 0.219
School District 202 2.444 2.078 2.023 2.099 1.750 1.722 1.616 1.819 2.061 2.308
School District 65 3.475 2.978 2.890 3.045 2.535 2.552 2.401 2.655 2.818 3.149
Total tax rate for property not in park district
or special service district 8.960 7.810 7.552 7.750 6.541 6.485 6.136 6.802 7.553 8.211
Percent of total tax rate levied by City of Evanston 18.95% 19.56% 19.74% 19.70% 19.61%19.97% 19.62% 20.07% 21.08% 18.89%
Source: Cook County Assessor's office
Government Unit
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CITY OF EVANSTON, ILLINOIS
Analysis of City Government Tax Levies
Last Ten Fiscal Years
Tax Levy Year 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
General Corporate 15,504,388 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
Debt Service 8,263,107 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
23,767,495 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
Police Pension 3,420,846 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
Firefighters' Pension 2,625,446 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
I.M.R.F. Pension - - - - - - - 2,195,345 3,059,093 2,757,657
29,813,787 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
***Source Document is Cook County Assessors Agency Tax Report
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CITY OF EVANSTON, ILLINOIS
Equalized Assessed Value and Actual Value of Taxable Property
Last Ten Fiscal Years
Levy Total Total Total
Year Residential Farm Commercial Industrial Railroad Equalized Actual Tax
Ended Property Property Property Property Property Assessed Value Value Rate
2002 1,202,783,327 16,895 467,795,729 66,579,781 368,172 1,737,543,904 5,212,631,712 1.609
2003 1,221,970,442 16,895 435,093,531 69,669,560 397,456 1,727,147,884 5,181,443,652 1.698
2004 1,543,464,138 16,895 479,999,412 71,684,555 446,570 2,095,611,570 6,286,834,710 1.528
2005 1,680,183,692 16,895 500,330,397 61,756,603 465,435 2,242,753,022 6,728,259,066 1.491
2006 1,707,669,215 16,895 476,821,737 60,920,888 464,011 2,245,892,746 6,737,678,238 1.527
2007 2,149,123,958 16,895 560,536,782 62,154,048 508,346 2,772,340,029 8,317,020,087 1.283
2008 2,324,551,100 16,895 560,106,493 53,168,671 554,733 2,938,397,892 8,815,193,676 1.295
2009 2,564,394,619 15,956 615,808,511 125,104,411 665,872 3,305,989,369 9,917,968,107 1.204
2010 2,233,194,054 15,956 623,156,869 184,687,438 829,769 3,041,884,087 9,125,652,261 1.364
2011 2,100,690,675 15,956 513,880,731 111,899,205 881,024 2,727,367,573 8,182,102,719 1.592
2012 Not Available Not Available Not Available Not Available 995,206 2,514,621,552 7,543,864,656 1.551
Note:
Source: Cook County Assessor's office
Property is reassessed once every three years. Equalized Assessed value is approximately 1/3 of actual value. Tax rates are per $100 of Equalized assessed value.
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CITY OF EVANSTON, ILLINOIS
Principal Property Taxpayers
Current year and Nine Years Ago
2011 EAV 2002 EAV
Percentage Percentage
Total of Total City Total of Total City
Equalized Assessed Taxable Equalized Assessed Taxable
Tax Payer Value (EAV)Rank EAV Tax Payer Value (EAV)Rank EAV
Grubb & Ellis 23,750,814$ 1 0.87%Golub & Company 20,504,101$ 1 1.18%
Rotary International 19,957,955 2 0.73%Rotary International 17,204,801 2 0.99%
Lowe Enterprises 19,687,132 3 0.72%Evanston NW Healthcare 14,623,909 3 0.84%
Church Street Plaza 17,812,119 4 0.65%Church & Chicago Ltd Partnership 12,760,189 4 0.73%
Evanston Plaza Holding 13,041,620 5 0.48%Evanston Plaza Freed 11,162,304 5 0.64%
Evanston Hotel Assoc.11,605,700 6 0.43%Church Street Plaza 10,995,024 6 0.63%
Inland 10,956,173 7 0.40%Lynn Minnici 10,819,781 7 0.62%
NNNChurch Street Officer Center 10,825,746 8 0.40%Greenfield Acquisitions 10,270,624 8 0.59%
Northshore University Healthcare 10,417,651 9 0.38%Evanston Hotel 10,268,980 9 0.59%
500 Davis Street Holding 9,005,460 10 0.33%Albertson's (Jewel & Osco)8,700,722 10 0.50%
Total 147,060,371$ 5.39% Total 127,310,435$ 7.33%
Total EAV 2,727,367,573$ Total EAV 1,737,543,904$
Source: Cook County
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CITY OF EVANSTON, ILLINOIS
Demographic and Economic Statistics
Last Ten Years
Per Education
Total Capita % of population
Calendar Personal Personal Median with HS Diploma School Unemployment
Year Population Income Income Age or Higher Enrollment Rate
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%
Source: Various Government agencies
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2010 2011 2012 2013 VARIANCE PERCENT
ADOPTED ADOPTED ADOPTED ADOPTED INCREASE /INCREASE /
LEVY LEVY LEVY LEVY (DECREASE)(DECREASE)
GENERAL FUND
Gross Levy 14,487,920$ 13,624,172$ 9,774,369$ 9,580,053$ (194,316)$ -1.99%
Loss Factor*289,758$ 272,483$ 195,487$ 191,601$ (3,886)$ -1.99%
Net Levy 14,198,162$ 13,351,689$ 9,578,882$ 9,388,452$ (190,430)$ -1.99%
GENERAL FUND - IMRF PENSION
Gross Levy 2,195,345$ 3,059,093$ 2,757,657$ 2,696,871$ (60,786)$ -2.20%
Loss Factor*43,907$ 61,182$ 55,153$ 53,937$ (1,216)$ -2.20%
Net Levy 2,151,438$ 2,997,911$ 2,702,504$ 2,642,934$ (59,570)$ -2.20%
LIBRARY FUND
Gross Levy -$ -$ 4,340,014$ 5,134,793$ 794,779$ 18.31%
Loss Factor*-$ -$ 86,800$ 102,696$ 15,896$ 18.31%
Net Levy -$ -$ 4,253,214$ 5,032,097$ 778,883$ 18.31%
LIBRARY FUND - DEBT SERVICE
Gross Levy -$ -$ -$ 763,447$ 763,447$ N/A
Loss Factor*-$ -$ -$ 15,269$ 15,269$ N/A
Net Levy -$ -$ -$ 748,178$ 748,178$ N/A
TOTAL OPERATING LEVY 16,683,265$ 16,683,265$ 16,872,042$ 18,175,164$ 1,303,122$ 7.72%
FIRE PENSION FUND
Gross Levy 6,180,885$ 6,244,279$ 6,185,281$ 6,185,281$ -$ 0.00%
Loss Factor*123,618$ 124,886$ 123,706$ 123,706$ -$ 0.00%
Net Levy 6,057,267$ 6,119,393$ 6,061,575$ 6,061,575$ -$ 0.00%
POLICE PENSION FUND
Gross Levy 7,588,132$ 8,364,032$ 8,234,005$ 8,234,005$ -$ 0.00%
Loss Factor*151,763$ 167,281$ 164,680$ 164,680$ -$ 0.00%
Net Levy 7,436,369$ 8,196,751$ 8,069,325$ 8,069,325$ -$ 0.00%
DEBT SERVICE FUND
Gross Levy 11,027,117$ 12,106,014$ 12,038,795$ 11,275,348$ (763,447)$ -6.34%
Loss Factor*220,542$ 242,120$ 240,776$ 225,507$ (15,269)$ -6.34%
Net Levy 10,806,575$ 11,863,894$ 11,798,019$ 11,049,841$ (748,178)$ -6.34%
TOTAL CITY LEVY
Gross Levy 41,479,399$ 43,397,590$ 38,990,107$ 37,971,558$ (1,018,549)$ -2.61%
Loss Factor*829,588$ 867,952$ 779,802$ 759,431$ (20,371)$ -2.61%
Net Levy 40,649,811$ 42,529,638$ 38,210,305$ 37,212,127$ (998,178)$ -2.61%
TOTAL LIBRARY LEVY
Gross Levy -$ -$ 4,340,014$ 5,898,240$ 1,558,226$ 35.90%
Loss Factor*-$ -$ 86,800$ 117,965$ 31,165$ 35.90%
Net Levy -$ -$ 4,253,214$ 5,780,275$ 1,527,061$ 35.90%
TOTAL OVERALL LEVY
Gross Levy 41,479,399$ 43,397,590$ 43,330,121$ 43,869,798$ 539,677$ 1.25%
Loss Factor*829,588$ 867,952$ 866,602$ 877,396$ 10,794$ 1.25%
Net Levy 40,649,811$ 42,529,638$ 42,463,519$ 42,992,402$ 528,883$ 1.25%
City of Evanston
2013 Adopted Property Tax Levy
* Loss Factor is 2%
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City of Evanston
2013 Adopted Property Tax Levy
$9,578,882 $9,388,452
$2,702,504 $2,642,934
$4,253,214
$5,032,097
$-
$748,178
$6,061,575 $6,061,575
$8,069,325 $8,069,325
$11,798,019
$11,049,841
-
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
2012 2013
2013 Adopted Property Tax Levy by Fund
Comparison with 2012 Levy by Fund
General Fund
IMRF Pension
Library Fund
Library - Debt Service
FundFire Pension Fund
Police Pension Fund
Debt Service Fund
Levy Year
General Fund,
$9,388,452 , 22%
IMRF Pension,
$2,642,934 , 6%
Library Fund, $5,032,097
, 12%
Library - Debt Service
Fund, $748,178 , 2% Fire Pension Fund,
$6,061,575 , 14%
Police Pension Fund,
$8,069,325 , 19%
Debt Service Fund,
$11,049,841 , 25%
2013 Adopted Property Tax Levy by Fund
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City of Evanston
REVENUE SOURCES, ASSUMPTIONS, AND TRENDS
The following is a summary of major revenue sources, trends, and assumptions for FY 2014:
PROPERTY TAXES – Evanston property owners pay property tax to multiple entities including the City of Evanston. The 2014
property tax levy is collected in 2014. The FY 2014 Adopted Budget includes an overall increase to the net property tax levy of
$1,406,279. The City’s net debt service levy decreased by $250,000 and the net Firefighters’ and Police Pension levies were flat in
comparison to prior year.
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 State of Illinois revenue projections, the State sales tax budget for FY 2014 is $9.65 million and the home rule sales tax budget for
FY 2014 is approximately $6.1 million.
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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 $7.1 million in income tax revenues in FY 2014.
UTILITY TAXES –This revenue consists of taxes applied on electric usage, telephone usage, natural gas usage, and natural gas
distribution. The utility tax rates are 6% for telecommunications, 5% for natural gas distribution (suppliers), $.025/therm for natural gas
usage, and a rate of $.0061-$.0030 for electric utility tax depending on kilowatt hours consumed. The amount of revenue for these
taxes budgeted next year was largely dependent on year-to-date receipts and a historical trend analysis, if applicable, performed for the
past three years.
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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. Absent any water rate increases or adjustments, this revenue is almost entirely dependent on water consumption with weather
playing a major role, especially during the summer.
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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 operates parking meters, lots, and three major garages which generate revenues. The City’s Maple
and Sherman Garages were maintained as separate Funds prior to FY08/09, and the chart below has been adjusted to present
consolidated totals.
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City of Evanston
Debt Service Funds
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 October 31, 2013 when the City sold $28,875,000 Series 2013B
General Obligation Refunding Bonds to current refund Series 2004, 2004B and 2005 Bonds.
The public debt in the City of Evanston satisfies the current budget policy and is sufficient to meet the
community needs. The City of Evanston has a rating AAA bond rating from both Fitch and Moody’s.
The following is a statistical breakdown of the City of Evanston's debt services profile:
General Obligation Debt per capita $2,069
General Obligation Debt as a percentage of Equalized Assessed Valuation 6.13%
Total unabated debt service (principal + interest) expenditures as a % of
General Fund expenditure (FY 2012)
Current Bonds Rating - Moody's Investor Services Aa1
Current Bonds Rating - Fitch Ratings AA+
Equalized Assessed Valuation - Tax year 2012 $2,514,621,552
Governmental Activity General Obligation Debt (FY 2012) $120,938,742
Business Activity General Obligation Debt (FY 2012) $33,221,257
15.07%
Debt Washington Howard Special
Service Natl TIF Hartery TIF Assessment SSA #5 Parking Water Sewer Sanitation
FY 2014 Fund Fund Fund Fund Fund Fund Fund Fund Fund Total
Principal 8,901,683 455,000 685,000 249,800 390,000 2,520,901 445,648 341,061 15,908 14,005,001
Interest 4,280,012 55,000 39,088 89,895 46,605 606,956 345,514 173,212 2,936 5,639,218
Total 13,181,695 510,000 724,088 339,695 436,605 3,127,857 791,162 514,273 18,844 19,644,219
70 of 292
-
500
1,000
1,500
2,000
2,500
FY07/08 FY08/09 FY09/10 FY10/11 FY11 FY12
1,552 1,591
1,949
2,061 2,117 2,069
Per Capita General Obligation Debt
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
7.00%
TY 2007 TY 2008 TY 2009 TY 2010 TY 2011 TY 2012
4.16%4.02%
4.58%
5.05%
5.78%
6.13%
Ratio of General Obligation Debt to Equalized Assessed Valuation
71 of 292
PART III
GENERAL FUND BUDGET
72 of 292
FY 2012
Actual
FY 2013
Amended
Budget
FY 2013
Estimates
FY 2014
Adopted
Budget
FY13 - FY14
Budget
$ Variance % Variance
Operating Revenue
Property Tax 8,186,281$ 12,481,386$ 12,527,014$ 12,271,386$ (210,000)$ -1.68%
Other Taxes 39,458,087$ 40,447,197$ 41,011,595$ 42,276,223$ 1,829,026$ 4.52%
Licenses/Permits/Fees 10,479,208$ 9,419,640$ 10,945,932$ 12,622,280$ 3,202,640$ 34.00%
Fines and Forfeitures 3,470,107$ 4,366,022$ 3,355,748$ 4,366,022$ -$ 0.00%
Recreational Charges 5,316,651$ 5,468,731$ 5,230,388$ 5,496,287$ 27,556$ 0.50%
Charges for Services 2,141,582$ 2,435,467$ 2,410,694$ 2,440,467$ 5,000$ 0.21%
Intergovernmental Revenue 706,811$ 786,798$ 804,275$ 721,272$ (65,526)$ -8.33%
Other Revenue 1,301,943$ 1,418,443$ 1,191,606$ 1,238,468$ (179,975)$ -12.69%
Interest Income 7,169$ 6,000$ 25,000$ 10,000$ 4,000$ 66.67%
Transfers In (Other Funds)7,709,312$ 7,693,367$ 7,693,367$ 7,742,893$ 49,526$ 0.64%
Operating Revenue 78,777,151$ 84,523,051$ 85,195,619$ 89,185,298$ 4,662,247$ 5.52%
Operating Expense
Legislative 621,321$ 635,096$ 649,445$ 677,621$ 42,525$ 6.70%
City Manager's Office 1,603,216$ 1,873,088$ 1,308,418$ 1,941,115$ 68,027$ 3.63%
Law 975,265$ 989,153$ 1,000,853$ 1,045,232$ 56,079$ 5.67%
Administrative Services 7,882,911$ 8,776,495$ 8,170,894$ 8,826,606$ 50,111$ 0.57%
Community and Econ. Development 3,077,886$ 2,721,263$ 2,655,997$ 2,652,887$ (68,376)$ -2.51%
Police 25,407,644$ 25,552,042$ 26,440,385$ 26,876,444$ 1,324,402$ 5.18%
Fire 13,403,563$ 13,741,148$ 13,791,607$ 14,072,488$ 331,340$ 2.41%
Health 2,225,149$ 2,633,722$ 2,693,215$ 3,009,286$ 375,564$ 14.26%
Public Works 9,042,780$ 9,660,557$ 9,063,676$ 17,884,613$ 8,224,056$ 85.13%
Parks, Recreation and Comm. Services 17,620,573$ 17,937,858$ 17,253,230$ 10,483,281$ (7,454,577)$ -41.56%
Operating Expense (Less Surplus Distribution)81,860,308$ 84,520,422$ 83,027,723$ 87,469,573$ 2,949,151$ 3.49%
NET SURPLUS (DEFICIT)(3,083,157)$ 2,629$ 2,167,896$ 1,715,725$ 1,713,096$
SURPLUS DISTRIBUTION SUMMARY
Transfer to Capital Improvement Fund 1,250,000$ -$ -$ 936,500$ 936,500$
Transfer to Fleet Maintenance Fund -$ -$ 600,000$ -$ -$
Transfer to Insurance Fund -$ -$ 500,000$
Transfer to Debt Service Fund -$ -$ 1,000,000$ 609,000$ 609,000$
Transfer to Equipment Replacement Fund 500,000$ -$ -$ -$ -$
SURPLUS DISTRIBUTION TOTAL 1,750,000$ -$ 2,100,000$ 1,545,500$ 1,545,500$
ADJUSTED SURPLUS / (DEFICIT)(4,833,157)$ 2,629$ 67,896$ 170,225$ 167,596$
BEGINNING FUND BALANCE 18,393,169$ 17,033,487$ 17,101,383$
Adjustment to GAAP Basis of Accounting 3,473,475$ -$ -$
ENDING FUND BALANCE 17,033,487$ 17,101,383$ 17,271,608$
* See City Manager's FY 2014 Budget Message for More Information Regarding Revenue and Expenditure Adjustments.
CITY OF EVANSTON
GENERAL FUND BUDGET COMPARISION
FISCAL YEAR 2014 to FISCAL YEAR 2013
73 of 292
FISCAL YEAR 2014
GENERAL FUND REVENUES
REVENUE TITLE
2012
ACTUAL
2013
BUDGET
2013
ESTIMATE
2014
ADOPTED
2013 vs. 2014
VARIANCE
50000 REVENUES
50100 OPERATING REVENUES
51000 PROPERTY TAXES
51015 PROPERTY TAXES 7,920,345 12,281,386 12,281,386 12,031,386 (250,000)
51025 PRIOR YEAR'S TAXES 265,936 200,000 245,628 240,000 40,000
51000 PROPERTY TAXES 8,186,281 12,481,386 12,527,014 12,271,386 (210,000)
51500 OTHER TAXES
51515 STATE USE TAX 1,172,354 1,176,879 1,185,817 1,241,753 64,874
51525 SALES TAX - BASIC 9,008,956 9,291,000 9,275,000 9,690,000 399,000
51530 SALES TAX - HOME RULE 5,707,112 5,861,800 5,861,800 6,100,000 238,200
51535 AUTO RENTAL TAX 41,405 40,000 40,000 40,000
51540 ATHLETIC CONTEST TAX 921,887 760,000 900,000 800,000 40,000
51545 STATE INCOME TAX 6,603,796 6,322,645 6,712,678 7,076,170 753,525
51565 ELECTRIC UTILITY TAX 2,996,903 3,069,806 3,000,000 3,070,000 194
51570 NATURAL GAS UTILITY TAX 910,482 1,400,000 1,200,000 1,200,000 (200,000)
51575 NAT GAS USE TAX HOME RULE 685,683 800,000 800,000 800,000
51585 CIGARETTE TAX 205,249 485,000 300,000 300,000 (185,000)
51590 EVANSTON MOTOR FUEL TAX 629,128 707,667 629,000 610,000 (97,667)
51595 LIQUOR TAX 2,175,476 2,350,000 2,240,000 2,375,000 25,000
51600 PARKING TAX 2,352,581 2,200,000 2,350,000 2,350,000 150,000
51605 PERS. PROP. RPL. TAX 539,973 591,600 535,000 552,000 (39,600)
51610 PERS. PROP. RPL. TAX REC 46,300 46,300 46,300 46,300
51620 REAL ESTATE TRANSFER TAX 2,026,863 2,100,000 2,776,000 2,875,000 775,000
51625 TELECOMMUNICATIONS TAX 3,433,939 3,244,500 3,160,000 3,150,000 (94,500)
51500 OTHER TAXES 39,458,086 40,447,197 41,011,595 42,276,223 1,829,026
52000 LICENSES, PERMITS & FEES
52005 LICENSES
52010 VEHICLE LICENSES 2,562,972 2,600,000 2,600,000 2,700,000 100,000
52015 BUSINESS LICENSES 93,167 150,000 100,000 50,000 (100,000)
52020 PET LICENSES 29,445 25,000 25,000 25,000
52025 BICYCLE LICENSES 14
52030 CONTRACTORS' LICENSES 82,970 77,302 77,302 77,302
52035 ROOMING HOUSE LICENSES 169,834 193,000 193,000 193,000
52040 LIQUOR LICENSES 441,498 330,000 400,000 330,000
52041 ONE DAY LIQUOR LICENSE 11,435 8,200 8,000 8,200
52045 FARMERS' MARKET LICENSES 53,480 33,000 41,000 39,800 6,800
52046 RENTAL BUILDING REGISTRA 98,681 95,000 95,000 95,000
52050 OTHER LICENSES 21,867 20,000 21,000 20,000
74 of 292
FISCAL YEAR 2014
GENERAL FUND REVENUES
REVENUE TITLE
2012
ACTUAL
2013
BUDGET
2013
ESTIMATE
2014
ADOPTED
2013 vs. 2014
VARIANCE
52055 LONG TERM CARE LICENSES 104,580 98,400 98,400 98,400
52061 SEASONAL FOOD ESTABL.LIC 16,235
52062 MOBILE FOOD VEHICLE VEND 1,082
52063 HEN COOP LICENSE 700
52070 RESIDENT CARE HOME LICEN 640 600 600 600
52005 LICENSES 3,688,599 3,630,502 3,659,302 3,637,302 6,800
52075 PERMITS
52080 BUILDING PERMITS 3,546,648 3,020,000 4,470,000 6,142,162 3,122,162
52085 PLAN REVIEW 8,855 6,248 7,300 6,248
52090 PLUMBING PERMITS 157,020 135,000 135,000 184,842 49,842
52095 ELECTRICAL PERMITS 190,278 130,000 130,000 177,996 47,996
52105 SIGNS AND AWNING PERMITS 7,437 8,330 8,330 8,330
52110 OTHER/MISC PERMITS 308,623 183,260 200,000 250,920 67,660
52115 ELEVATOR PERMITS 56,185 41,650 48,000 51,550 9,900
52120 HEATING VENT. A/C PERMIT 422,333 210,000 285,000 287,532 77,532
52126 RIGHT-OF WAY PERMIT 540,321 290,000 425,000 290,000
52130 RESIDENTS ANNUAL PRKG PE 124,618 128,000 128,000 128,000
52131 VISITOR PARKING PERMITS 13,963 12,300 12,300 12,300
52135 FIRE SUPRESSION/ALARM PE 108,020 65,000 87,400 88,998 23,998
52075 PERMITS 5,484,301 4,229,788 5,936,330 7,628,878 3,399,090
52140 FEES
52145 ANNUAL SIGN FEES 26,181 25,000 25,000 25,000
52146 MOVING VAN PERMIT FEE 50,000 50,000 50,000
52155 PLAT PR.&SIGN APP HRG FE 1,650 2,100 2,300 2,100
52170 ALARM PANEL FRANCHISE FE 6,720 6,000 6,000
52180 CABLE FRANCHISE FEE 1,078,032 1,000,000 1,078,000 1,078,000 78,000
52181 PEG FEES - COMCAST 129,988 100,000 130,000 130,000 30,000
52185 NICOR FRANCHISE FEE 63,736 95,000 65,000 65,000 (30,000)
52187 TRANSFER STATION FEES 281,250 (281,250)
52140 FEES 1,306,308 1,559,350 1,350,300 1,356,100 (203,250)
52000 LICENSES, PERMITS & FEES 10,479,208 9,419,640 10,945,932 12,622,280 3,202,640
52500 FINES AND FORFEITURES
52505 TICKET FINES-PARKING 2,681,392 3,450,000 2,800,000 3,450,000
52510 REGULAR FINES 197,879 298,449 298,449
52530 BOOT RELEASE FEE 71,250 80,000 65,000 80,000
52540 FIRE FALSE ALARM FINES 33,135 170,000 46,000 170,000
75 of 292
FISCAL YEAR 2014
GENERAL FUND REVENUES
REVENUE TITLE
2012
ACTUAL
2013
BUDGET
2013
ESTIMATE
2014
ADOPTED
2013 vs. 2014
VARIANCE
52541 POLICE CTA DETAIL & BARNE 38,017
52542 POLICE DUI REIMB 1,881
52544 POLICE TIP SYSTEMS 27
52545 POLICE FALSE ALARM FINES 42,253
52555 HOUSING CODE VIOL FINES 125,819 97,248 97,248 97,248
52560 PERMIT PENALTY FEES 7,995 7,500 7,500 7,500
52570 NONPARKING ORDINANCE VIOL 336,729 262,825 340,000 262,825
52605 LANDLORD/TENANT VIOL FINE
52500 FINES AND FORFEITURES 3,470,107 4,366,022 3,355,748 4,366,022
53000 CHARGES FOR SERVICES
53005 HEALTH DEPT.- CHRGS FOR S
53050 SANITATION CLASSES 2,326 1,700 1,800 1,700
53075 DENTAL CLINIC 235,228
53095 HEALTH CLINIC-TB 593
53105 HEALTH FOOD ESTBLSMNT LI 200,124 185,000 185,000 185,000
53135 DENTAL CHECK UP 1,190
53140 EMERGENCY DENTAL EXAM 20
53150 AMALGAM FILLING 180
53155 RESIN FILLING 180
53165 EXTRACTION 110
53170 PULPOTOMY 30
53175 SEALANT OFFICE VISIT 20
53180 ADDITIONAL SEALANTS 20
53185 TEMPORARY FOOD LICENSE F 6,893 7,000 6,000 7,000
53190 FOOD DELIVERY VEHICLE 7,890 5,500 5,500 5,500
53200 BEV.SNACK VENDING MACHIN 20,529 28,000 28,000 28,000
53210 TOBACCO LICENSE 25,500 19,000 19,000 19,000
53211 BEEKEEPER LICENSE FEE 75
53215 BIRTH CERTIFICATE 62,346 70,000 70,000 70,000
53220 DEATH CERTIFICATE-16.23 18,668 40,000 30,000 30,000 (10,000)
53230 FUNERAL DIRECTOR LICENSE 9,540 6,000 6,000 6,000
53235 TEMP FUNERAL DIREC LICEN 5,290 4,200 4,200 4,200
53005 HEALTH DEPT.- CHRGS FOR S 596,752 366,400 355,500 356,400 (10,000)
53240 PARKING - CHRGS FOR SVCS
53251 PARKING METER FEE INCREA 119,633 641,667 641,667 641,667
53240 PARKING - CHRGS FOR SVCS 119,633 641,667 641,667 641,667
53412 LOT 15 RENTAL
76 of 292
FISCAL YEAR 2014
GENERAL FUND REVENUES
REVENUE TITLE
2012
ACTUAL
2013
BUDGET
2013
ESTIMATE
2014
ADOPTED
2013 vs. 2014
VARIANCE
53560 RECREATION - CHRGS FOR SV
53565 RECREATION PROGRAM CHARG 5,203,499 5,365,015 5,137,588 5,392,571 27,556
53568 TRANS.FROM RESTRICTED AC 97,753 78,716 77,800 78,716
53569 Special Events Revenue 15,399 25,000 15,000 25,000
53560 RECREATION - CHRGS FOR SV 5,316,651 5,468,731 5,230,388 5,496,287 27,556
53570 WATER, SEWER & RECYCLING
53600 SEWER SERV CHARG-PENALTY
53620 OTHER CHRGS FOR SVCS
53635 WEIGHTS AND MEASURES EX 410 1,000 1,000 1,000
53640 SENIOR TAXI COUPON SALES 97,417 108,000 108,000 108,000
53650 STATE HIGHWAY MAINTENANC 41,298 58,000 63,527 58,000
53655 FIRE COST RECOVERY CHARG 2,520 10,000 3,000 10,000
53656 OTHER SERVICE CHARGES 938
53666 HISTORIC PRESERVATION RE 7,020 6,500 6,500 6,500
53620 OTHER CHRGS FOR SVCS 149,603 183,500 182,027 183,500
53667 TREE PRESERVATION PERMIT
53675 AMBULANCE SERVICE 1,035,593 1,052,400 1,041,000 1,052,400
53680 TOWING CHARGES 3,000 3,000 3,000
53685 POLICE REPORT FEES 27,043 14,500 14,500
53690 WOOD RECYCLING 28,020 35,000 35,000 35,000
53695 ZONING FEES 35,518 25,000 40,000 40,000 15,000
53705 FIRE BUILDING INSPECTION 17,090 6,000 13,500 6,000
53715 ALARM REGISTRATION FEE 107,038 90,000 88,500 90,000
53720 SKOKIE ANIMAL BOARD FEE 7,712 8,000 8,000
53725 BACKGR CHKS DAYCARE PROV 580
53736 NEW PAVEMENT DEGRADATION 17,000 10,000 10,500 10,000
53667 TREE PRESERVATION PERMIT 1,275,594 1,243,900 1,231,500 1,258,900 15,000
53737 I HEART EVANSTON TREES PR
53000 CHARGES FOR SERVICES 7,458,233 7,904,198 7,641,082 7,936,754 32,556
55000 INTERGOVERNMENTAL REVENUE
55005 COUNTY & LOCAL AID
55015 STATE AID
77 of 292
FISCAL YEAR 2014
GENERAL FUND REVENUES
REVENUE TITLE
2012
ACTUAL
2013
BUDGET
2013
ESTIMATE
2014
ADOPTED
2013 vs. 2014
VARIANCE
55025 LOCAL HEALTH PROTECTION 75,419 75,000 75,000 76,000 1,000
55040 DENTAL SEALANT GRANT 569 8,626 (8,626)
55075 SUMMER FOOD INSPECTIONS 400 400 400
55080 KID CARE AGREEMENT 1,750
55085 IL TOBACCO FREE COMMUNIT 6,029 25,082 31,027 31,027 5,945
55095 HEALTH ALERT NETWORK GRN 2,704
55130 IL STATE CHILDHOOD LEAD 1,359 1,000 1,000 1,000
55146 STATE, COUNTY AND OTHER 319,625 11,000 17,777 11,000
55150 TANNING PARLOR INSPECTIO 200 200 300 100
55160 VIOL. CRIME VIC. ASST GR 18,525 18,525
55170 FIRE DEPARTMENT TRAINING 20,274 3,000 1,500 3,000
55015 STATE AID 427,729 142,833 126,904 141,252 (1,581)
55171 RBFI-Risk Based Fdng Gran
55173 CRI GRANT -REVENUE (HHS)8,881 44,000 44,000 43,700 (300)
55174 PHEP GRANT-REVENUE (HHS)29,522 62,072 65,568 61,200 (872)
55175 STATE RECYCLING GRANT
55176 DENTAL EXPANSION GRANT 30,000 30,000 (30,000)
55175 STATE RECYCLING GRANT 30,000 30,000 (30,000)
55171 RBFI-Risk Based Fdng Gran 68,402 136,072 109,568 104,900 (31,172)
55179 RBFI GRANT REVENUE
55231 LEAD PAINT HAZARD GRANT 80,000 100,000 100,000 20,000
55179 RBFI GRANT REVENUE 80,000 100,000 100,000 20,000
55250 FEDERAL AID
55251 FEDERAL GRANT / AID 27,950 10,000 10,000 10,000
55253 ENERGY EFF.& CONSV.BLOCK 35,021
55255 COMM AGING GRT-ADVOCATE 74,160 79,723 136,853 86,970 7,247
55265 FEMA 4,413 17,000 17,000 17,000
55270 POLICE TRAINING 12,081 8,000 8,000
55250 FEDERAL AID 153,625 114,723 163,853 121,970 7,247
55272 TOBACCO COMPLIANCE GRANT 3,239
55275 HUD EMERGENCY SHELTER GR 38,314 204,770 194,950 104,000 (100,770)
55290 OTHER FEDERAL AID 15,503 8,400 9,000 9,150 750
55272 TOBACCO COMPLIANCE GRANT 57,056 213,170 203,950 113,150 (100,020)
55311 YOUTH ORGANIZ UMBRELLA GR 40,000 40,000
55311 YOUTH ORGANIZ UMBRELLA GR 40,000 40,000
78 of 292
FISCAL YEAR 2014
GENERAL FUND REVENUES
REVENUE TITLE
2012
ACTUAL
2013
BUDGET
2013
ESTIMATE
2014
ADOPTED
2013 vs. 2014
VARIANCE
55316 RTA GRANT 100,000 100,000 100,000
55000 INTERGOVERNMENTAL REVENUE 706,812 786,798 804,275 721,272 (65,526)
56000 OTHER REVENUE
56002 WOMEN OUT WALKING 8,048 15,000 4,000 5,000 (10,000)
56010 PROPERTY SALES AND RENTAL 57,425 151,543 108,968 108,968 (42,575)
56011 DONATIONS 33,530 76,400 32,000 32,000 (44,400)
56010 PROPERTY SALES AND RENTAL 90,955 227,943 140,968 140,968 (86,975)
56015 REVENUE FROM DAMAGE TO CI
56025 DAMAGE TO CITY SIGNAGE 2,000 2,000 2,000
56030 DAMAGE TO CITY TRAFFIC S 20,000 20,000 20,000
56031 DAMAGE TO STREET LIGHTS 20,000 20,000 20,000
56015 REVENUE FROM DAMAGE TO CI 42,000 42,000 42,000
56045 MISCELLANEOUS REVENUE 229,037 255,000 150,000 155,000 (100,000)
56046 TAXICAB CLASS REVENUE 6,900
56045 MISCELLANEOUS REVENUE 235,937 255,000 150,000 155,000 (100,000)
56047 RESERVES
56048 TEEN BABY NURSERY PROG 41,000 41,000 41,000
56047 RESERVES 41,000 41,000 41,000
56049 MARKET LINK VOUCHERS 4,056 16,500 12,000 16,500
56055 NOYES CUL. ARTS RENTALS /2,350
56063 CONST.INSP.OVERTIME REIMB 5,400
56065 SALE OF SURPLUS PROPERTY 4,060
56063 CONST.INSP.OVERTIME REIMB 9,460
56067 REIMBURSEMENTS- SERV. & S 19,527
56068 REIMB SALT USE DIST 65 ET 18,281
56069 REIMB. FOR FIRE DEPTT. S 118,160
56068 REIMB SALT USE DIST 65 ET 136,441
56070 OVER AND SHORT
56095 OVER AND SHORT - COLLECT 4,309
56070 OVER AND SHORT 4,309
56105 PAYMENT IN LIEU OF TAXES 266,906 250,000 267,000 267,000 17,000
56106 FUND BALANCE APPLIED 516,000 516,000 516,000 516,000
79 of 292
FISCAL YEAR 2014
GENERAL FUND REVENUES
REVENUE TITLE
2012
ACTUAL
2013
BUDGET
2013
ESTIMATE
2014
ADOPTED
2013 vs. 2014
VARIANCE
56115 PROCEEDS FROM IEPA LOAN
56131 DUTCH ELM TREE INSURANCE
56134 PRIVATE ELM TREES INS. MO 20,655 40,000 44,638 40,000
56140 FEES AND MERCHANDISE SALE 650
56156 YARD WASTE FEE
56157 CITIZENS CPR CLASS FEES 3,595
56156 YARD WASTE FEE 3,595
56175 PARKING PERMITS-RYAN FIEL 13,454 15,000 15,000 15,000
56185 PART. PENSION CONTRIBUTIO
56196 JDE WATER INTERFACE
56200 OVERPAYMENT REFUNDS 71,438
56196 JDE WATER INTERFACE 71,438
56205 CD DEMOLITION REVENUE 38
56000 OTHER REVENUE 1,301,944 1,418,443 1,191,606 1,238,468 (179,975)
56500 INTEREST INCOME
56501 INVESTMENT INCOME 7,169 6,000 25,000 10,000 4,000
56500 INTEREST INCOME 7,169 6,000 25,000 10,000 4,000
57000 TRNSFR FROM OTHER FUNDS
57007 FROM WEST EVANSTON TIF 60,000 60,000 60,000 60,000
57009 FROM LIBRARY FUND 210,000 210,000
57012 FROM NSP2 GRANT FUND 114,984 145,000 145,000 30,000 (115,000)
57020 FROM MOTOR FUEL FUND-S/M 836,990 833,000 833,000 833,000
57030 FROM COMM. DEVEL. FUND 808,753 781,278 781,278 571,000 (210,278)
57035 FROM HOME FUND 52,275 28,400 28,400 22,500 (5,900)
57035 FROM HOME FUND 52,275 28,400 28,400 22,500 (5,900)
57040 FROM EMERGENCY TEL SYSTEM 125,950 125,950 125,950 125,950
57050 FROM ECON DEV FUND 452,707 452,707 452,707 452,708 1
57060 FROM HOUSING FUND 23,990 23,990 23,990 13,990 (10,000)
57065 FROM WASHINGTON NAT'L DS 325,000 331,000 331,000 331,000
57070 FROM HOW HARTREY DEBT SER 141,600 144,400 144,400 144,400
57075 FROM SW TIF DEBT SERVICE 28,920 29,500 29,500 29,500
57096 FROM HOWARD RIDGE TIF 120,400 120,400 120,400 60,000 (60,400)
57100 FROM CAPITAL IMP. FUND 475,000 475,000 475,000 475,000
57130 FROM PARKING FUND 644,242 644,242 644,242 869,242 225,000
57135 FROM WATER FUND 162,235 162,235 162,235 162,235
80 of 292
FISCAL YEAR 2014
GENERAL FUND REVENUES
REVENUE TITLE
2012
ACTUAL
2013
BUDGET
2013
ESTIMATE
2014
ADOPTED
2013 vs. 2014
VARIANCE
57140 FROM WATER FUND-ROI 2,531,102 2,531,102 2,531,102 2,531,102
57145 FROM WATER FUND-ADMIN. EX 662,963 662,963 662,963 676,222 13,259
57165 FROM SEWER FUND 142,200 142,200 142,200 145,044 2,844
57235 EMPLOYEES HEALTH INSUR.CO
57000 TRNSFR FROM OTHER FUNDS 7,709,311 7,693,367 7,693,367 7,742,893 49,526
57500 LIBRARY-OTHER REVENUE
58000 REAPPROPRIATION OF SURPLUS
50100 OPERATING REVENUES 78,777,151 84,523,051 85,195,618 89,185,298 4,662,247
50000 REVENUES 78,777,151 84,523,051 85,195,618 89,185,298 4,662,247
81 of 292
City of Evanston
City Council
Description of Major Activities:
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.
Total Full-Time Equivalent Positions:
Employee Status
Description Job Type Description
2014 Position
FTE
City Council
Part-Time Regular Mayor 0.00
Part-Time Regular Alderman (9 elected officials @ 0 FTE) 0.00
Full-Time Regular Mayor’s Assistant 1.00
1300 Total 1.00
City Council Total 1.00
Financial Summary
2012
Actual
2013
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Expenditures:
1300 - City Council 405,096 406,161 421,498 434,899
Total: $405,096 $406,161 $421,498 $434,899
Performance Report on FY 2013 Major Program Objectives
• The City Council re-codified and substantially re-wrote the City Code.
• In 2013, the City Council performed a review, analysis, and improvement of City procurement
processes, including the implementation of “Procurement 101” for local businesses to better
understand the procurement process within the City.
• The City Council approved a New Trader Joe’s Location.
• Completed Mayor’s second “Safe Summer Summit.”
• Initiated Mayor’s series of “My Evanston, My Neighbors.”
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City of Evanston
City Council
2014 Department Initiatives
The City Council approved 6 Goals to focus on for the coming year:
• Water and Sewer Infrastructure
• Street/Sidewalks Infrastructure
• Buildings and Facility Infrastructure
• Economic Development
• At Risk Individuals and Families
• Financial Policies
Ongoing Activity Measures
2012
Actual
2013
Projected
2014
Projected
Number of ordinances adopted 100 85 130
Number of resolutions adopted 75 60 100
Updated board, committee, commission rosters 9 9 9
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
1300 CITY COUNCIL
61010 REGULAR PAY 197,389 203,440 203,440 204,644
61420 ANNUAL SICK LEAVE PAYOUT 1,435
61510 HEALTH INSURANCE 116,185 119,966 119,966 134,686
61615 LIFE INSURANCE 76 76 76 78
61710 IMRF 7,370 8,226 8,226 8,036
61725 SOCIAL SECURITY 12,176 11,615 11,615 11,557
61730 MEDICARE 2,848 2,716 2,716 2,703
62206 TV BROADCASTING 4,165 4,165 4,165
62210 PRINTING 4,599 2,904 2,904 2,904
62275 POSTAGE CHARGEBACKS 331 333 333 333
62280 OVERNIGHT MAIL CHARGES 167 167 167
62285 COURIER CHARGES 2,171 300 1,500 300
62295 TRAINING AND TRAVEL 10,502 5,000 9,000 8,000
62315 POSTAGE 30
62360 MEMBERSHIP DUES 39,375 28,000 40,000 38,000
62370 EXPENSE ALLOWANCE 173 125 125 125
62380 COPY MACHINE CHARGES 900 619 619 619
62456 OUTSIDE MAIL SERVICES 137 4,000 3,500 4,000
62490 OTHER PROGRAM COSTS 261 3,664 1,500 3,664
64540 TELECOMMUNICATIONS - WIRELESS 592 500 500 500
65010 BOOKS, PUBLICATIONS & MAPS 29 200 200 200
65025 FOOD 6,221 2,500 4,200 2,500
65095 OFFICE SUPPLIES 366 1,500 600 1,500
66025 TRAN.TO DS FUND- ERI DEBT SERV 1,929 1,981 1,981 2,053
66062 SISTER CITY FUNDING 4,165 4,165 4,165
1300 CITY COUNCIL 405,096 406,161 421,498 434,899
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City of Evanston
City Clerk’s Office
Description of Major Activities:
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 and township
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.
Total Full-Time Equivalent Positions:
Employee Status Description Job Type Description
2014 Position
FTE
City Clerk
Full-Time Regular City Clerk 0.00
Full-Time Regular Deputy City Clerk 1.40
Part-Time Mail Room Attendant 0.80
1400 Total 2.20
City Clerk Total 2.20
Financial Summary
2012
Actual
2013
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Expenditures:
1400 – City Clerk’s Office 216,225 228,936 227,947 242,722
Total Expenditures: $216,225 $228,936 $227,947 $242,722
Performance Report on FY 2013 Major Program Objectives
• The legal review of the Evanston City Code by departments was restarted by the Law Department
and was completed in 2013. The City Code was last codified in 1979.
• The Clerk’s Office has provided real estate transfer tax stamps, notary services, and code book sales
to customers throughout FY 2013.
• The City Clerk's Office stopped compiling a packet of materials for use by those wishing to run for
municipal offices on April 9, 2013. All candidates obtained their information from the Cook County
Clerk’s website and downloaded the necessary forms. The Office facilitated voting by registering
people to vote, 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 office space configuration and filing system.
• The Notary laws changed in June 2009; necessary changes to adhere to the revised laws were
implemented.
• New FOIA Officers have been designated in compliance with the new Illinois Freedom of Information
Act (FOIA) laws.
• Electronic training is mandatory for all designated FOIA officers in the City and was completed by
necessary personnel in 2013.
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City Clerk’s Office
2014 Department Initiatives
• Continued coordination of FOIA requests continues with an electronic log and files of disposition of
FOIA requests.
• The Clerk’s Office will provide early voting services for the March 2014 election.
• The Clerk’s office will work with the Cook County Department of Elections to facilitate the March,
2014 elections in Evanston.
• The City Clerk’s Office will continue to track the number of notary public requests made and
determine whether the City’s current number of notary publics is sufficient to meet demand.
• The Clerk’s Office will possess a copy of all certifications of the FOIA and Open Meetings Act (OMA)
designees.
• The Clerk will give a presentation to all directors and managers on the proper procedure for
responding to a FOIA request.
• Increasing efforts to become paperless; allow web access for all documents requested from the
Clerk’s Office.
• Facilitate online Open Meetings Act (OMA) training for elected officials and department heads.
• Continue project to make obtaining documents more accessible to the citizens.
Ongoing Activity Measures
2012
Actual
2013
Projected
2014
Projected
Voter registration 360 175 175
Early voters 1,000 1,050 1,075
Real Estate Transfer Tax transactions 1,669 1,500 1,600
Exemptions from Real Estate Transfer Tax 1,485 3,200 1,500
Disabled parking placards 150 176 300
FOIA requests 555 850 1,000
Response to 311 requests 60 100 100
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
1400 CITY CLERK
61010 REGULAR PAY 97,997 101,456 101,456 105,586
61050 PERMANENT PART-TIME 41,262 49,713 49,713 51,595
61110 OVERTIME PAY 992
61510 HEALTH INSURANCE 19,902 22,944 22,944 24,250
61615 LIFE INSURANCE 33 32 32 34
61710 IMRF 13,493 9,082 14,500 14,931
61725 SOCIAL SECURITY 8,468 9,147 9,147 9,545
61730 MEDICARE 1,980 2,139 2,139 2,232
62210 PRINTING 876 876 876
62235 OFFICE EQUIPMENT MAINT 1,247 833 833 833
62275 POSTAGE CHARGEBACKS 781 200 800 200
62280 OVERNIGHT MAIL CHARGES 126 65 50 65
62295 TRAINING AND TRAVEL 5,282 5,000 7,000 5,000
62315 POSTAGE 43 35 35
62360 MEMBERSHIP DUES 674 525 600 525
62380 COPY MACHINE CHARGES 750 400 400 400
62457 CODIFICATION SERVICES 11,850 17,330 9,500 17,330
65010 BOOKS, PUBLICATIONS & MAPS 46 650 200 650
65080 MERCHANDISE FOR RESALE 4,957 2,500 1,500 2,500
65095 OFFICE SUPPLIES 2,894 2,000 2,100 2,000
65175 ELECTION SUPPLIES 33 500 650 500
66025 TRAN.TO DS FUND- ERI DEBT SERV 3,415 3,507 3,507 3,635
1400 CITY CLERK 216,225 228,936 227,947 242,722
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City of Evanston
City Manager’s Office
Description of Major Activities:
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.
Total Full-Time Equivalent Positions:
Employee Status
Description Job Type Description
2014 Position
FTE
City Manager
Full-Time Regular City Manager 1.00
Full-Time Regular Deputy City Manager 1.00
Full-Time Regular Executive Assistant 1.00
Full-Time Regular Administrative Secretary 1.00
Full-Time Regular Local Government Management Fellow 1.00
1505 Total 5.00
Citizen Engagement
Full-Time Regular Citizen Engagement Division Manager 1.00
Full-Time Regular Web Communications Coordinator 1.00
Full-Time Regular Citizen Engagement Coordinator 1.00
Full-Time Regular Citizen Engagement Specialist 2.00
Full-Time Regular Art Design Coordinator 1.00
1510 Total 6.00
Sustainability
Full-Time Regular Sustainable Programs Coordinator 1.00
1535 Total 1.00
Community Arts
Full-Time Regular Cultural Arts Coordinator 1.00
1580 Total 1.00
City Manager's Office Total 13.00
*** City Manager’s Office also includes the Economic Development Staff. These 6.25 positions are
funded out of the Economic Development Fund.
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City Manager’s Office
Financial Summary
Expenditures:
1505 - City Manager's Office 628,383 900,021 563,269 771,926
1510 - Community Engagement 802,794 620,148 603,763 713,201
1525 - Misc. Business Operation 75,428 258,200 47,000 258,200
1535 - Sustainability Grant 91,364 94,719 94,386 95,110
1570 - Evanston 150 5,247 - - -
1580 - Community Arts - - - 102,678
Total Expenditures:1,603,216$ 1,873,088$ 1,308,418$ 1,941,115$
Revenues:
52180 - Cable Franchise Fee 1,078,032 1,000,000 1,078,000 1,078,000
52181 - PEG Fees 129,988 100,000 130,000 130,000
Total Revenues:1,208,020$ 1,100,000$ 1,208,000$ 1,208,000$
2012
Actual
2013
Adopted
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Performance Report on FY 2013 Major Program Objectives
Partnered with CTA to replace track ties along the purple line in Evanston
Raised $23,500 for the YWCA Evanston - Northshore as part of the Nicor Gas Community Energy
Challenge, which was used for energy efficiency upgrades of 550 program participants including 191
homeowners and 59 small businesses who participated in the energy assessment
Increased e-news distribution to 32,500 and increased frequency from bi-weekly to weekly
Increase social media presence with Instagram and Pinterest Accounts; increased following to
include 4,688 Facebook “likes” and 4,700 Twitter followers
Continued “Engage Evanston” community budgeting process for FY 2014 Budget using MindMixer
online community engagement service
Partnered with Northwestern to coordinate ’Kits and ‘Cats Week” Kick-off Celebration and game
Hosted 2nd Jalisco en Evanston in concert with the Federation of Hometown Associations from the
State of Jalisco, Mexico, Fedejal
Co-sponsored the first Hispanic Heritage Month Festival at Robert Crown Community Center
Organized the 4th annual “Evanston Day” in Springfield, IL to lobby for Evanston issues at the State
Capitol, in cooperation with Northwestern University, Evanston Schools, and non-profits
Supported the successful negotiation of a second electricity aggregation contract for Evanston
residents and small businesses, offering savings to energy users and reducing greenhouse gas
emissions by 77,029 metric tons of C02 with a 100% green energy contract
Assisted in securing a high speed internet grant for the Chicago Main Street Corridor from the Illinois
Department of Commerce and Economic Opportunity (DCEO)
Worked with CTA and Union Pacific (UP) Railroad to clean up multiple places along the CTA and
Metra Tracks
Produced eight editions of the Sustainability News & Events e-newsletter and built distribution to
over 1,000 e-mail addresses
Created the Evanston “GreenBuzz” website to provide residents with information on organizations,
events, and news related to the environment, climate change, and sustainability in Evanston
Successfully secured $446,456 in grant funding and in-kind services to support energy efficiency
upgrades at Sherman Plaza parking garage and Chandler-Newberger Community Center
Increased youth participation in the Sustainability Internship Program to 850 volunteer and 500 paid
hours
Convened two Sustain Evanston meetings with attendance of 40 community leaders working to
foster collaboration on sustainability efforts
2014 Department Initiatives
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City of Evanston
City Manager’s Office
Work with CTA to find long-term funding solutions for Purple Line rebuilding
Complete the STAR Communities Pilot program which includes data collection and reporting to earn
Evanston a community-wide sustainability rating
Coordinate “Drive Less, Live More Campaign” with RTA and Active Transportation Alliance to reduce
vehicle emissions and promote biking, public transit, and walking
Implement new 311 CRM Software and mobile app
2014 Department Objectives
Reduce City and community energy usage by leveraging existing utility programs and grant funding
Convene two meetings annually with the “Sustain Evanston” network with a focus on incorporating
environmental, economic, and social elements into collaborative programs and projects
Continue to educate the community in the benefits of waste reduction, recycling, and composting
Ongoing Activity Measures
2012
Actual
2013
Projected
2014
Projected
Prepare agendas and materials for regular and
special City Council, Planning and Development,
Rules and Administration and Public Works
meetings
107
48
107
Number of City of Evanston volunteer
opportunities
75
85
85
Number of volunteer opportunities featured on
VEP website
108
120
120
Number of organizations featured on VEP website 66 80 80
311 center calls handled 125,100 150,000 150,000
311 center service requests handled 21,077 35,000 35,000
90 of 292
2012
Actual
2013
Budget
2013
Estimate Adopted
2014
1500 CITY ADMINISTRATION
61010 REGULAR PAY 903,150 989,026 858,859 1,078,031
61055 TEMPORARY EMPLOYEES 48,155
61060 OVERTIME-CHGBK 19,067
61210 LONGEVITY 1,963 2,347 2,403 2,376
61420 ANNUAL SICK LEAVE PAYOUT 1,640
61510 HEALTH INSURANCE 115,537 145,713 68,457 136,743
61615 LIFE INSURANCE 924 744 1,094 697
61625 AUTO ALLOWANCE 11,459 10,980 10,980 10,980
61626 CELL PHONE ALLOWANCE 3,878 4,416 2,092 2,544
61655 EMPLOYEE LOANS - INTEREST EXPE 1,900
61710 IMRF 92,346 112,323 96,060 118,845
61725 SOCIAL SECURITY 54,348 61,088 57,903 66,223
61730 MEDICARE 13,913 14,287 14,250 15,488
62205 ADVERTISING 17,489 15,044 6,782 15,044
62210 PRINTING 5,493 2,832 7,158 2,832
62250 COMPUTER EQUIPMENT MAINT 40
62275 POSTAGE CHARGEBACKS 984 999 666 999
62280 OVERNIGHT MAIL CHARGES 39 167 167
62285 COURIER CHARGES 198 83 83
62295 TRAINING & TRAVEL 33,237 29,189 26,926 29,189
62315 POSTAGE 2,499 2,499
62341 INTERNET SOLUTION PROVIDERS 5,000
62360 MEMBERSHIP DUES 12,437 8,663 11,500 12,333
62458 OUTSIDE COPY SERVICES 750 750
62490 OTHER PROGRAM COSTS 585 750 656 2,450
62506 WORK-STUDY 3,145 3,300 3,300 3,300
62509 SERVICE AGREEMENTS / CONTRACTS 115,000 85,000
62665 CONTRIB TO OTHER AGENCIES 106,800 50,000 52,000 50,000
64540 TELECOMMUNICATIONS - WIRELESS 2,174
64545 PERSONAL COMPUTER SOFTWARE 1,881 3,500 3,500
65010 BOOKS, PUBLICATIONS, MAPS 2,157 1,749 490 1,749
65025 FOOD 500
65095 OFFICE SUPPLIES 2,162 1,516 2,278 2,100
65125 OTHER COMMODITIES 5,945 880 548 880
65555 PERSONAL COMPUTER EQUIPMENT 3,553
65625 FURNITURE, FIXTURE & EQUIPMENT 700
65630 LIBRARY BOOKS
65635 PERIODICALS 175 151 175
66025 TRAN.TO DS FUND- ERI DEBT SERV 28,503 29,471 29,471 30,541
66030 OTHER INSURANCE CHARGEBACKS 7,397 7,397 7,397 7,397
68205 CONTINGENCIES 94,543 258,200 47,000 258,200
1500 CITY ADMINISTRATION 1,603,216 1,873,088 1,308,418 1,941,115
91 of 292
City of Evanston
Law Department
Description of Major Activities:
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 housing court prosecutions, traffic court
prosecutions, and administrative adjudication hearings as necessary. 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 by request, provides advice on public
bidding and purchase procedures. The Department supervises the liquor 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, all risk property, ambulance attendants, inland marine, and crime. The Department, in
conjunction with the City Manager's Office, reviews safety and risk issues and all third-party matters. The
Department is responsible for the risk transfer and subrogation programs throughout the City.
Total Full-Time Equivalent Positions:
Employee Status
Description Job Type Description
2014
Position FTE
Legal Administration
Full-Time Regular Corporation Counsel/City Attorney 1.00
Full-Time Regular Deputy City Attorney 1.00
Full-Time Regular Assistant City Attorney II 2.00
Full-Time Regular Executive Secretary (to Department Head) 1.00
Full-Time Regular Administrative Adjudication Manager 1.00
Full-Time Regular Administrative Adjudication Aide 1.00
1705 Total 7.00
Law Department Total 7.00
Financial Summary
2012
Actual
2013
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Expenditures:
1705 – Legal Administration 975,265 989,154 1,000,853 1,045,232
Total Expenditures: $975,265 $989,154 $1,000,853 $1,045,232
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City of Evanston
Law Department
2012
Actual
2013
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Revenues:
52040 – Liquor Licenses 441,498 330,000 400,000 330,000
52041 – One-Day Liquor License 11,435 8,200 8,000 8,200
52570 – Non-parking Ordinance
Violations
336,729 262,825 340,000 262,825
Total Revenues $789,662 $601,025 $748,000 $601,025
Performance Report on FY 2013 Major Program Objectives
• Continued jury trial success in state and federal courts, forcing Plaintiffs to voluntarily dismiss their
cases while not incurring outside attorneys’ fees. Verdict for City in the Joan Dachs Bais Yaakov
(JDBY) case, thereby ensuring suitable economic development at subject site.
• Continued to assist all departments with ongoing Illinois Freedom of Information Act (FOIA)
requirements to ensure policies, procedures, and training programs are legally compliant. Completed
and fulfilled all required statutory training courses and certifications. Obtained Attorney General
approval of action in majority of situations implicating FOIA and Open Meetings Act issues.
• Litigated 80-90% of cases by in-house City attorneys to improve cost-effectiveness, results, and
responsiveness.
• Analyzed, evaluated, and implemented enhanced risk management strategies for City departments.
• Continued fulfillment of 2013 Strategic Plan Goal #10 to implement best practices for service delivery
and enhanced customer service to staff and residents.
• Revised the Evanston City Code’s liquor licensing provisions; this was the first time this component of
the Code was comprehensively revised since 1972.
2014 Department Initiatives
• Continued support and participation in accomplishing Strategic Plan Goals for 2014
• Continued representation and negotiation of City labor contracts
• Analyze, evaluate, and implement ongoing risk management strategies, with specific focus upon
mitigating workers’ compensation claims
• Evaluate possible revisions to zoning and planning regulations
• Evaluate and pursue legal strategies to enhance City revenues
• Continue to prevail in litigation at the pre-trial motion stage and at verdict
93 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
1700 LAW DEPARTMENT
61010 REGULAR PAY 579,147 590,034 622,000 629,964
61210 LONGEVITY 1,706 1,685 1,684 1,728
61415 TERMINATION PAYOUTS 6,940
61420 ANNUAL SICK LEAVE PAYOUT 1,118
61510 HEALTH INSURANCE 93,074 76,996 76,996 87,126
61615 LIFE INSURANCE 557 485 485 598
61625 AUTOMOBILE ALLOWANCE 5,009 4,980 4,980 4,980
61626 CELL PHONE ALLOWANCE 2,055 2,544 2,544 2,544
61710 IMRF 59,102 67,042 67,042 69,486
61725 SOCIAL SECURITY 32,495 36,334 36,334 38,299
61730 MEDICARE 8,125 8,497 8,497 8,957
62130 LEGAL SERVICES - GENERAL 31,654 34,800 20,000 34,800
62275 POSTAGE CHARGEBACKS 4,157 2,999 2,999 2,999
62295 TRAINING & TRAVEL 2,991 3,500 3,500 3,500
62315 POSTAGE 250 200 250
62345 COURT COST/LITIGATION 2,209 21,000 20,000 21,000
62360 MEMBERSHIP DUES 3,438 2,800 2,600 2,800
62380 COPY MACHINE CHARGES 4,673 3,215 3,200 3,215
62500 TECHNICAL INFORMATION SERVICES 4,000
62506 WORK-STUDY 1,900 1,900
62509 SERVICE AGREEMENTS / CONTRACTS 93,067 87,500 87,500 87,500
62550 LEGAL SERVICES - CHARGEBK 1,056
65010 BOOKS, PUBLICATIONS, MAPS 16,913 9,200 13,700 14,000
65045 LICENSING/REGULATORY SUPP 128 2,400 2,400
65085 MINOR EQUIPMENT & TOOLS 400
65095 OFFICE SUPPLIES 3,483 3,800 3,800 3,800
66025 TRAN.TO DS FUND- ERI DEBT SERV 15,715 16,338 16,338 16,931
66030 OTHER INSURANCE CHARGEBACKS 6,454 6,454 6,454 6,454
1700 LAW DEPARTMENT 975,265 989,154 1,000,853 1,045,232
94 of 292
City of Evanston
Administrative Services Department
Description of Major Activities:
As a means to increase efficiency, the Administrative Services Department was created in FY 10-11. The
Administrative Services Department is organized into the following divisions: General Administration,
Finance, Human Resources, Information Technology, and Revenue/Parking Operations. The Department
provides technical support related to accounting; revenue; purchasing; budget; recruitment; testing,
training, and selection of employees; payroll; workers’ compensation; labor relations; employee wellness;
software development and application administration; network, server, and database administration and
software training. The Department also includes parking administration, enforcement operations, and
crossing guards.
Total Full-Time Equivalent Positions:
Employee Status
Description Job Type Description
2014 Position
FTE
Admin Services Gen Support
Full-Time Regular
Administrative Services Director/Chief Financial
Officer 1.00
Full-Time Regular Senior Management Analyst 1.00
Full-Time Regular Management Analyst 1.00
Full-Time Regular Administrative Secretary 1.00
1905 Total 4.00
Revenue Division
Full-Time Regular License and Measure Inspector 1.00
Full-Time Regular Customer Service Representative 3.00
1910 Total 4.00
Payroll
Full-Time Regular Payroll Pension Administrator 1.50
Full-Time Regular Payroll Manager 1.00
1915 Total 2.50
Accounting
Full-Time Regular Finance Manager 1.00
Full-Time Regular Accounting Manager 1.00
Full-Time Regular Payroll Pension Administrator 0.50
Full-Time Regular Senior Accountant 3.00
Full-Time Regular Accounts Payable Coordinator 1.00
1920 Total 6.50
Purchasing
Full-Time Regular Purchasing Manager 1.00
Full-Time Regular Purchasing Specialist 2.00
1925 Total 3.00
95 of 292
City of Evanston
Administrative Services Department
Employee Status
Description Job Type Description
2014 Position
FTE
Human Resources
Full-Time Regular Human Resources Division Manager 1.00
Full-Time Regular Human Resources Specialist 3.00
Full-Time Regular Human Resources Assistant 2.00
1929 Total 6.00
Information Technology
Full-Time Regular Information Systems Division Manager 1.00
Full-Time Regular Database Administrator 1.00
Full-Time Regular Network Administrator 2.00
Full-Time Regular Programmer Analyst 1.00
Full-Time Regular Tech Support Specialist I 2.00
Full-Time Regular Tech Support Supervisor 1.00
Full-Time Regular GIS Analyst 2.00
Full-Time Regular Application and Development Manager 1.00
1932 Total 11.00
Parking Enforcement and Tickets
Full-Time Regular Parking Enforcement Officer 10.00
Full-Time Regular Parking Operations Clerk 1.00
Full-Time Regular Parking Enforcement Coordinator 1.00
1941 Total 12.00
Administrative Services Total 49.00
Financial Summary
2012
Actual
2013
Adopted
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Expenditures:
1905 – Admin. General Support 500,855 623,458 581,430 630,502
1910 – Revenue Division 1,370,440 858,839 826,478 854,748
1915 – Payroll 282,133 289,322 290,324 286,038
1920 – Accounting 744,299 824,169 823,279 822,729
1925 – Purchasing 199,296 310,213 251,982 331,910
1929 – Human Resource Division 881,693 1,380,976 1,069,996 1,378,125
1932 – Information Technology 2,304,478 2,407,868 2,262,150 2,441,740
1940 – Misc. Exp/Transfers * 103,448 466,000 466,000 466,000
1941 – Pkg. Enfrc. & Tkt. Process 1,162,400 1,243,852 1,227,460 1,243,019
1942 – School Crossing Guards 333,869 371,795 371,795 371,795
Total Expenditures: $7,882,911 $8,776,492 $8,170,894 $8,826,606
96 of 292
City of Evanston
Administrative Services Department
2012
Actual
2013
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Revenues:
52010 – Vehicle Licenses 2,562,972 2,600,000 2,600,000 2,700,000
52505 – Parking Fines 2,681,392 3,450,000 2,800,000 3,450,000
52530 – Boot Release Fee 71,250 80,000 65,000 80,000
Total Revenues: $5,315,614 $6,130,000 $5,465,000 $6,230,000
Performance Report on FY 2013 Major Program Objectives
• Initiated 73 recruitment processes as of October 2, 2013, including two executive searches:
Community Development Director and Zoning Division Manager. Hired 41 regular staff as of October
2, 2013, including 7 police officers and 2 firefighters.
• Updated the on-boarding of new employees to ensure no ineligible people are carried going forward
on City insurance.
• Bid out and conducted entry level Police Officer and Firefighter processes and Police promotional
process.
• Continued to monitor department overtime usage reduce overtime costs.
• Monitored department seasonal and temporary personnel usage to reduce unemployment costs.
• Organized and facilitated an Ad Hoc Recruitment and Retention Committee to explore organizational
trends and opportunities.
• Coordinated City-wide National Public Service Recognition Week service awards.
• Worked on resolving issued identified in the 2012 OSHA self-inspection including work on Automated
External Defribrillator (AED) units, first aid kits, and fire extinguishers. Worked with City-wide Safety
Committee to discuss and address issues in OSHA report, propose city-wide goals, policies and
future practices in order to reduce future injuries of staff.
• Worked with Safety Committee to review and update City-wide Safety Manual.
• As of October 1, 2013, settled 6 Worker’s Compensation claims; Reduced Workers Compensation
costs.
• Updated the Personnel Manual, offered seven sessions to discuss changes, and collected
Acknowledgement forms from all employees.
• Monitored vacation and comp time accruals.
• Managed COLA implementation for all union and non-union staff.
• As of October 2, 2013 processed the on-boarding and termination of 558 seasonal employees (youth
and adult).
• Supported and helped to coordinate the utilization of Peer Fitness Trainers in the Fire Department to
reduce injuries, increase physical fitness, and improve nutrition.
• Payroll costs associated with injury are down in the Fire Department by $176,000 over 2012 costs
• Initiated injury prevention training with Utilities, Parks/Forestry, Streets/Sanitation, Facilities
Management and Fleet Services
• Supported negotiations of three collective bargaining contracts (IAFF, AFSCME, and FOP)
• Initiated a second Wellness Program with the goal to reduce health insurance costs in the future.
Participation increased by 20% over FY 2012.
• Developed a City-wide Insurance and Wellness Committee to review insurance programs and
opportunities for reducing costs without cutting benefits, at the same time increasing wellness of
employees.
• Offered a Medicare seminar to retirees and Medicare eligible employees
• Concluded a non-union Classification and Compensation study which will update non-union job
descriptions and recommend comparable salaries.
• Issued RFP and completed RFP process to select First Bank & Trust for depository and other
banking services.
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Administrative Services Department
• Implementation of finance and payroll modules of the new financial system is due for completion in
December, 2013.
• Successfully migrated COE Exchange email server from aged physical server environment to
privately hosted VMware cloud.
• Successfully Migrated GIS, City Works, and Accela databases from Oracle to Microsoft SQL
databases on COE privately hosted VMware cloud.
• Successfully introduced VMware 5.1 environment into COE datacenter; consolidated over 8 physical
servers into virtual; migrated over 50 pre-existing virtual servers onto new private VMware cloud.
• Continued with standardization of OS/productivity suite on desktops; less than 40% of all desktops in
COE need to be upgraded.
• At the Sherman Garage, energy efficient induction lighting was installed throughout the entire
structure reducing energy costs by 20%. Project funded in full by State of Illinois energy grants
• Facade repairs were completed at the Sherman Garage.
• The selection of a firm was completed for the replacing the current meter technology with meters and
pay stations that accept both coin and credit cards.
• Staff worked with Community Development in the selection of a firm to create a Comprehensive
Signage Design manual that will be used as a template for future citywide directional sign initiatives.
• Citywide distribution of an updated COE Purchasing Card Manual with new GRAM platform and
distributed Citywide.
• Updated standard Request for Proposal (RFP)/Bid document templates.
• Revised Minority/Women/Evanston Business Enterprise (M/W/EBE) instructions and forms.
• Collected $188,000 in outstanding debts owed to the City through September and anticipate total
collections of outstanding debts at $230,000 for Fiscal Year 2013.
2014 Department Initiatives
• Finalize implementation of new financial software system including business analytics and e-suite
modules.
• Train all employees on the new financial system so they can access their benefits and compensation
records to increase the percentage of people using direct deposit.
• Re-establish a city-wide training component which will develop, coordinate, and initiate the new
employee orientation, supervisor trainings, and other citywide training initiatives as part of an
intensified effort to recruit and retain highly qualified employees.
• Work with departments to expand staff development opportunities, in an effort to strengthen the City’s
ability to recruit and retain highly qualified employees.
• Decrease employee injuries by continuing development and implementation of a stronger safety
program.
• Continue to emphasize worker safety through training and identification of workplace hazards; this
should result in further reduction in Workers Compensation costs.
• Issue benefit summary letters to all staff outlining the cost of City paid benefits they receive
• Initiate injury prevention training with the Police Department.
• Continue to work with Departments to establish and support short and long-term safety goals
• Recruit a new Director of Parks, Recreation and Community Services.
• Work with all Department Directors to establish structures which support their departmental goals.
• Provide educational programs for staff to address issues of concern identified through the Wellness
Program.
• Complete transition of all operating services/bank accounts to First Bank & Trust from Chase Bank.
• Update aged desktop infrastructure with virtual desktop infrastructure or physical replacements;
targeting 100 replacements in 2014.
• Continue with standardization of OS/Productivity suite on desktops throughout City.
• Upgrade OS/Server/Support on Cisco VoIP environment.
• Rewrite and replace GIS web applications and GIS web portal.
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Administrative Services Department
• Continue with consolidation of physical servers and appliances onto privately hosted VMware cloud
environment.
• Implement disaster recovery best practices - build offsite DR location at additional City location.
• Expand the use of the on-line payment option for a variety of programs and initiatives resulting in
excess of $60,000 received with greater convenience to the residents of the City; it is anticipated that
payments through the online option will double in 2014.
• The completion of the a citywide upgrade of parking meter technology that will include a combination
of pay by space, pay and display and single-head meters that accept coin and credit cards.
• Development of an RFP/Bid, purchase, and installation to replace the Parking Access and Revenue
Control System (PARCS) and the three (3) downtown parking garages to meet Payment Card
Industry (PCI) compliance by November 2014.
• In partnership with the Community Development Department, a Comprehensive Signage Design RFP
was developed in FY 2011 to ask for design and implementation strategies involving new directional
signage throughout the City. The development of financial and implementation strategies, based on
recommendations and selections of designs, was completed in 2013. Partial implementation of new
signs expected toward the 2nd quarter of FY 2014. This is a multi-year project.
• Provide training for purchasing card users.
• Provide on-going training for purchasing policies and procedures, through scheduled training
sessions and quarterly department meetings.
• Provide department, end users and vendors e-Purchasing access, via City Purchasing web page.
• Standardize Citywide over $20,000 Commodity Purchases Bid template.
• Solicit responses for RFP for COE Stationery; provide departments with online business cards,
letterhead paper, and envelope ordering access.
• Collect $250,000 in outstanding debts owed to the City.
Activity Measures
Ongoing Activity Measures
2012
Actual
2013
Projected
2014
Projected
Percent of available cash invested 65 75 80
Quarterly financial management reports 4 4 4
Quarterly investment reports 4 4 4
# of vehicle stickers issued 35,996 36,500 37,000
Preparation of final fund trial balance for
annual independent audit 4/10/2013 4/10/2014 04/15/2015
Preparation of schedule of Federal financial
assistance for the Single Audit Act of 1984 6/30/2013 8/15/2014 08/30/2015
Preparation of Police and Fire Pension Fund
filings with Illinois Department of Insurance 6/30/2013 6/30/2013 06/30/2014
File for Certificate of Achievement for Excellence
in financial reporting with Government Finance
Officers Association 6/30/2013 6/30/2014 06/30/2015
Number of Information Technology Service Desk
requests closed 4,800 5,000
Civil Service Commission Meetings 15 5 5
Positions Filled – Full-Time 40 40 40
Ongoing Activity Measures
2012
Actual
2013
Projected
2014
Projected
Positions Filled – Part-Time / Seasonal 30/550 30/550 30/650
Regular Checks Issued* 8,100 8,100 6,500
Manual Checks Issued 200 200 100
* With new financial system, the City’s goal is to get more employees on direct deposit
99 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
1900 ADMIN.SERVICES DEPARTMENT
61010 REGULAR PAY 3,241,390 3,493,445 3,244,710 3,616,239
61050 PERMANENT PART-TIME 14,784
61055 TEMPORARY EMPLOYEES 5,755 4,915 4,915 4,915
61060 SEASONAL EMPLOYEES 308,565 352,098 357,098 352,098
61110 OVERTIME PAY 28,249 33,775 29,191 33,775
61210 LONGEVITY 31,523 33,881 34,575 39,218
61410 SHIFT DIFFERENTIAL 6,262 6,422 6,422 6,075
61415 TERMINATION PAYOUTS 47,671
61420 ANNUAL SICK LEAVE PAYOUT 20,841
61430 OTHER PAYOUTS 40,354-141,000 141,000 141,000
61510 HEALTH INSURANCE 480,659 562,832 561,076 557,775
61615 LIFE INSURANCE 26,113 2,101 1,889 1,801
61625 AUTO ALLOWANCE 5,990 6,780 6,780 6,780
61626 CELL PHONE ALLOWANCE 6,698 7,224 5,304 5,304
61630 SHOE ALLOWANCE 1,705 1,705 1,705 1,860
61665 FLEX SPENDING ACCT MAINT FEES 6,169
61710 IMRF 342,741 399,646 368,503 402,100
61725 SOCIAL SECURITY 223,001 238,423 221,054 245,679
61730 MEDICARE 53,043 55,760 52,294 57,457
62110 AUDITING 77,905 120,000 120,000 120,000
62160 EMPLOYMENT TESTING SERVICES 12,574 195,000 60,000 195,000
62175 IS SERVICES 6,814 6,600 7,800 6,600
62185 OTHER CONSULTING SERVICES 65,905 98,800 139,254 134,800
62205 ADVERTISING 5,388 3,310 3,339 3,310
62210 PRINTING 2,930 5,750 5,750 5,750
62235 OFFICE EQUIPMENT MAINT 250 250 250
62250 COMPUTER EQUIPMENT MAINT 32,211 54,450 52,714 54,450
62270 MEDICAL/HOSPITAL SERVICES 46,614 51,150 51,150 51,150
62274 TEST ADMINISTRATION 25,403 48,000 40,000 48,000
62275 POSTAGE CHARGEBACKS 12,579 20,400 14,500 14,400
62280 OVERNIGHT MAIL CHARGES 685 200 600 200
62295 TRAINING AND TRAVEL 32,090 33,319 25,600 33,319
62305 RENTAL OF AUTO-FLEET MAINTEN.99,756 101,786 101,256 101,786
62309 RENTAL OF AUTO REPLACEMENT 27,810 27,810 25,890 27,810
62310 CITY WIDE TRAINING 14,112 20,000 17,000 29,000
62315 POSTAGE 44,943 41,000 30,000 41,000
62340 COMPUTER LICENSE & SUPPORT 396,094 446,363 456,047 437,163
62341 INTERNET SOLUTION PROVIDERS 17,475 9,850 9,648 9,850
62360 MEMBERSHIP DUES 6,815 7,650 7,919 7,650
62380 COPY MACHINE CHARGES 22,115-5,738 5,509 5,738
62431 ARMORED CAR SERVICES 24,926 24,000 38,000 38,000
62449 CITATION & SECO.COLLEC PROCESS 381,590 400,000 370,000 370,000
62451 TOWING AND BOOTING CONTRACTS 45,410 44,982 35,000 44,982
62490 OTHER PROGRAM COSTS 500 500 500
62506 WORK-STUDY 3,380 2,416 3,027 2,416
62509 SERVICE AGREEMENTS / CONTRACTS 79,117 153,500 150,000 50,000
62512 RECRUITMENT 42,885 62,000 50,000 62,000
62630 UNEMP. COMP. & ADMIN. FEE 198,036 300,000 155,000 300,000
62655 LEASE PAYMENTS 2,551
62705 BANK SERVICE CHARGES 20,945
62706 REVENUE SHARING AGREEMENTS 129,029 325,000 325,000 325,000
64005 ELECTRICITY 1,043 2,000 1,500 2,000100 of 292
2012
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2013
Budget
2013
Estimate
2014
Adopted
64505 TELECOMMUNICATIONS - CARRIER L 125,811 120,000 150,000 150,000
64510 TELECOMMUNICATIONS EQUIPMENT 3,320 3,500 3,500
64515 TELECOMMUNICATIONS EQUIPMENT M 13,613 23,400 20,200 23,400
64540 TELECOMMUNICATIONS - WIRELESS 29,077 25,400 24,400 25,400
64541 AZAVAR UTILITY TAX AUDIT SVC 10,538 11,500 11,500 11,500
64545 PERSONAL COMPUTER SOFTWARE 2,706 4,000 4,000 4,000
65010 BOOKS, PUBLICATIONS, MAPS 1,806 3,133 2,283 3,133
65020 CLOTHING 5,198 4,998 4,998 4,998
65025 FOOD 528
65045 LICENSING/REGULATORY SUPP 35,980 46,664 45,000 46,664
65090 SAFETY EQUIPMENT 673 26,833 26,833 833
65095 OFFICE SUPPLIES 79,667 71,600 61,700 71,600
65125 OTHER COMMODITIES 10,893 17,850 17,850 17,850
65555 PERSONAL COMPUTER EQUIPMENT 189,356 284,200 253,354 284,200
65615 WAN CONNECTIONS/LINE CHARGES 35,936 39,073 67,496 39,073
65620 OFFICE MACH. & EQUIP.107
65625 FURNITURE, FIXTURE & EQUIPMENT 3,784 1,250 1,250 1,250
65630 LIBRARY BOOKS 40
66020 TRANSFERS TO OTHER FUNDS 550,056
66025 TRAN.TO DS FUND- ERI DEBT SERV 100,024 103,170 103,170 106,915
66030 OTHER INSURANCE CHARGEBACKS 38,091 38,091 38,091 38,091
1900 ADMIN.SERVICES DEPARTMENT 7,882,911 8,776,492 8,170,894 8,826,606
101 of 292
City of Evanston
Community Development Department
Description of Major Activities:
The Community Development Department’s mission is to enhance the character and diversity of
Evanston’s neighborhoods, commercial areas and housing stock that expands opportunities for residents,
promotes a healthy environment and enables a high quality of life throughout the City.
Specific objectives to achieve this mission include:
All Evanston residents live in decent, clean, and safe housing
New construction and rehabilitation projects meets current safety and building code standards
The viability of Evanston’s neighborhoods and downtown are maintained through a balance of
retaining existing and creating new residential opportunities
Assist low and moderate income homeowners to maintain their property, by providing technical and
financial assistance
New development opportunities are attracted to the City to enhance the tax base and promote job
creation
Redevelopment is promoted in appropriate areas of the City
The historic character of Evanston’s architecture and design is celebrated and preserved
Opportunities are provided for citizen engagement and participation to achieve desired community
development
Develop additional housing for low/moderate income households based on needs, including
affordable senior housing, and promotion and implementation of the integration of affordable housing
throughout the city continues. Community Development Block Grant (CDBG) funds are focused in
two Neighborhood Revitalization Strategy Areas (NRSA) in west and south Evanston.
Zoning districts and associated use and density controls are regularly updated to ensure that the
ordinance encourages and allows for the types and levels of development appropriate in various
areas of the City.
Assist new business applicants with the business licensing process
Explore and develop relationships with surrounding communities in ord er to maximize purchasing
power
Total Full-Time Equivalent Positions:
Employee Status
Description
Job Type Description
2014 Position
FTE
Community Development Administration
Full-Time Regular Director of Community Development 0.75
Full-Time Regular Management Analyst 1.00
2101 Total 1.75
Planning and Zoning
Full-Time Regular Planning and Zoning Administrator 1.00
Full-Time Regular Executive Secretary (Non-Dept. Head) 1.00
Full-Time Regular Neighborhood and Land Use Planner 1.00
Full-Time Regular Zoning Planner 1.00
Full-Time Regular Zoning Officer 1.00
Full-Time Regular Senior Planner/Preservation Coordinator 1.00
2105 Total 6.00
Housing Rehab
Full-Time Regular Construction Rehabilitation Specialist 1.00
Full-Time Regular Customer Service Representative 0.60
2120 Total 1.60
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City of Evanston
Community Development Department
Employee Status
Description
Job Type Description
2014 Position
FTE
Building Inspection Services
Full-Time Regular Customer Service Representative 3.40
Full-Time Regular Sign Inspector / Graffiti Tech 1.00
Full-Time Regular Electrical Inspector II 1.00
Full-Time Regular Plumbing / Mechanical Inspector 2.00
Full-Time Regular Structural Inspector / Plan Examiner 1.00
Full-Time Regular Plan Review and Permits Supervisor 1.00
Full-Time Regular Building Construction Inspection Supervisor 1.00
Full- Time Regular Building/Inspection Services Division Manager 1.00
2126 Total 11.40
Community Development Total* 20.75
* Community Development Department also includes staff managing various grant programs (i.e. CDBG,
NSP2, HOME, Affordable Housing etc. These 4.15 positions are funded out of their respective programs.
Financial Summary
2012
Actual
2013
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Expenditures:
2101 – CD Administration 318,025 253,346 226,800 241,281
2105 – Planning & Zoning 794,247 770,882 726,365 786,028
2120 – Housing Rehabilitation 842,672 167,627 168,287 178,271
2126 – Building Inspection Serv. 1,052,175 1,342,034 1,339,595 1,351,107
2128 – Emergency Sol. Grant 70,767 187,373 194,950 96,200
Total Expenditures: $3,077,886 $2,721,262 $2,655,997 $2,652,887
Revenues:
52015 – Business Licenses 150,000 100,000* 100,000* (100,000* (100,000*
52030 – Contractor Licenses 82,970 77,302 77,302 77,000 (77,302 (77,000
52080 – Building Permits 3,546,648 3,020,000 3,270,000 4,135,000
52090 – Plumbing Permits 157,020 135,000 135,000 135,000
52095 – Electrical Permits 190,278 130,000 130,000 130,000
52105 – Sign / Awning Permits 7,437 8,330 8,330 8,330
52110 – Other/Misc. Permits 308,623 183,260 200,000 200,000
52115 – Elevator Permits 56,185 41,650 48,000 48,000
52120 – Heating Vent. A/C
Permits
422,333 210,000 285,000 285,000
52145 – Annual Sign Fees 26,181 25,000 25,000 25,000
52155 – Plat Approval Fees 1,650 2,100 2,300 2,300
52560 – Permit Penalty Fees 7,994 7,500 7,500 7,500
53666 – Historic Preserv. Fees 6,500 6,500 6,500 6,500
53695 – Zoning Fees 27,000 25,000 40,000 40,000
55275 – HUD Emerg. Shelter 139,073 204,770 203,634 104,000
Total Revenues: $4,979,892 $4,226,412 $4,538,566 $5,303,630
* 2013 was the first year for the Department to collect business license renewals and new business
license application fees. Estimates may be revised as a result of YTD actuals in December 2013.
103 of 292
City of Evanston
Community Development Department
Performance Report on FY 2013 Major Program Objectives
The Community Development Department has achieved or exceeded most of its objectives for FY 2013.
Building Permit revenues will exceed budget estimates for fiscal year 2013 by an estimated $500,000.
The total value of building permits issued in 2013 increased over those purchased in 2012, and the
revenue generated by the building permits has increased significantly over the same period last year as
new several new larger scale rental housing, commercial development, and Northwestern University
projects were approved.
The Graffiti Removal Program continues to rapidly address graffiti and illegal signage placed on public
structures and streets. In addition, staff continued to assist eligible homeowners through the Housing
Rehabilitation program, which allowed several Evanston residents to make much needed improvements
to safety and livability of their residences so that they can remain within their homes while enhancing the
curb appeal of their properties and the adjacent neighborhoods.
The NSP2 Program has achieved its objectives for 2013. One hundred and one units have been acquired
representing 68 properties. Seventy seven units have been completed to date; 26 units have been sold
and 30 have been rented as of August 22, 2013. NSP2 funds are being used to mitigate the impact of
foreclosed property through acquisition, rehabilitation, and re-occupancy of these residential properties
through a partnership with Brinshore Development. In addition to the scattered si te program, the Emerson
Square development is near completion and will provide an additional 32 low and moderate income
dwelling units. First move-ins began in July 2013. Dedication of the street and pu blic park is being
planned for late fall 2013. All construction will be complete by year end 2013 and most properties will be
sold or rented. Four properties will be land banked and one will be transferred to Evanston Township High
School for its homebuilding project.
Three planned developments are near completion and total over 500 units of new market rate rental
housing values over $100 million. This includes AMLI on Chicago at Kedzie; the Focus Development
Project that revitalized a long vacant, blighted, and foreclosed site on Ridge north of Church; and the
Central Street Station mixed use development that will include restaurants and retail uses on the East
Side of Central that has been underdeveloped. All of these projects will have certificates of occupancy
and will be occupied in 2013. Two new residential market rate rental towers will be constructed at
Emerson and Maple in 2014. Northwestern University will break ground on the new Kellogg School of
Management in 2014. The construction value of Kellogg and the residential towers will be of significant
financial value.
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City of Evanston
Community Development Department
Ongoing Activity Measures
Activities
2012
Actual
2013
Estimate
2014
Projected
Total Building Permits Issued 3,176 3,100 3,100
Total Building Inspections 5,466 6,000 6,000
Total Building Construction Work w/o permits
investigated 69 75 75
Housing units rehabilitated (major 13 15 15
Total Elevator Inspections 1,648 1,665 1,700
Contractor Licenses Issued/Renewed 782 780 780
Planning & Development Committee Meetings 17 17 17
Plan Commission and Zoning Committee
Meetings 20 17 20
Zoning Board of Appeals Meetings 18 24 24
Preservation Commission Meetings 12 9 12
Sign Review and Appeals Board Meetings 8 8 8
Site Plan and Appearance Review Committee
Meetings 38 27 30
Graffiti tags removed by graffiti technician 7,777 7,800 7,800
Preservation cases 293 200 230
Zoning Analysis Cases 240 305 325
Special Uses 9 20 20
Variations (Major) 17 26 26
Planned Development/Amendments 3 5 6
Variations (Minor) 42 50 55
Text & Map Amendments 12 10 12
NSP2 Housing Units Acquired 12 12 Completed
NSP2 Housing Units under Rehab/ Construction
81
(including
Emerson
Square)
78 Completed
NSP2 Housing Units Completed 42 78 Completed
NSP2 Housing Units Occupied 32 87 Completed
Affordable Housing Units Financed 21 22 30
Sign Variations 11 12 15
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City of Evanston
Community Development Department
2014 Department Initiatives
Promoting neighborhood revitalization and affordable housing will continue to be major priorities of the
Department. Specific actions to achieve these priorities include:
CDBG funded housing activity will continue to include an emphasis on the One -Three Family and
Multi-Family Housing Rehabilitation Programs.
The Building and Inspection Services Division will recommend adoption of the 2012 Internati onal
Code Council Building and Residential Codes with amendments.
The Building and Inspection Services Division will build on a successful partnership with the
Economic Development Division; specifically by providing a pre-construction consultation with
new business applicant’s and their contractor/architect before proceeding with a build -out of a
location.
The Department will continue improvements to the Permit and Licensing (PAL) System in order to
continue to improve the availability of information and efficiency of the permitting process.
Complete Building/Development Fee Schedule Analysis to determine market competitiveness,
cost recovery, and appropriateness.
The Building Division will be working on a targeted training and certification program in orde r to
maintain a Class PL4 and CL4 rating from the Insurance Services Office, Inc. (ISO ) for 1 and 2
family residential, commercial and industrial properties.
The Planning and Zoning staff will facilitate Planned Developments in an effort to encourage
redevelopment, especially mixed use developments that include retail and office uses that
revitalize and redevelop the downtown, Chicago Avenue, and other TOD areas.
The Planning and Zoning Division staff will continue to review and propose changes to the Zoni ng
Ordinance to facilitate preferred types of development and uses, and make the existing
regulations more cohesive.
The Planning and Zoning Division staff will continue to improve processes and expedite Special
Use Permits in an effort to encourage successful new businesses.
The Planning and Zoning Division staff will undertake an update to the Citywide Comprehensive
Plan.
The Preservation Commission will continue to review the Certificate of Appropriateness for
relevant single family homes and applications affecting landmarks and buildings within historic
districts.
The Preservation Commission will continue to encourage sustainable practices on new
constructions, additions and alterations of structures within historic districts and landmark
buildings and recognize the exemplary projects at the annual Preservation and Design Awards
ceremony.
Community Development employees will continue to provide staff support and improve
processes for the following boards, commissions and committees:
o Planning and Development Committee
o Plan Commission
o Zoning Committee of the Plan Commission
o Zoning Board of Appeals
o Preservation Commission
o Sign Review and Appeals Board
o Site Plan and Appearance Review Committee
106 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
2100 COMMUNITY DEVELOPMENT
61010 REGULAR PAY 1,909,775 1,535,539 1,466,818 1,570,538
61050 PERMANENT PART-TIME 3,902
61055 TEMPORARY EMPLOYEES 3,124
61060 OVERTIME-CHGBK 1,247
61110 OVERTIME PAY 25,797 15,000 18,000 8,000
61210 LONGEVITY 16,073 15,389 15,699 22,401
61415 TERMINATION PAYOUTS 48,548
61420 ANNUAL SICK LEAVE PAYOUT 5,239
61430 OTHER PAYOUTS 765
61510 HEALTH INSURANCE 353,274 289,678 289,678 269,913
61615 LIFE INSURANCE 1,117 898 897 636
61625 AUTO ALLOWANCE 5,009 4,980 3,338 4,980
61626 CELL PHONE ALLOWANCE 368
61630 SHOE ALLOWANCE 2,015 1,860 1,395 1,705
61710 IMRF 201,524 175,721 175,721 175,223
61725 SOCIAL SECURITY 118,811 94,579 94,579 97,468
61730 MEDICARE 28,219 22,144 22,144 22,795
62145 ENGINEERING SERVICES 1,680 18,000 10,000
62150 CONSTRUCTION ENGINEERING SERVI 11,000 11,000 23,000
62185 OTHER CONSULTING SERVICES 17,060 104,000 104,000 104,000
62190 HOUSING REHAB SERVICES 15,443 15,000 15,000 15,000
62205 ADVERTISING 1,741 1,825 3,231 2,880
62210 PRINTING 7,073 2,750 2,750 3,000
62245 OTHER EQMT MAINTENANCE 1,375 100 100 100
62275 POSTAGE CHARGEBACKS 10,020 5,500 4,974 4,574
62280 OVERNIGHT MAIL CHARGES 168 83 83 83
62285 COURIER CHARGES 2,228 1,000 1,645 1,000
62295 TRAINING & TRAVEL 5,189 15,650 13,191 15,650
62305 RENTAL OF AUTO-FLEET MAINTEN.24,155 13,626 13,626 13,626
62309 RENTAL OF AUTO REPLACEMENT 17,596 13,310 13,310 13,310
62345 COURT COST/LITIGATION 3,678 500
62360 MEMBERSHIP DUES 3,257 2,925 2,925 2,925
62380 COPY MACHINE CHARGES 3,804 2,599 2,599 2,599
62425 ELEVATOR CONTRACT COSTS 49,688 68,425 68,425 68,425
62464 PLUMB,ELECT,PLAN REVIEW SERVI.11,216 14,000 17,500 20,000
62605 OTHER CHARGES 15,000
62645 DIGITAL ARCHIVING 750 10,000 10,000 10,000
64540 TELECOMMUNICATIONS - WIRELESS 9,498 5,069 5,419 5,069
64545 PERSONAL COMPUTER SOFTWARE 2,150
65010 BOOKS, PUBLICATIONS & MAPS 2,434 1,784 1,784 1,784
65025 FOOD 250
65040 JANITORIAL SUPPLIES 50
65055 MATER. TO MAINT. IMP.350 350 350
65085 MINOR EQUIPMENT & TOOLS 2,057 1,050 1,050 1,050
65095 OFFICE SUPPLIES 7,988 5,640 5,400 5,400
65105 PHOTO/ DRAFTING SUPPLIES 180 425 425 425
66025 TRAN.TO DS FUND- ERI DEBT SERV 57,289 51,995 51,995 53,882
66030 OTHER INSURANCE CHARGEBACKS 11,696 11,696 11,696 11,696
66131 TRANSFER TO GENERAL FUND 11,387
67110 CONNECTIONS FOR THE HOMELESS 41,080 163,073 165,950 86,200
67111 YWCA 10,000 10,000 10,000 10,000
67114 FAMILY PROMISE 6,000 6,000107 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
67115 INTERFAITH HOMELESS SERVICES 8,300 8,300 7,000
67161 FAMILY PROMISES 6,000
68205 CONTINGENCIES 300 300 300
2100 COMMUNITY DEVELOPMENT 3,077,886 2 ,721,262 2,655,997 2,652,887
108 of 292
City of Evanston
Police Department
Description of Major Activities:
The Police Department is committed to the protection of life and property.
Full-Time Equivalent Positions:
Employee Status
Description Job Type Description
2014
Position FTE
Police Administration
Full-Time Regular Administrative Secretary 1.00
Full-Time Regular Chief of Police 1.00
Full-Time Regular Police Commander 1.00
2205 Total 3.00
Patrol Operations
Full-Time Regular Police Commander 3.00
Full-Time Regular Police Officer 87.00
Full-Time Regular Police Sergeant 12.00
Full-Time Regular Deputy Chief 1.00
2210 Total 103.00
Criminal Investigation
Full-Time Regular Police Commander 1.00
Full-Time Regular Police Officer 11.00
Full-Time Regular Police Sergeant 2.00
Full-Time Regular Deputy Chief 1.00
2215 Total 15.00
Social Services Bureau
Full-Time Regular Victim Advocate 3.00
Full-Time Regular Youth Advocate 2.00
2225 Total 5.00
Juvenile Bureau
Full-Time Regular Police Commander 1.00
Full-Time Regular Police Officer 7.00
Full-Time Regular Police Sergeant 1.00
2230 Total 9.00
School Liaison
Full-Time Regular Police Officer 3.00
2235 Total 3.00
Police Records
Full-Time Regular Dir, Police Records Bureau 1.00
Full-Time Regular Records Input Operator 4.00
Full-Time Regular Review Officer 2.00
2240 Total 7.00
Communications
Full-Time Regular Telecommunicator 14.00
2245 Total 14.00
109 of 292
City of Evanston
Police Department
Employee Status
Description Job Type Description
2014
Position FTE
Service Desk
Full-Time Regular Deputy Chief 1.00
Full-Time Regular Service Desk Supervisor 1.00
Full-Time Regular Court Liaison 1.00
Full-Time Regular Service Desk Officer II 12.00
Full-Time Regular Property Officer 1.00
Full-Time Regular Management Analyst 1.00
Full-Time Regular 311 Supervisor 1.00
Full- Time Regular Custodian I 1.00
2250 Total 19.00
311 Center
Full-Time Regular Service Desk Officer I 8.50
2251 Total 8.50
Office of Professional Standards
Full-Time Regular Executive Secretary (to Non-Department Head) 1.00
Full-Time Regular Police Commander 1.00
Full-Time Regular Police Sergeant 1.00
2255 Total 3.00
Office of Administration
Full-Time Regular Administrative Coordinator 1.00
Full-Time Regular Management Analyst 1.00
Full-Time Regular Training Coordinator 1.00
2260 Total 3.00
Neighborhood Enforcement Team
Full-Time Regular Police Commander 1.00
Full-Time Regular Police Officer 12.00
Full-Time Regular Police Sergeant 2.00
2265 Total 15.00
Traffic Bureau
Full-Time Regular Police Sergeant 1.00
Full-Time Regular Police Officer 6.00
Full-Time Regular Towing Coordinator 1.00
2270 Total 8.00
Community Strategic Bureau
Full-Time Regular Crime Analyst 1.00
2275 Total 1.00
Animal Control
Full-Time Regular Animal Control Warden 1.00
Full-Time Regular Chief Animal Warden 1.00
Part-time Regular PT Animal Warden 0.50
2280 Total 2.50
Problem Solving Team
Full-Time Regular Police Commander 1.00
Full-Time Regular Police Officer 7.00
2285 Total 8.00
Police Total 227.00
110 of 292
City of Evanston
Police Department
Financial Summary
2012
Actual
2013
Adopted
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Expenditures:
2205 – Police Administration 576,560 1,131,622 1,163,964 1,279,998
2210 – Patrol Operations * 11,867,908 11,931,439 12,493,824 12,540,542
2215 – Criminal Investigation 2,022,952 1,781,795 1,832,033 1,886,031
2225 – Social Services Bureau 374,277 391,296 391,296 468,183
2230 – Juvenile Bureau 1,098,137 1,008,532 1,011,856 1,045,872
2235 – School Liaison 319,995 319,026 411,053 337,536
2240 – Police Records 627,986 641,219 653,219 670,673
2245 – Communications 1,383,329 1,371,372 1,422,921 1,452,616
2250 – Service Desk 1,661,944 1,736,798 1,754,968 1,784,137
2251 – 311 Center 460,975 506,954 506,952 544,514
2255 – Office of Prof. Standards 453,207 364,522 364,522 353,702
2260 – Office of Administration 332,177 449,954 479,453 483,875
2265 – Neighborhood Enforcement 1,931,184 1,713,205 1,763,681 1,781,984
2270 – Traffic Bureau 1,010,238 910,236 911,620 933,194
2275 – Community Strategic Bur. 121,814 133,211 114,444 133,628
2280 – Animal Control 228,707 230,046 232,044 241,472
2285 – Problem Solving Team 936,254 930,811 932,535 938,487
Total Expenditures: $25,407,644 $25,552,038 $26,440,385 $26,876,444
Revenues:
52170 – Alarm Panel Franchise Fees 6,720 6,000 9,000 6,000
52510 – Regular Fines 197,879 298,449 210,000 298,449
53685 – Police Report Fees 27,043 14,500 22,500 14,500
53720 – Skokie/Lincolnwood Animal Fees 7,712 8,000 7,500 8,000
55160 – Violent Crimes Victim’s Grant 0 18,525 0 18,525
55270 – Police Training Grant 12,081 8,000 0 8,000
Total Revenues: $251,435 $353,474 $249,000 $353,474
Notes for Financial Summary
FY 2014 will be another budget cycle impacted by the world-wide economic downturn, higher energy
and fuel costs, and the continuing conflicts overseas. The cost of fuel and ammunition has increased
and lead times between order and receipt of goods has lengthened to nearly eighteen months.
Current social service grants expired for youth services. The Justice Assistance Grant has been
reduced significantly by the Federal Government and the City of Chicago.
Performance Report on FY 2013 Major Program Objectives
The Field Reporting Program, purchased through Harwood Technical Enterprises/Sunguard for the
Field Operations Division, began reporting incidents via laptop computers.
2014 Department Initiatives
Implementing the Laserfische system, purchased through a grant.
Investigate increasing the billing amount for police details (but not the detail payment).
111 of 292
City of Evanston
Police Department
Activity Measures
Ongoing Activity Measures
2012
Actual
2013
Projected
2014
Projected
Part I crimes 2269 2245 2220
Part II crimes 5014 4920 4920
Total calls for service 36098 35743 35388
Arrests (felony & misdemeanor) 3425 3400 3400
D.U.I. arrests 130 130 130
Ticket & citation production – Parking 15498 15998 16498
112 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
2200 POLICE DEPARTMENT
61010 REGULAR PAY 17,320,125 17,375,035 17,459,420 18,018,812
61050 PERMANENT PART-TIME 73,427 96,096 146,096 81,275
61055 TEMPORARY EMPLOYEES 18,329 3,000 3,000 3,000
61062 SPECIAL EVENT SALARIES 272,734 171,400 327,200 171,400
61110 OVERTIME PAY 377,435 145,900 255,000 145,900
61111 HIREBACK OT 280,760 173,700 279,500 179,200
61112 SPECIAL DETAIL OT 120,329 120,730 125,130 124,130
61210 LONGEVITY 284,527 270,870 309,645 314,252
61415 TERMINATION PAYOUTS 351,490 275,000 275,000 275,000
61420 ANNUAL SICK LEAVE PAYOUT 125,000 190,000 190,000 190,000
61425 ANNUAL HOLIDAY PAYOUT 204,000 204,000 204,000
61430 OTHER PAYOUTS 107,000
61440 EDUCATION PAY 130,000
61441 POLICE EDUCATION INCENTIVES 60,000
61510 HEALTH INSURANCE 2,549,877 3,023,341 3,286,141 3,308,354
61610 DENTAL INSURANCE 168-
61615 LIFE INSURANCE 16,800 16,811 16,102 17,498
61626 CELL PHONE ALLOWANCE 362 360 360 1,704
61630 SHOE ALLOWANCE 775 775 775 775
61635 UNIFORM ALLOWANCE 172,599 151,750 197,404 188,425
61710 IMRF 368,342 406,641 400,523 427,377
61725 SOCIAL SECURITY 221,960 236,362 256,318 280,665
61730 MEDICARE 261,669 258,017 258,430 269,524
62210 PRINTING 2,441 3,000 3,000 3,000
62225 BLDG MAINTENANCE SERVICES 33,233 59,600 59,600 59,600
62245 OTHER EQMT MAINTENANCE 2,653 2,700 2,700 2,700
62270 MEDICAL/HOSPITAL SERVICES 1,000 10,000 1,000
62275 POSTAGE CHARGEBACKS 7,779 4,500 6,500 6,000
62295 TRAINING AND TRAVEL 80,847 77,890 105,700 77,890
62305 RENTAL OF AUTO-FLEET MAINTEN.599,388 611,585 611,585 611,585
62309 RENTAL OF AUTO REPLACEMENT 256,498 256,498 256,498 256,498
62315 POSTAGE 105
62335 DATA PROCESSING SERVIC 6,109 378 378 378
62360 MEMBERSHIP DUES 11,932 19,388 20,388 21,388
62370 EXPENSE ALLOWANCE 7,035 5,700 8,500 5,700
62375 RENTALS 13,948 33,430 33,430 33,430
62380 COPY MACHINE CHARGES 13,931 8,954 8,954 8,954
62425 ELEVATOR CONTRACT COSTS 3,001 3,112 3,112 3,112
62451 TOWING AND BOOTING CONTRACTS 185
62490 OTHER PROGRAM COSTS 4,128 1,000 1,000 76,000
62705 BANK SERVICE CHARGES 59 600
62745 IMRF TRANSFER-CHARGEBACK 70
64005 ELECTRICITY 2,975
64015 NATURAL GAS 17,084 28,000 28,000 28,000
64505 TELECOMMUNICATIONS - CARRIER L 31,564 50,000 50,000 50,000
64510 TELECOMMUNICATIONS EQUIPMENT 6,198
64540 TELECOMMUNICATIONS - WIRELESS 25,759 22,000 22,000 22,000
64565 CABLE - VIDEO 214
65010 BOOKS, PUBLICATIONS, MAPS 187 520 1,300 520
65015 CHEMICALS 38,799 22,833 22,833 35,833
65020 CLOTHING 81,905 38,883 49,583 40,450
65025 FOOD 6,388 8,050 8,050 8,050113 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
65040 JANITORIAL SUPPLIES 15,449 6,600 6,600 6,600
65065 TIRES & TUBES 290
65085 MINOR EQUIPMENT & TOOLS 11,881 52,290 52,290 54,790
65095 OFFICE SUPPLIES 25,541 22,300 32,300 22,300
65105 PHOTO/DRAFTING SUPPLIE 3,154 4,833 4,833 4,833
65125 OTHER COMMODITIES 26,088 23,100 27,100 33,800
65128 SEED GRANT EXPENSES 1,040
65141 FITNESS INCENTIVE 250
65550 AUTOMOTIVE EQUIPMENT 21,994
65555 PERSONAL COMPUTER EQUIPMENT 1,006
65705 WATER T & D SYSTEM 27
66025 TRAN.TO DS FUND- ERI DEBT SERV 94,460 97,394 97,394 100,930
66030 OTHER INSURANCE CHARGEBACKS 966,714 966,713 966,713 966,713
66125 SERVICES BILLED OUT 185
68205 CONTINGENCIES 1,783 2,500
2200 POLICE DEPARTMENT 25,407,644 25,552,038 26,490,385 26,876,444
114 of 292
City of Evanston
Fire Department
Description of Major Activities:
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, non-emergency and support services to prevent or minimize situations
that affect Evanston residents, businesses, and visitors.
Total Full-Time Equivalent Positions:
Employee Status
Description Job Type Description
2014 Position
FTE
Fire Management and Support
Full-Time Regular Fire Chief 1.00
Full-Time Regular Clerk II 1.00
Full-Time Regular Management Analyst 1.00
2305 Total 3.00
Fire Prevention
Full-Time Regular Division Chief, Fire 1.00
Full-Time Regular Fire Captain 2.00
Full-Time Regular Fire Plan Reviewer 1.00
2310 Total 4.00
Fire Suppression
Full-Time Regular Fire Captain 24.00
Full-Time Regular Firefighter 74.00
Full-Time Regular Shift Chief, Fire 3.00
Full-Time Regular Division Chief, Fire 2.00
2315 Total 103.00
Fire Total 110.00
Financial Summary
2012
Actual
2013
Adopted
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Expenditures:
2305 – Fire Management & Support 739,687 723,841 745,259 755,892
2310 – Fire Prevention 525,366 525,082 526,090 539,033
2315 – Fire Suppression 12,127,456 12,478,467 12,508,501 12,763,806
2320 – Office of Emer. Preparedness 11,054 13,758 11,757 13,757
Total Expenditures: $13,403,563 $13,741,148 $13,791,607 $14,072,488
Revenues:
52135 – Fire Suppress/Alarm Permits 108,020 65,000 87,400 88,998
52540 – False Alarm Fines 33,135 170,000 46,000 170,000
53655 – Cost Recovery Fines 2,520 10,000 3,000 10,000
53675 – Ambulance Fees 1,035,593 1,052,400 1,041,000 1,052,400
53705 – Fire Building Inspection 17,090 6,000 13,500 6,000
53715 – Alarm Registration Fee 107,038 90,000 88,500 90,000
55170 – Fire Department Training 20,274 3,000 1,500 3,000
55265 – FEMA 4,413 17,000 17,000 17,000
Total Revenues: $1,328,083 $1,413,400 $1,297,900 $1,437,398
115 of 292
City of Evanston
Fire Department
Notes for Financial Summary
Anticipating five retirements and three members attending paramedic school training in FY 2014
Performance Report on FY 2013 Major Program Objectives
A new hiring examination process has been initiated. A hiring list will be in place by the fourth quarter of
2013. Seventy one firefighter paramedics participated in Advanced Cardiac Life Support (ACLS) training.
The Fire Explorer Program is in progress with twelve enrolled. The development of a Citizen Fire
Academy is on going. The Fire Department implemented a Public Education Team. Citizen CPR and First
Aid classes are being offered on a monthly basis.
2014 Department Initiatives
Emergency Management will offer Community Emergency Response Team (CERT) training courses. All
paramedics will be provided the opportunity to participate in Pediatric Advanced Life Support (PALS)
training. The Department will offer a citizens fire academy. The Department will work in cooperation with
Fleet Services to develop the specifications for a replacement aerial ladder truck. Shift Chief and Fire
Captain promotional exams will be offered. Fire Station 2 will be renovated. The Department is preparing
to install a replacement emergency alerting system for each Fire Station. The alerting system will be
cardiac friendly and replace the system that has been in place since the 70’s. Emergency Management
in conjunction with Northwestern University will offer citizens emergency response team training for the
campus community. Finally, the Department will continue to spearhead the continuity of city business
operations planning, which is a citywide initiative that will be led through Emergency Management.
Ongoing Activity Measures
2012
Actual
2013
Projected
2014
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 758 790 810
Staff hours on cause and origin investigations 160 200 160
Public education presentations 510 500 500
All Fire Dept. incidents, excluding ambulance calls 3,506 3,580 3,590
Ambulance calls 5,824 5,725 5,800
Fire, Carbon Monoxide & Extinguishing Alarm System
activations (Included above)
1,680 1,720 1,710
Number of fires (included above) 154 127 150
Number of structure fires (included above) 62 70 60
Average fire alarm response time 3:40 3:30 3:30
Average ambulance response time 3:42 3:50 3:50
Training hours/firefighter 240 240 240
Number of paramedics 94 100 100
116 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
2300 FIRE DEPARTMENT
61010 REGULAR PAY 9,257,429 9,366,911 9,366,911 9,494,585
61110 OVERTIME PAY 183,178 124,500 124,500 124,500
61111 HIREBACK OT 230,743 250,000 250,000 250,000
61113 TRAINING OT 35,428 33,000 65,000 33,000
61210 LONGEVITY 167,608 163,208 163,208 159,657
61415 TERMINATION PAYOUTS 145,050 50,000 50,000
61420 ANNUAL SICK LEAVE PAYOUT 99,423 50,000 120,000 50,000
61430 OTHER PAYOUTS 2,686
61440 EDUCATION PAY 136,275 120,560 120,560 118,436
61510 HEALTH INSURANCE 1,447,388 1,757,980 1,757,980 1,869,266
61615 LIFE INSURANCE 4,171 4,101 4,101 4,226
61710 IMRF 19,145 21,713 21,713 21,518
61725 SOCIAL SECURITY 11,141 12,402 12,403 36,871
61730 MEDICARE 123,126 142,367 142,367 143,934
62210 PRINTING 1,556 4,000 4,000 4,000
62235 OFFICE EQUIPMENT MAINT 972 1,100 1,100 1,100
62245 OTHER EQMT MAINTENANCE 1,747 5,100 3,100 5,100
62250 COMPUTER EQUIPMENT MAINT 4,988 5,000 6,200 8,100
62270 MEDICAL/HOSPITAL SERVICES 34,548 36,000 38,500 39,000
62275 POSTAGE CHARGEBACKS 2,266 3,000 3,000 3,000
62295 TRAINING AND TRAVEL 62,716 72,400 70,806 72,400
62305 RENTAL OF AUTO-FLEET MAINTEN.482,150 491,961 491,961 491,961
62309 RENTAL OF AUTO REPLACEMENT 271,500 271,500 271,500 271,500
62315 POSTAGE 593 500 500 500
62335 DATA PROCESSING SERVIC 3,200 3,000 3,200
62355 LAUNDRY/OTHER CLEANING 1,000 1,000 1,000
62360 MEMBERSHIP DUES 27,635 48,900 48,300 48,900
62380 COPY MACHINE CHARGES 1,777 1,223 1,223 1,223
62430 CUSTODIAL CONTRACT SERVICES 2,367 4,165 5,000 4,165
62509 SERVICE AGREEMENTS / CONTRACTS 4,526 5,100 5,000 5,100
62518 SECURITY/ALARM CONTRACTS 4,905 6,400 6,400 6,400
62521 MEDICAL EQ MAINT AGREEMENTS 11,978 14,200 14,200 20,000
62522 SCBA EQ MAINT AGREEMENTS 3,085 5,000 5,000 5,000
62523 EXTRICATION EQ MAINT AGREEMNTS 214 3,000 2,800 3,000
62605 OTHER CHARGES 6,349 8,000 8,000 8,000
62625 LIFE INSURANCE 763
64015 NATURAL GAS 39,450 75,000 75,000 75,000
64540 TELECOMMUNICATIONS - WIRELESS 12,807 12,000 12,000 12,000
65005 AGRI/BOTANICAL SUPPLIES 300 300 300
65010 BOOKS, PUBLICATIONS & MAPS 1,064 2,400 2,400 2,400
65015 CHEMICALS 5,986 6,000 6,000 6,000
65020 CLOTHING 53,593 50,000 50,000 70,000
65025 FOOD 57
65040 JANITORIAL SUPPLIES 10,806 11,000 10,900 11,000
65045 LICENSING/REGULATORY SUPP 80
65050 BLDG MAINTENANCE MATERIAL 4,136 6,000 6,000 6,000
65060 MATER. TO MAINT. AUTOS 2
65070 OFFICE/OTHER EQT MTN MATL 3,288 4,000 4,000 4,000
65075 MEDICAL & LAB SUPPLIES 7,638 7,000 7,000 7,000
65085 MINOR EQUIPMENT & TOOLS 4,362 4,500 4,400 4,500
65090 SAFETY EQUIPMENT 1,714 2,000 2,000 2,000
65095 OFFICE SUPPLIES 4,621 7,400 7,100 7,400117 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
65105 PHOTO/ DRAFTING SUPPLIES 1,449 1,700 1,700 1,700
65125 OTHER COMMODITIES 9,220 12,100 11,100 12,100
65620 OFFICE MACH. & EQUIP.1,065 900 900 900
65625 FURNITURE, FIXTURE & EQUIPMENT 31,578 30,000 30,000 70,000
66025 TRAN.TO DS FUND- ERI DEBT SERV 5,086 5,223 5,341 5,414
66030 OTHER INSURANCE CHARGEBACKS 416,133 416,133 416,133 416,133
2300 FIRE DEPARTMENT 13,403,563 13,741,148 13,791,607 14,072,488
118 of 292
City of Evanston
Health Department
Description of Major Activities:
The Evanston Health Department’s mission is to protect, preserve, and promote wellness for people who
live, work, and play in Evanston through creative and sustainable partnerships. The Department is a leader
in improving the health and well-being of the Evanston community. The Health 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, government, etc. all play a role in influencing and determining both
individual and population 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.
The Health Department is responsible for operating programs that prevent infectious and chronic diseases,
promote safe food, and assure quality health care and healthy living. The department also plays a significant
role in making sure that Evanston is ready to effectively respond to emergencies, such as natural disasters,
emerging disease threats and bioterrorism. The department carries out its mission in close partnership with
local community stakeholders such as hospital partners, businesses, elected officials, and school districts 65
and 202. The department’s priorities are to make Evanston a place where communities support healthy
living, and the health system is prepared to prevent poor health as well as to treat illness. Advancing those
priorities requires enhancing public health capacity at the local levels. 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.
The main objectives of the Department include:
Providing leadership for public health
Preventing disease and injury through public health education
Protection of food, water, air and environment
Promotion of safe and healthy communities
Implementing scientific approaches to analyzing and solving problems
Creating partnerships and collaborations to achieve a coordinated response to community health
issues
Utilizing population-based strategies to address public health issues.
The Health Department performed a Community Health Assessment in 2011 yiel ding three focus areas:
Access to Care, Chronic Disease and Physical Activity.
The Department connects uninsured or underinsured residents with services at the Erie Health Clinic to
empower them to access a primary care physician. Staff in the Department is assigned to the Mental Health
Board, responsible for allocating fund to entities addressing the mental well - being of our residents. In times
of crisis all residents can depend on information, leadership, and coordinated regional efforts due to our
Emergency Response Capabilities. The Health Department has sought out partners to promote physical
activity to all ages and has an award- winning Women Out Walking (WOW) program. A vast array of services
is offered to address chronic illness and prevent illne ss. The Department receives regular reports concerning
incidence of illness in Evanston, cases of childhood exposure to lead and the Vital Records office provides
birth and death statistics. The Department is a national leader regulating tobacco use away f rom public
places and recently adding e-cigarettes into the legislation.
Historically, the Department has provided services to prevent illness through regulatory inspections and
education. Health inspectors perform periodic inspections of food establishme nts, daycare homes, rental
housing, and beach water. These inspections are paired with educational opportunities in order to achieve
behavior change; the goal of the programs.
119 of 292
City of Evanston
Health Department
Full-Time Equivalent Positions:
Employee Status Description Job Type Description
2014
Position FTE
Health Services Administration
Full-Time Regular Director, Health 1.00
Full-Time Regular Executive Secretary (to Dept. Head) 1.00
2407 Total 2.00
Food and Environmental Health
Full-Time Regular Environmental Health Practitioner 3.00
Full-Time Regular Property Maintenance Inspector 4.00
Full-Time Regular Customer Service Representative 1.00
Full-Time Regular Secretary II 1.00
Full-Time Regular Communicable Disease Surv. Specialist 1.00
Full-Time Regular Assistant Director, Health 1.00
Full-Time Regular Health License Coordinator 1.00
Full-Time Regular Emergency Response Coordinator 1.00
Part-time Regular Medical Director 0.10
Full-Time Regular Field Staff Supervisor 1.00
2435 Total 14.10
Vital Records
Full-Time Regular Clerk III 1.00
Full-Time Regular Clerk Typist I 1.00
2440 Total 2.00
Community Health
Full-Time Regular Secretary II 1.00
Full-Time Regular Public Health Educator 1.00
Full-Time Regular Management Analyst 1.00
2455 Total 3.00
Health Total 21.10
Financial Summary
2012
Actual
2013
Adopted
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Expenditures:
2407 – Health Services Admin. 295,329 309,672 310,972 319,845
2415 – Family Health 620
2425 – Dental Services 222,330
2435 – Food & Environmental Health 893,757 1,392,045 1,436,627 1,612,361
2440 – Vital Records 144,513 143,459 143,959 169,549
2455 – Comm. Health Program Admin. 198,887 282,235 315,351 286,766
2460 – Community Purchased Services 469,713 506,305 486,306 620,765
Total Expenditures: $2,225,149 $2,633,716 $2,693,215 $3,009,286
120 of 292
City of Evanston
Health Department
2012
Actual
2013
Adopted
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Revenues:
52035 – Rooming House Fees 169,834 193,000 193,000 193,000
52046 – Rental Dwelling Registration 98,681 95,000 95,000 95,000
52050 – Other Licenses 21,867 20,000 21,000 20,000
52055 – Long Term Care Licenses 104,580 98,400 98,400 98,400
52070 – Resident Care 640 600 600 600
52085 – Plan Review 8,855 6,248 7,300 6,248
52555 – Housing Code Violation Fines 125,819 97,248 97,248 97,248
53050 – Sanitation Classes 2,236 1,700 1,800 1,700
53075 – Dental Fees & Reimbursement 235,228
53105 – Food Est. License Fees 200,124 185,000 185,000 185,000
53135 – 53180 Dental Fees (specific) 1,570
53185 – Temporary Food License 6,893 7,000 6,000 7,000
53190 – Food Delivery Vehicle 7,890 5,500 5,500 5,500
53200 – Bev. / Snack Vending License 20,529 28,000 28,000 28,000
53210 – Tobacco License Fees 25,500 19,000 19,000 19,000
53215 – Birth Certificate Fees 62,346 70,000 70,000 70,000
53211 – Beekeeper License 75
53220 – Death Certificate Fees 18,668 40,000 30,000 30,000
53230 – Funeral Director’s License 9,540 6,000 6,000 6,000
53235 – Temp Funeral Director License 5,290 4,200 4,200 4,200
55025 – IDPH – Local Health Protection 75,419 75,000 75,000 76,000
55040 – IDPH Dental Sealant Grant 569 8,626
55075 – Summer Food Inspection 400 400 400
55085 – Illinois Tobacco Free Grant 6,029 25,082 31027 31,027
55130 – Childhood Lead Poisoning Grant 1,359 1,000 1,000 1,000
55146 – Other State Grant 319,625 11,000 17,777 11,000
55150 – Tanning Facility Inspections 200 200 200
55173 – CRI Grant 8,881 44,000 44,000 43,700
55174 – PHEP Grant 29,522 62,072 65,568 61,200
55231 – Lead Paint Hazard 80,000 100,000 100,000
55176 – Dental Expansion Grant 30,000
55251 – Federal Grant/AID 27,950 10,000 10,000 10,000
56002 – Women Out Walking 8,043 15,000 4,000 15,000
56048 – Teen Baby Nursery Program 41,000 41,000 41,000
Total Revenues: $1,644,562 $1,280,276 $1,217,020 $1,257,423
Performance Report on FY 2013 Major Program Objectives Accomplished
Received funding from the U.S Human Services Resource Association to establish the first Federally
Qualified Health Center (FQHC) for Evanston. Erie Family Health Center is the operating agent for
primary, care, behavioral health, and oral health for the community.
Over 100 residents have utilized the Illinois Quitline and have set dates to quit smoking, as part of the
Illinois Tobacco Free Communities Grant received by the department.
In 2013 the Women Out Walking (WOW) program logged over 22 Million Steps or 11,000 miles;
participants in the program walked almost halfway around the world combined.
The Evanston Medical Reserve Corps welcomed 23 new members.
121 of 292
City of Evanston
Health Department
The Health Department added Housing and Property Standards Inspectors in 2013, offering a more
holistic approach to housing and rental inspections and maintenance.
During the summer of 2013 the Evanston Dempster/Greenwood Beach was awarded Blue Wave
Certification the first designation for an Illinois Beach
The Beach program implemented predictive modeling at the beaches in order to provide more accurate
and quicker beach water testing. This was done in coordination with the United States Geological
Survey, the Illinois Department of Public Health, the United States Environmental Protection Agency,
and the Parks, Recreation and Community Services Department
Partnered with the Dental Access Days to offer two days of free community dental services to adults
FY 2014 Department Initiatives
Completed year five of the award winning Women Out Walking (WOW) program
Strategically focused on addressing the growing national childhood obesity problem. Implement the
identified strategies to improve access to healthier foods in schools and standardize the school garden
process.
Develop a collaborative program to facilitate change in Evanston corner stores so that healthy foods are
available to all Evanston residents
Continue to create strategies to re-engage community members to receive care at the new FQHC Erie
Family Health Center
Submit for Public Health Accreditation
Complete Community Health Assessment, Community Improvement Plan and Strategic Plan for the
Health Department
Establish the Safe and Healthy Homes Committee with the goal of building relationships to cleanup
problem properties
Develop staff through cross training to address emergency response service requests
Ongoing Activity Measures
2012
Actual
2013
Estimated
2014
Projected
Number of dental clinic appointments provided* 1550 0 0
Number of dental preventive & restorative clinic visits* 1450 0 0
Number of children receiving dental services* 2100 0 0
Number of sealants applied* 750 0 0
Number of dental preventative screenings/exams given
at schools*
800 0 0
Number of dental health education
programs/ participants*
15/900 0 0
Number of licensed food establishments 415 425 430
Number of food borne illness investigations performed 20 35 35
Total number of food inspections performed 1605 1600 1600
Temporary food inspections performed 195 200 200
Food complaints evaluated / inspected 75 85 85
Food establishment plans reviewed 25 25 25
Rat & Rodent complaints investigated 245 375 400
Number of Communicable Disease Investigations 594 755 800
Nuisance requests for service provided 457 850 850
Lead inspections performed 21 30 35
Number of Women Out Walking Participants 1000 468 850
Grants administered 13 13 13
Dwelling Units Inspected 3,434 3,500 3,600
Occupants Affected by Rooming House Inspections 6,680 6,900 7,000
Complaints investigated 1,040 1,000 1,000
Re-inspections for Compliance 10,296 8,000 8,000
Vacant Building Determinations 72 60 60
*Program no longer administered by Health Department
122 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
2400 HEALTH DEPARTMENT
61010 REGULAR PAY 956,464 1,250,162 1,250,162 1,405,443
61050 PERMANENT PART-TIME 99,862 17,826 29,250 14,901
61055 TEMPORARY EMPLOYEES 4,098
61060 OVERTIME-CHGBK 6,316
61110 OVERTIME PAY 5,074 13,506 7,833 13,506
61210 LONGEVITY 8,221 7,079 8,940 11,663
61415 TERMINATION PAYOUTS 27,030
61420 ANNUAL SICK LEAVE PAYOUT 932
61430 OTHER PAYOUTS 3,735
61510 HEALTH INSURANCE 178,435 237,163 237,164 259,583
61615 LIFE INSURANCE 640 606 606 676
61625 AUTO ALLOWANCE 5,009 4,980 4,980 4,980
61626 CELL PHONE ALLOWANCE 362 1,400 1,440
61630 SHOE ALLOWANCE 730 1,240 1,200 1,240
61710 IMRF 108,279 142,697 142,697 155,882
61725 SOCIAL SECURITY 69,442 77,868 77,868 87,448
61730 MEDICARE 16,533 18,211 18,211 20,452
62205 ADVERTISING 400 400 400
62210 PRINTING 2,162 5,965 5,965 5,965
62235 OFFICE EQUIPMENT MAINT 150 150 150
62275 POSTAGE CHARGEBACKS 3,191 5,000 5,000 5,000
62295 TRAINING & TRAVEL 4,710 6,981 4,200 6,981
62305 RENTAL OF AUTO-FLEET MAINTEN.12,604 23,881 23,881 23,881
62309 RENTAL OF AUTO REPLACEMENT 5,000 9,286 9,286 9,286
62345 COURT COST/LITIGATION 3,990 3,990 3,990
62360 MEMBERSHIP DUES 2,218 5,399 5,400 5,399
62371 WOMEN OUT WALKING EXPENSE 3,187 5,000 7,500 5,000
62380 COPY MACHINE CHARGES 2,978 2,049 2,049 2,049
62465 OUTSIDE LABARATORY COSTS (HLTH (620)
62468 IL TOBACCO FREE COMM EXP 20,037 7,000 28,800 12,247
62471 VECTOR SURVEILLANCE EXP 9,474 20,500 20,500 20,500
62472 BEACH WATER TESTING EXP 2,017 10,000 10,000 10,000
62473 ENVIRONMENTAL HEATH EXP 4,082 4,082
62474 LOCAL HEALTH PROTECTION GRANT 30,436 55,000 55,000 11,681
62476 CRI GRANT -EXPENSE (HHS)17,951 36,500 50,000 14,410
62477 PHEP GRANT-EXPENSE (HHS)26,627 47,767 70,000 21,013
62490 OTHER PROGRAM COSTS 7,648 16,000 25,000 44,000
62495 LICENSED PEST CONTROL SERVICES 3,000
62514 BACKGROUND CHECK SERVICES 690
62521 MEDICAL EQ MAINT AGREEMENTS 1,881
62605 OTHER CHARGES 10,350 4,082 14,000 14,000
62645 DIGITAL ARCHIVING 7,669 2,500 500 2,500
64540 TELECOMMUNICATIONS - WIRELESS 2,333 5,501 5,501 5,501
65010 BOOKS, PUBLICATIONS & MAPS 149 950 950 950
123 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
65025 FOOD 1,023 650 650 650
65045 LICENSING/REGULATORY SUPP 1,175 1,000 1,000 1,000
65075 MEDICAL & LAB SUPPLIES 7,861 417 416 417
65085 MINOR EQUIPMENT & TOOLS 1,200 1,200 1,200
65090 SAFETY EQUIPMENT 750 750 750
65095 OFFICE SUPPLIES 7,105 9,233 11,733 12,233
65121 RBFI GRANT EXPENSES 2,800 17,000
65125 OTHER COMMODITIES 1,130 200 3,500 200
65127 LEADPAINT HAZARD GRANT EXPENSE 100,000
65620 OFFICE MACH. & EQUIP.13,726 3,000 3,000 3,000
66025 TRAN.TO DS FUND- ERI DEBT SERV 26,075 33,951 11,588 35,183
66030 OTHER INSURANCE CHARGEBACKS 27,690 27,690 27,690 27,690
67005 COMMUNITY SPONS ORG (PRCH SVC)469,710 506,305 486,305 620,765
2400 HEALTH DEPARTMENT 2,225,149 2,633,716 2,693,215 3,009,286
124 of 292
City of Evanston
Public Works Department
Description of Major Activities:
The Public Works Department manages the planning, construction, and maintenance of public
infrastructure improvements and the delivery of public works services. This includes the design and
implementation of work programs and the development of activities to accomplish policies and goals
formulated by the City Council and the City Manager. Public Works also assists in developing alternative
solutions to community problems for consideration by the Mayor and Council. Divisions within the
Department of Public Works include Streets and Sanitation, Engineering, Parks & Forestry, Facilities
Management, and Fleet Services. Public Works is also responsible for the operation of the Municipal
Service Center and the building that previously housed the Recycling Center.
Total Full-Time Equivalent Positions:
Employee Status
Description Job Type Description
2014 Position
FTE
Director of Public Works
Full-Time Regular Director, Public Works 1.00
Full-Time Regular Executive Secretary (to Department Head) 1.00
Full-Time Regular Business Office Coordinator 1.00
Full-Time Regular Special Projects Assistant 0.50
Part-Time Regular Part-Time Clerk 0.75
2605 Total 4.25
Municipal Service Center
Full-Time Regular Custodian I 1.00
Full-Time Regular Service Center Coordinator 1.00
2610 Total 2.00
Infrastructure & Engineering Administration
Full-Time Regular Assistant Director of Public Works – Engineering & Infr. 1.00
Full-Time Regular Senior Project Manager 1.00
Full-Time Regular Senior Project Manager, Construction/Design 1.00
Full-Time Regular Senior Project Manager, Traffic/ROW Permits 1.00
Full-Time Regular Special Projects Assistant 0.50
2620 Total 4.50
Engineering
Full-Time Regular Civil Engineer II 2.00
Full-Time Regular Civil Engineer III 1.00
Full-Time Regular Engineering Associate II 2.00
Full-Time Regular ADA/CIP Project Manager 1.00
Full-Time Regular Architect/Project Manager 1.00
Full-Time Regular Construction Inspector 1.00
2625 Total 8.00
Traffic Engineering
Full-Time Regular Civil Engineer II 1.00
Full-Time Regular Traffic EngineeringTechnician 0.50
Full-Time Regular Building Supervisor 1.00
2630 Total 2.50
Traffic Signal and Street Light Maintenance
Full-Time Regular Traffic Electrician Leader 1.00
Full-Time Regular Traffic Electrician 3.00
2640 Total 4.00
125 of 292
City of Evanston
Public Works Department
Employee Status
Description Job Type Description
2014 Position
FTE
Parks & Forestry Administration
Full-Time Regular Arborist 1.00
Full-Time Regular Special Projects Assistant 0.50
Full-Time Regular Assistant Director of Public Works - Forestry 1.00
Full-Time Regular Greenway Supervisor 1.00
2650 Total 3.50
Parks & Forestry Maintenance & Operations
Full-Time Regular Equipment Operator II 3.00
Full-Time Regular General Tradesman 1.00
Full-Time Regular Parks/Forestry Crew Leader 7.00
Full-Time Regular Parks/Forestry Worker II 1.00
Full-Time Regular Parks/Forestry Worker III 19.00
2655 Total 31.00
Streets and Sanitation Administration
Full-Time Regular Sanitation Supervisor 1.00
Full-Time Regular Special Projects Assistant 0.50
Full-Time Regular
Assistant Director of Public Works – Operations &
Facilities 1.00
Full-Time Regular
Maintenance & Operations Chief, Building/Special
Facilities 1.00
Full-Time Regular
Maintenance & Operations Chief, Streets/Environmental
Services 1.00
2665 Total 4.50
Street and Alley Maintenance
Full-Time Regular Equipment Operator I 1.00
Full-Time Regular Equipment Operator II 11.00
Full-Time Regular Equipment Operator III 3.00
Full-Time Regular Public Works Maintenance Worker II 3.00
Full-Time Regular Public Works Maintenance Worker III 3.00
Full-Time Regular Streets Supervisor 1.00
Full-Time Regular Special Facilities Supervisor 1.00
2670 Total 23.00
Business District – Parks Maintenance
Full-Time Regular Equipment Operator II 1.00
Full-Time Regular Parks/Forestry Worker II 3.00
Full-Time Regular Public Works Maintenance Worker II 1.00
2675 Total 5.00
Facilities General Support
Full-Time Regular Custodian I 1.00
Full-Time Regular Fac Maint Worker/Custodian I 1.00
Full-Time Regular Facilities Maint. Worker III 12.00
Full-Time Regular PT Custodian 0.20
Part-Time Regular PW Operations Coordinator 2.00
2677 Total 16.20
Public Works Total 108.45
126 of 292
City of Evanston
Public Works Department
Financial Summary
2012
Actual
2013
Adopted
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Expenditures:
2605 – Director of Public Works 262,756 390,668 352,610 479,912
2610 – Municipal Service Center 305,113 440,054 335,841 440,443
2620 – Infrastructure & Engineering
Administration
67,175 174,253 168,265 642,656
2625 – Engineering 793,103 810,228 725,796 881,057
2630 – Traffic Engineering 523,620 476,392 444,288 332,606
2640 – Traffic Signal & Street Light
Maintenance.
828,602 887,202 775,216 897,881
2645 – Allocation to Solid Waste
Fund
103,831 0 0 0
2650 – Parks & Forestry
Administration*
0 0 0 575,608
2655 – Parks & Forestry Maintenance
and Operations*
0 0 0 4,487,880
2665 – Streets and Sanitation 2,256,028 2,373,538 2,288,285 2,371,598
2670 – Street & Alley Maintenance 2,912,025 2,930,169 2,696,285 3,016,095
2675 – Street Cleaning 513,991 576,936 534,413 798,902
2677 – Facilities* 0 0 0 2,208,860
2680 – Snow & Ice Control 476,536 601,114 742,677 751,115
Total Expenditures: $9,042,780 $9,660,554 $9,063,676 $17,884,613
Revenues:
52126 – Right-of-Way Permits 540,321 290,000 425,000 290,000
52130 – Resident Parking Permits 124,618 128,000 128,000 128,000
52131 – Visitor Parking Permits 13,963 12,300 12,300 12,300
53650 – State Highway Maintenance 41,298 58,000 63,527 58,000
53690 – Wood Recycling* 0 0 0 35,000
53736 – New Pavement Degrade Fee 17,000 10,000 10,500 10,000
56010 – Property Sales and Rental* 0 0 51,543 51,543
56025 – Damage to Street Signs* 0 2,000 2,000 2,000
56030 – Damage to Traffic Lights* 0 20,000 20,000 20,000
56031 – Damage to Street Lights* 0 20,000 20,000 20,000
56068 – Salt Reimbursement Fee 18,281 0 0 0
56134 – Private Elm Trees Ins.
Money*
0 0 0 40,000
56140 – Salt Administration Fee 650 0 0 0
Total Revenues: $756,131 $540,300 $732,870 $666,843
Notes for Financial Summary
In FY 2011 all solid waste-related expenditures and revenues were transferred into the Solid Waste Fund
under business units 7685, 7690 and 7695.
127 of 292
City of Evanston
Public Works Department
Performance Report on FY 2013 Major Program Objectives
Administration:
Over the last four years, the Public Works Department has implemented a series of changes to both
increase revenue and reduce operating costs. The Department initiated these efficiencies of personnel,
equipment, and expenditure reductions in all divisions: Administration, Engineering, Parks & Forestry,
Facilities Management, Streets & Sanitation, and Fleet.
Infrastructure & Engineering:
Under administrative direction, the professional staff plans, designs, and manages the City's Capital
Improvement Program (CIP) and all tasks related to street construction, alley paving, streetscape,
sidewalk replacement, street lights, facilities, parks, utilities, private development, all modes of traffic,
environmental compliance, ROW permits, and the Joint Utility Location Information for Excavation
(JULIE).
The Unit has a full understanding of pertinent federal, state and local laws, codes and regulations as they
apply to capital improvement project design, bidding, construction and maintenance, and prepares
comprehensive grant applications. It researches and responds to questions or issues raised by City
Council and the public, prepares project budgets, represents the Department at technical boards and
commission meetings and supports the relationship between the City and the general public by
demonstrating courteous and cooperative behavior when interacting with citizens, and supports the City's
goals and priorities.
Parks and Forestry:
Park Maintenance staff continues to support the multitude of Recreation programs using the various
Parks throughout the City. These events require the delivery of supplies and equipment, site
preparation and cleanup, as well as some maintenance activities during the actual events.
Parks staff initiated the use of stockpiled logs from Forestry tree removals to convert them into
certified playground mulch. This new idea not only saved the City thousands of dollars over
purchasing the mulch from an outside vendor, but also many hours of labor by having the mulch on
site at James Park. Staff was able to replenish the mulch at playgrounds when it fit into the schedule
and as needed, rather than waiting for deliveries and being forced to distribute it all at once.
The Emerald Ash Borer continued to spread throughout Evanston at an even more rapid pace than
anticipated. In 2013, the number of newly infested public ash trees is approaching 700. These extra
tree removals resulted in not only a reduction in the planned number of parkway trees that sta ff was
able to trim, it also significantly increased the time it takes to replace these parkway trees. The wait
time for residents to receive a replacement tree is now approximately two years and will likely keep
increasing for the foreseeable future.
New parkway tree plantings increased to nearly 450 in 2013 due to 1) the implementation of a
“Replant Express” program that allows residents to directly pay for their new parkway tree to receive it
during the next planting season rather than waiting on our lengthy list; and 2) the “I Heart Evanston
Trees” fundraising campaign that solicited donations specifically to plant more trees. These two
efforts have generated nearly $25,000 in additional funding for the purchase of new trees. Staff
continues to plant disease resistant elm varieties as they become available.
Participation in the private elm insurance program increased slightly this year and staff continues to
look for an effective means to keep increasing the number of residents participating each year.
The injection program continues to minimize the number of elms lost due to Dutch Elm Disease
(DED). The results this year again are very encouraging, as the loss of parkway elms has dropped
from a high of 6.33% in 2004, before the injection program began, to 2.02% in 2007, and remains at
just over 1% in 2013.
128 of 292
City of Evanston
Public Works Department
Facilities Management Division:
Staff improved work tracking by the field force through increased use of a Computer Maintenance
Management System. The work order backlog has been reduced from a high of over 400 to slightly
over 100.
Meeting Room Manager software is tracking all meetings in the Civic Center.
The Police Headquarters’ firing range project was completed in early 2012 and is now being used
regularly by the Police Department staff.
Building automation upgrades continue to be implemented for HVAC equipment citywide. Recent
installations include the Service Center and Fire Station #5.
The first phase of the comprehensive parking garage repair of all three structures has been
completed with the second phase already in the design phase for construction scheduled for early
2013.
Streets:
As one of the more visible City service providers, the Department received and responded to the most
requests generated from the City’s new 311 customer service system. The Division continues to provide
data to City Works, a new work management system that will allow streets and sanitation to accurately
track its costs and manage its workload. Streets and Sanitation is running a pilot program for an
Automatic Vehicle Locating that will track City snow plows and provide real time information so staff can
modify routes to become more productive.
2014 Department Initiatives
Public Right-of-Way Improvements:
Bike Plan Update
Central Street Sidewalk (Hartrey to Eastwood)
Citywide Sidewalk Replacement
Citywide Traffic Calming
Dempster Street Signal Modernization
Dodge Avenue Protected Bike Lane (Howard to Church)
Emerson-Ridge-Green Bay Improvements
MFT Street Resurfacing
Pedestrian Safety, Pavement Marking, Streetlight
Sheridan Rd-Chicago Ave Bike Path
Sheridan Road Street Design (Emerson to Isabella)
Sherman Avenue Streetscape
Water Main Replacements
Facilities and Parks Improvements:
Animal Shelter Renovations
Baker Park Renovation
Dempster Street Boat Ramp Renovation
Chandler Center Study and Improvements
Civic Center Security Improvements
Civic Center Boiler
Ecology Center Renovations
Fire Station No. 2 Renovations
Fleetwood Jourdain Study and Improvement
Fountain Square
Ladd Arboretum Renovations
Lakefront Lagoon Improvements
Levy Center Renovations
129 of 292
City of Evanston
Public Works Department
Parks and Forestry:
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.
Develop an implementation schedule for the replacement of Park trees within one year of removal to
improve park property aesthetics.
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. These additional trees would help bring us
to our goal of having a fully-planted status citywide.
Implement the use of City Works into the Forestry operation to upgrade both record keeping as well
as work scheduling and tracking.
Facilities Management Division:
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.
Upgrade the current Computer Maintenance Management System which will lead to better analysis of
workload and building maintenance. Place Facilities on the City Works program.
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.
Activity Measures
Ongoing Activity Measures
2012
Actual
2013
Projected
2014
Projected
In-house design of CIP infrastructure projects 5.5 Miles 6.34 Miles 4.46 Miles
Miles of streets resurfaced – Primary Routes 1.2 Miles 2.57 Miles 1.18 Miles
Miles of streets resurfaced – Residential Streets 3.3 Miles 3.77 Miles 3.28 Miles
Number of civil engineering private development plan reviews 168 200 200
Number of block party permits facilitated 157 160 160
Number of Right-of-Way permits issued 1084 1100 1100
Miles of streets plowed/season 1190 1,200 2,000
Miles of streets salted/season 280 850 825
Tons of salt used/season 894 5,000 6,500
Mowing rotation in days 5 Days 5 Days 4.5 Days
Parkway trees trimmed by City crews 1,200 1,100 1,100
Total number of parkway elms removed due to DED 35 40 30
Percentage of parkway elms actually removed 1.06% 1.23% 0.93%
Total number of other trees removed 370 420 400
Total number of new park & parkway trees planted 455 500 500
Elm trees covered under private insurance program 339 375 385
Percentage of trees that are removed by the City and replaced
within one year (data source: Division tracking)
15% 10% 10%
Deliveries 1,800 1,800 1,800
Civic Center repair costs/sq. ft. $2.10 $2.15 $2.00
Meetings scheduled 1,900 2,000 2,000
Room set-ups 1,100 1,100 1,100
Staff-hours tracked to work order 19,000 19,000 22,000
Work orders completed 3,860 3,900 4,500
130 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
2600 PUBLIC WORKS
61010 REGULAR PAY 3,149,207 3,362,862 2,876,265 7,323,616
61050 PERMANENT PART-TIME 93,009 136,279 123,301 138,762
61055 TEMPORARY EMPLOYEES 19,845
61060 SEASONAL EMPLOYEES 61,847 69,000 49,000 125,000
61110 OVERTIME PAY 350,711 402,700 450,400 472,500
61111 HIREBACK OT 170
61114 SNOW OT 11,609
61210 LONGEVITY 59,027 51,280 51,851 143,227
61410 SHIFT DIFFERENTIAL 5,750 1,925
61415 TERMINATION PAYOUTS 54,440
61420 ANNUAL SICK LEAVE PAYOUT 6,631
61430 OTHER PAYOUTS 7,218
61510 HEALTH INSURANCE 560,404 661,691 658,659 1,502,164
61615 LIFE INSURANCE 1,683 1,662 1,661 3,748
61625 AUTO ALLOWANCE 9,544 10,980 10,980 14,580
61626 CELL PHONE ALLOWANCE 4,120 4,884 4,884 6,768
61630 SHOE ALLOWANCE 7,236 6,130 6,285 14,570
61710 IMRF 377,421 402,263 367,476 835,939
61725 SOCIAL SECURITY 230,026 244,425 221,923 496,685
61730 MEDICARE 54,276 57,164 54,203 116,160
62195 LANDSCAPE MAINTEANCE SERVICES 120,000
62199 PARK MNTNCE & FURNITURE RPLCMN 25,000
62205 ADVERTISING 700 100 700
62210 PRINTING 19,161 32,250 30,250 32,250
62225 BLDG MAINTENANCE SERVICES 17,544 1,600 1,400 103,116
62230 IMPROVEMENT MAINT SERVICE 75
62235 OFFICE EQUIPMENT MAINT 1,280 5,183 4,100 5,183
62245 OTHER EQMT MAINTENANCE 10,525 7,250 5,250 37,068
62275 POSTAGE CHARGEBACKS 3,806 1,833 8,000 4,283
62280 OVERNIGHT MAIL CHARGES 429 250 250 250
62295 TRAINING & TRAVEL 11,789 12,300 11,900 13,600
62305 RENTAL OF AUTO-FLEET MAINTEN.658,714 672,117 672,117 1,165,293
62309 RENTAL OF AUTO REPLACEMENT 345,608 345,608 345,608 600,106
62335 DATA PROCESSING SERVIC 2,000
62360 MEMBERSHIP DUES 4,102 4,660 5,160 7,860
62375 RENTALS 15,610 12,000 8,200 14,810
62376 2603 SHERIDAN RENTALS EXPENSE 2,000
62380 COPY MACHINE CHARGES 3,691 2,539 2,539 2,539
62385 TREE SERVICES 26,000
62415 DEBRIS/REMOVAL CONTRACTUAL COS 45,157 73,000 73,000 79,000
62425 ELEVATOR CONTRACT COSTS 4,165 4,165 4,165
62430 CUSTODIAL CONTRACT SERVICES 1,451 20,825 15,000 20,825
62440 OVERHEAD DOOR CONTRACT COSTS 9,830 14,000 14,000 14,000
62446 ROOF REPAIR CONTRACTUAL SVCS 16,118 20,000 10,000 20,000
62451 TOWING AND BOOTING CONTRACTS 7,790 60,000 60,000 60,000
62496 DED INOCULATION 246,000
62497 INOCULATION FUND.-ANNUAL AMORT 200,000
62509 SERVICE AGREEMENTS / CONTRACTS 77,005 70,000 70,000 144,845
62518 SECURITY/ALARM CONTRACTS 2,036 3,700 3,700 3,700
64005 ELECTRICITY 1,935 4,400 4,400 16,400
64006 STREET LIGHT ELECTRICITY 181,125 240,000 150,000 240,000
64007 TRAFFIC LIGHT ELECTRICITY 74,515 102,000 80,000 102,000131 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
64008 FESTIVAL LIGHTING 2,741 10,000 4,000 10,000
64015 NATURAL GAS 27,667 100,000 60,000 148,000
64540 TELECOMMUNICATIONS - WIRELESS 33,822 31,725 25,700 51,595
64545 PERSONAL COMPUTER SOFTWARE 4,526 4,000 2,000 4,000
65005 AGRI/BOTANICAL SUPPLIES 1,930 2,000 1,000 152,300
65010 BOOKS, PUBLICATIONS & MAPS 1,764 1,600 1,366 1,900
65015 CHEMICALS 182,217 200,000 315,000 362,500
65020 CLOTHING 36,827 45,500 38,500 47,500
65025 FOOD 436 350 350 350
65040 JANITORIAL SUPPLIES 4,909 5,000 5,000 12,000
65050 BLDG MAINTENANCE MATERIAL 14,206 12,000 5,000 110,650
65055 MATER. TO MAINT. IMP.131,178 126,750 126,000 147,332
65070 OFFICE/OTHER EQT MTN MATL 64,813 30,000 65,000 42,000
65075 MEDICAL & LAB SUPPLIES 200
65085 MINOR EQUIPMENT & TOOLS 22,451 22,400 16,500 38,950
65090 SAFETY EQUIPMENT 3,551 6,050 5,050 12,549
65095 OFFICE SUPPLIES 3,901 6,016 6,550 7,216
65105 PHOTO/DRAFTING SUPPLIE 675 750 2,750-950
65110 RECREATION SUPPLIES 24
65115 TRAFFIC CONTROL SUPPLI 48,615 40,000 54,169 40,000
65515 OTHER IMPROVEMENTS 11,989 22,000 10,000 22,000
65550 AUTOMOTIVE EQUIPMENT 39,100
65620 OFFICE MACH. & EQUIP.969 1,000 1,000 1,000
65625 FURNITURE, FIXTURE & EQUIPMENT 9,788 7,500 4,000 168,998
66025 TRAN.TO DS FUND- ERI DEBT SERV 96,589 99,489 99,489 218,026
66030 OTHER INSURANCE CHARGEBACKS 517,753 517,753 517,753 679,889
66147 TRAN. TO SOLID WASTE- PROP TAX 1,245,967 1,245,967 1,245,967 1,055,967
68205 CONTINGENCIES 1,005 1,005 1,005
2600 PUBLIC WORKS 9,042,780 9,660,554 9,063,676 17,884,613
132 of 292
City of Evanston
Parks, Recreation and Community Services Department
Description of Major Activities:
The Parks, Recreation, and Community Services Department encompasses the following Divisions:
Recreation, Cultural Arts, and Community Service/Outreach. This includes three recreation centers, the
Ecology Center, Levy Senior Center and Senior Services, Noyes Cultural Arts Center, two theatre
programs, youth engagement programs, Special Recreation, lakefront facilities, citywide outdoor sports
programs, and community relations.
Full-Time Equivalent Positions:
Employee Status
Description Job Type Description
2014
Position FTE
Management and General Support
Full-Time Regular Director, Parks, Recreation & Community Services 1.00
Full-Time Regular Executive Secretary (to Dept. Head) 1.00
3005 Total 2.00
Business and Fiscal Management
Full-Time Regular Business Office Coordinator 1.00
Full-Time Regular Data Control Clerk 1.00
Full-Time Regular Recreation Support Specialist 1.00
3010 Total 3.00
Communication and Marketing Services
Full-Time Regular Asst. Director, Parks, Recreation & Comm. Serv. 1.00
3020 Total 1.00
Robert Crown Community Center
Full-Time Regular Building Supervisor 1.00
Full-Time Regular Custodian II 1.00
Full-Time Regular Fac Maint Worker/Cust II 1.00
Full-Time Regular Recreation Program Manager 1.00
Part-Time Regular After-School Supervisor 0.50
Part-Time Regular Preschool Instructor 1.46
Full-Time Regular Preschool Instructor 1.00
Part-Time Regular Part-Time Custodian 1.60
3030 Total 8.56
Chandler-Newberger Community Center
Full-Time Regular Recreation Center Manager 1.00
Full-Time Regular Recreation Program Manager 2.00
Part-Time Regular Clerk III 0.75
Part-Time Regular Program Supervisor 0.80
Part-Time Regular Part-Time Custodian 1.28
3035 Total 5.83
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Employee Status
Description Job Type Description
2014
Position FTE
Fleetwood-Jourdain Community Center
Full-Time Regular Clerk II 1.50
Full-Time Regular Custodian II 1.00
Full-Time Regular Recreation Center Manager 1.00
Full-Time Regular Recreation Program Manager 1.00
Full-Time Regular Weekend/Evening Coordinator 1.00
Part-time Regular Program Supervisor 0.75
Part-time Regular Part-Time Custodian 0.50
3040 Total 6.75
Fleetwood-Jourdain Theatre
Full-Time Regular Recreation Program Manager 1.00
3045 Total 1.00
Levy Center/Senior Services
Full-Time Regular Custodian I 1.00
Full-Time Regular Recreation Center Manager 1.00
Full-Time Regular Recreation Program Manager 2.00
Part-Time Regular Part-Time Office Assistant 0.75
Part-Time Regular Facilities Supervisor 1.81
Full-Time Regular Program Supervisor 0.82
Full-Time Regular Senior Citizen Ombudsman 1.00
Part-Time Regular Part-Time Bus Driver 0.93
Part-Time Regular Secretary II 1.00
Part-Time Regular Part-Time Custodian 1.70
3055 Total 12.01
Beaches
Full-Time Regular Recreation Program Manager 0.75
Full-Time Regular Lakefront Sports Coordinator 0.50
3080 Total 1.25
Robert Crown Ice Rink
Full-Time Regular Office Coordinator 1.00
Full-Time Regular Operations Manager 1.00
Full-Time Regular Recreation Program Manager 1.00
Full-Time Regular Robert Crown Manager 1.00
Part-time Regular Clerk II 0.70
Part-time Regular Office Assistant 0.91
Part-time Regular Facilities Supervisor 0.89
Part-time Regular Part-Time Custodian 0.50
3095 Total 7.00
Sports Leagues
Part-Time Regular Lakefront Sports Coordinator 0.05
Part-Time Regular Program Supervisor 0.50
3100 Total 0.55
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City of Evanston
Parks, Recreation and Community Services Department
Employee Status
Description Job Type Description
2014
Position FTE
Tennis
Part-time Regular Facilities Supervisor 0.40
3110 Total 0.40
Special Recreation
Full-Time Regular Recreation Program Manager 1.00
Full-Time Regular Lakefront Sports Coordinator 0.25
Full-Time Regular Senior Program Coordinator 1.00
Part-Time Regular Program Supervisor 0.46
3130 Total 2.71
Bus Program
Part-time Regular Part-Time Bus Drivers 1.15
3140 Total 1.15
Park Service Unit
Full-Time Regular Recreation Program Manager 0.25
Full-Time Regular Lakefront Sports Coordinator 0.20
Part-Time Regular Park Ranger 1.00
3150 Total 1.45
Youth and Young Adult
Full-Time Regular Youth-Young Adult Asst. Program Manager 1.00
Full-Time Regular Youth-Young Adult Program Manager 1.00
Full-Time Regular Youth-Young Adult Outreach Worker 3.00
3215 Total 5.00
Ecology Center
Full-Time Regular Clerk III 1.00
Full-Time Regular Recreation Program Manager 2.00
Part-Time Regular Garden Coordinator 0.20
Part-Time Regular Facilities Supervisor 0.32
Part-Time Regular Part-Time Custodian 0.25
3605 Total 3.77
Noyes Cultural Arts Center
Full-Time Regular Facilities Maintenance Worker II 1.00
Part-Time Regular Facilities Supervisor 0.35
Part-Time Regular Part-Time Custodian 1.96
3710 Total 3.31
Cultural Arts Programs
Full-Time Regular Director, Arts Council 1.00
Full-Time Regular Secretary II 1.00
Full-Time Regular Senior Program Coordinator 1.00
3720 Total 3.00
Parks, Recreation & Community Services Total 69.74
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City of Evanston
Parks, Recreation and Community Services Department
Financial Summary
2012
Actual
2013
Adopted
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Expenditures:
3005 – Mgmt. & General Support 341,198 323,910 323,909 327,023
3010 – Business & Fiscal Mgmt. 395,525 397,011 394,428 378,850
3015 – Marketing Services 83,490 0 0 0
3020 – Recreation General Support 383,559 530,645 530,645 527,409
3025 – Park Utilities 69,450 89,500 88,500 89,500
3030 – Robert Crown Center 937,543 796,222 800,634 828,322
3035 – Chandler-Newberger Center 763,638 794,016 780,297 801,546
3040 – Fleetwood-Jourdain Center 902,732 840,611 840,221 845,532
3045 – Fleetwood-Jourdain Theatre 114,561 127,326 128,866 129,023
3050 – Outreach Programs 148,876 216,198 199,978 214,942
3055 – Levy Center & Sr. Services 1,008,970 1,357,406 1,362,907 1,420,281
3065 – Church Street Boat Ramp 48,559 55,183 52,183 55,183
3075 – Dempster Street Facility 9,061 12,342 12,142 12,342
3080 – Beaches 592,464 539,366 540,802 623,820
3085 – Rec. Facility Maintenance* 710,990 725,401 653,116 0
3095 – Robert Crown Ice Center 1,240,233 1,169,490 1,165,494 1,190,156
3100 – Sports Leagues 41,508 47,677 37,656 86,638
3105 – Aquatic Camp 95,867 122,068 115,918 122,068
3110 – Tennis 105,291 98,859 101,948 99,742
3130 – Special Recreation 459,456 442,049 466,163 447,593
3140 – Bus Program 49,159 68,762 59,673 69,220
3150 – Park Service Unit 65,048 111,176 109,325 112,584
3155 – Youth Golf Program 19,583 20,500 19,766 20,500
3205 – Community Services 562,436 0 0 0
3210 – Commission on Aging 148,368 0 0 0
3215 – Youth and Young Adult 253,577 642,346 645,741 734,830
3505 – General Support* 429,661 435,398 416,481 0
3510 – Horticultural Maintenance* 1,553,366 1,621,408 1,486,965 0
3515 – Parkway Tree Maintenance* 864,943 974,140 897,972 0
3520 – Dutch Elm Disease Control* 832,572 854,394 807,526 0
3525 – Tree Planting* 476,786 350,412 343,388 0
3530 – Private Elm Tree Insurance* 20,655 20,000 10,000 0
3535 – Dutch Elm Inoculation* 241,036 246,000 246,000 0
3605 – Ecology Center 294,632 303,724 316,761 307,407
3610 – Eco-Quest Day Camp 119,769 124,158 121,958 124,158
3700 – Arts Council 16,333 23,055 21,548 24,155
3710 – Noyes Cultural Arts Center 196,063 227,662 214,167 239,309
3720 – Cultural Arts Programs 592,193 643,084 626,826 651,148
3805 – Facilities General Support* 223,446 248,842 189,850 0
3806 – Civic Center Services* 341,074 361,721 302,116 0
3807 – Construction and Repair* 1,866,902 1,975,811 1,821,360 0
Total Expenditures:
$17,620,573
$17,937,873
$17,253,230
$10,483,281
* Parks Maintenance, Forestry, and Facilities Management transferred to the Public Works Department in
2013.
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City of Evanston
Parks, Recreation and Community Services Department
2012
Actual
2013
Adopted
Budget
2013
Estimated
Actual
2014
Adopted
Budget
Revenues:
3005 - Special Events 15,399 25,000 15,000 25,000
3015 - Advertising 25,150 26,350 0 0
3020 - Recreation Gen Support 8,151 0 65,000 76,300
3025 – Park Utilities 77,456 0 0 0
3030 - Robert Crown Center 266,548 300,842 300,380 313,460
3035 - Chandler-Newberger Center 647,790 603,300 591,200 608,300
3040 - Fleetwood-Jourdain Center 255,820 276,300 272,555 286,300
3045 - Fleetwood-Jourdain Theater 19,107 27,500 27,250 27,500
3050 - Outreach Program 106,375 106,240 92,455 106,240
3055 - Levy Center 527,371 691,998 677,978 690,500
3065 - Church Street Boat Ramp 108,578 104,265 99,200 104,265
3075 - Dempster Street Facility 99,272 96,255 97,195 96,255
3080 - Beaches 788,479 716,655 719,870 716,655
3081 - Pooch Park 23,242 19,500 19,500 19,500
3085 - Recreation Maintenance 71,498 41,300 41,300 0
3095 - Robert Crown Ice Center 1,158,785 1,058,927 1,040,251 1,075,610
3100 - Sports Leagues 35,485 46,280 33,240 46,280
3105 - Aquatic Camp 227,509 240,375 212,730 240,375
3110 - Tennis 108,309 102,100 100,300 102,100
3130 - Special Recreation 77,889 86,921 72,205 86,921
3140 - Bus Program 0 21,000 5,000 0
3155 - Golf 32,207 27,500 27,500 27,500
3205 – Community Relations 190,625 0 0 0
3210 - Commission on Aging 74,160 0 0 0
3215 – Youth Engagement Division 10,000 0 0 40,000
3505 - Wood Recycling 28,020 35,000 35,000 0
3530 – Private Elm Tree Insurance 20,655 40,000 44,638 0
3605 - Ecology Center 143,004 120,940 134,260 126,940
3610 - Ecology Summer Camps 251,528 242,500 246,500 249,500
3700 - Arts Council 8,440 0 0 9,150
3710 - Noyes Center Revenues 3,109 361,356 279,148 361,356
3720 - Cultural Arts Programs 338,220 0 315,149 331,400
3805 - Property Sales and Rental 57,425 51,543 51,543 0
Total Revenues:
$5,805,606
$5,469,947
$5,616,347
$5,767,407
Performance Report on FY 2013 Major Program Objectives
The Congregate Meal Nutrition program at the Levy Senior Center served an average of 160
individuals for lunch per week in 2013.
Levy Center received sponsorship for four programs and special events in order to make these more
affordable for seniors.
Provided more outreach to the community through Evanston Benefit Card renewals in the subsidized
housing buildings, three sessions of Take Charge of Your Health in the community, and Medication
Management at Fleetwood-Jourdain in September 2013.
Levy staff provided programs focusing on Latino population: Loteria in November 2013.
Staff provided four educational sessions on “Age-Friendly Evanston” in October 2013.
Levy staff participated in health fair at subsidized housing building in September 2013.
Staff was successful with implementation of an e-newsletter for the Fleetwood – Jourdain Theater.
There was a comprehensive after school program developed for middle school students at the
Fleetwood- Jourdain Center which focused on art programming, homework assistance and
community involvement.
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Parks, Recreation and Community Services Department
The Starlight Concert Series schedule was expanded to 17 concerts at six park locations: Dawes,
James, Twiggs, Harbert, Bent, and Brummel parks. A mix of local and nationally prominent
performers were featured.
Starlight Movies in the Parks schedule expanded to nine screenings at eight park locations: Dawes,
James, Twiggs, Harbert, Bent, Brummel, Penny, and Elks parks. Movies ranged from contemporary
blockbusters to cult classics.
Enhanced participation in cultural arts programming by Evanston youth by scheduling performances
by Evanston teens on the program of the concert series and the Evanston Ethnic Arts Festival.
Converted to online application system for Evanston Lakeshore Arts Festival, generating largest
number of artist applications in eight years.
Introduced the Goaled Gallery Tent at the Evanston Lakeshore Arts Festival, providing an opportunity
for Evanston teens to sell their handmade artwork
Completed an arts visioning process in collaboration with the Evanston Community Foundation and
Evanston Arts Council.
A public art project for the Sherman Plaza garage, funded through the Percent for Art Program in the
downtown Washington National TIF #4, was scheduled for installation.
Three new mural projects were completed on local train viaducts
The Evanston Arts Council’s Arts and Business Committee presented its fourth annual Backstage
Evanston performing arts festival, featuring preview performances from the upcoming season by a
lineup of 16 local performing arts organizations. The event was held at the Ethel M. Barber Theater
on the campus of Northwestern University.
The Arts Council enhanced the evanstonartsbuzz.com online arts calendar to include feature articles
about arts organizations and events.
The Arts Council continued to present Cultural Connection Lunches at rotating locations throughout
the community.
A new Tenants Association at the Noyes Cultural Arts Center was established to assist with facility
oversight.
The Mayor's Award for the Arts highlights the accomplishments of an individual and an arts
organization. In February 2013, the Honorable Mayor Elizabeth Tisdahl presented these awards to
Penny Rotheiser and RHINO Poetry Forum. The Arts & Business Committee of the Evanston Arts
Council presented its Arts Leadership Award to Autobarn in recognition of the company’s support for
Evanston arts and cultural programs.
Arts camps were held during the summer, winter, and spring school breaks and on School District
#65 school improvement days.
Significant increase in demand for Arts Birthday Parties and other specialty Arts Camp programs
New roller skating parties, Lego classes, a Lego engineering camp and a high school flag football
league were offered in 2013.
The Evanston Environmental Association (EEA) and City staff developed a document “The Evanston
Ecology Center: A Roadmap to Financial Self-Reliance” which outlines a plan for programmatic and
financial operation of the Ecology Center.
The EEA, City staff and Northwestern University students worked to bring the Tiny House (built by NU
students) to the Ecology Center as a permanent exhibit to educate residents on sustainable
initiatives.
The EEA and City staff successfully doubled revenue of the Second Green Ball, a fundraiser to
support the programs of the Ecology Center.
On Saturdays, during the months of November – April, the Ecology Center was utilized as a
successful winter Farmer’s Market site.
Staff conducted student recruitment through key staff members at the Youth Job Center, Family
Focus, Y.O.U, and McGaw YMCA.
Staff held seven employment outreach sessions at Evanston Library (5 sessions), Chandler-
Newberger Center, Robert Crown Community Center, Ecology Center, Levy Senior Center, and
Fleetwood-Jourdain Community Center.
Youth and Young Adult Program Staff conducted outreach sessions at all Evanston Middle Schools
and Evanston Township High School.
Youth and Young Adult Program Staff visited two area alternative high schools.
The Mayor’s 2013 Super Summer Initiative consisted of new activities for youth and young adults.
Several agencies partnered with the Evanston Recreation Division in order to provide more programs.
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Free programs included open mic nights, youth entertainment at festivals, concerts and movie nights,
open gym, open lounge, volleyball, beach volleyball, roller skating, swimming, tennis, and ice-skating.
Special Recreation Division staff worked with Northwestern University’s Community Outreach Staff
and the Northwestern University Women’s Basketball Team to provide half-time entertainment on
Northwestern’s Autism Awareness Day by having the Evanston Special Olympics Basketball Team
play a half-time game against the North Shore All Stars.
Staff was successful at implementing an on line registration process for the 2013 summer camp
registration.
The mobile produce program provided food for approximately 300 individuals/families each month at
the Robert Crown Center.
Robert Crown Center staff successfully implemented the Gateway for Opportunity Program, which
enabled employees working in the Afterschool Programs at the center, an opportunity to earn certified
training, educational assistance and scholarships for higher education.
Staff will continue implementation of a plan to promote and increase online program registrations in
2014.
2014 Department Initiatives
Recreation, Ecology, Cultural Arts and Community Services Division:
The “Age Friendly Evanston” will be underway in 2014. This project follows the World Health
Organization (WHO)’s “Age-Friendly Cities” model to provide a system to educate, encourage,
promote, and recognize improvements that will make Evanston more user-friendly not only for senior
residents but for residents of all ages. This project entails building a task force of residents,
collaborating with Northwestern University’s Buehler Center on Aging to conduct a baseline
assessment of the age-friendliness of Evanston and developing a three-year city wide action plan for
ongoing improvement of “age-friendliness. This is a five year process.
An assessment of boards, committees and commission related to the Senior Services division will be
conducted in 2014 to evaluate efficiencies, performance, compliance, accountability, and ultimately,
setting direction for each. This will ensure members understand their duties and the needs of the
community are being met.
Collect at least 300 surveys from residents 60 years and older assessing age friendliness no later
than March 2014
Conduct at least 5 focus groups of older adults of different ages, income levels, and abilities;
caregivers; and volunteers, businesses, and city services assessing age friendliness no later than
March 2014
Recreation Board, Commission on Aging and Levy Center Advisory Board will conduct self-
assessments no later than September 2014
Produce an updated Levy Center office procedures manual by December 2014
Recreate the Handyman Program by June, 2014
Provide quarterly program offering various presentations and sample congregate meals as outreach
to the community in order to make more “lower to middle income” seniors aware of services provided
throughout the Evanston community no later than November 2014
Develop senior health and wellness program with initial and follow up health screenings and fitness
evaluations no later than October 2014
Offer Health and Wellness programming to seniors attending the Wednesday nutrition program at
Fleetwood-Jourdain Center by February 2014.
Increase participation in the COE - Pops Basketball program by offering additional clinics, a
homework assistance program, outings to local college games and developing a mentorship program
between coaches and players.
Increase participation in the Mason Park Drop in Center by expanding the program to include fifth
graders.
Increase participation in the Summer Young Adult Basketball League by offering a mini league in the
spring 2014.
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Parks, Recreation and Community Services Department
Increase intergenerational program offerings to include Primm Towers and Noyes Court residents,
similar to what is currently being offered to residents living in the Jacob Blake Manor
Develop a comprehensive nutrition program between Jacob Blake and Fleetwood - Jourdain Tomato
Factory, which will include a fitness component.
Continue collaboration with Teen Drama groups from Second Baptist and Beth Emmet for the
dramatization of San Kofi
Seek to enhance revenue opportunities at the summer festivals through expanded sponsor
relationships by June 2014.
Provide an opportunity for submission of online artist/vendor applications for the Evanston Ethnic Arts
Festival
Assist Evanston artists and arts organizations in fostering collaboration and community by holding 10
Arts and Business committee meetings by December 2014
Present a Backstage Evanston performing arts preview event highlighting local performing arts
groups
Continue to present quarterly Cultural Connections Lunches to offer networking opportunities among
the arts community and the public
Expand the functionality of the evanstonartsbuzz.com web site to provide more interactivity
Seek restored support for the Community Public Art Program
Seek to expand pool of available grant funds for the Cultural Fund Grant Program
Further expand the Arts Camp offerings beyond summer and school break periods to offer increased
on-demand programs by June 2014
Develop a Young Women’s Open Gym basketball program for ages 18 to 29 at Robert Crown Center
by spring, 2014.
Staff will partner with Fleetwood-Jourdain, Edible Acres and SAGE in order to create a new gardening
program for youth by March 2014. The program will be designed to teach gardening techniques,
nutritional values, and life skills.
By fall 2014 develop programs to utilize the Tiny House
By spring of 2014 establish a pollinator garden to raise awareness of the threats of pollinators and
solutions for residents
By fall 2014 create environmental stewardship events for lighthouse landing and the Arboretum
By spring 2014, revise current and develop new Ecology birthday party programs
Youth Program and Young Adult Staff will hold two city-wide job fairs with the Youth Job Center by
May 2014
Youth Program and Young Adult Staff will conduct employment outreach at all area schools,
alternative schools, libraries, community centers, and local community based organizations by June
2014
Youth and Young Adult Staff will establish a job fair steering committee by January 2014
Youth and Young Adult staff will market and recruit prospective participants for the 2014 Certificate of
Rehabilitation and Sealing of Criminal Records Program by March 2014
Youth and Young Adult staff will market and recruit prospective participants for the 2014 Building
Sustainable Career Pathways to Employment Program
Youth and Young Adult Program staff will coordinate with the Economic Development Division to
market and recruit prospective businesses to employ Evanston youth and young adults ages 14-18
for the 2014 Mayors Summer Youth Employment Program by January 2014
Youth and Young Adult Outreach Workers will target 20 high risk young adults at Evanston Township
High School and develop and support an anti-violence club by January 2014
Chandler-Newberger center will offer a “polar express” program whereby young children will ride train
to the center, meet Santa, and enjoy refreshments and other special activities by December 2014
Collaborate with Y.O.U. and McGaw YMCA to offer free outreach golf lessons for youth by June 2014
Assist Evanston-Wilmette Community Golf Course in attracting Opportunity youth to participate in golf
play, lessons and activities at the golf course by August 2014
A Family Snow Day will be conducted in Chandler Park and community golf course by February
2014. Activities will include snowman and snow fort building contests. Sledding at Leahy Park and
other fun snow activities will be conducted. Hot chocolate and refreshments will be provided in
Chandler-Newberger Center.
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Parks, Recreation and Community Services Department
Offer a free “City Truck Expo” for youth by November 2014. City trucks will be on hand for half a day
on a weekend. Children would be allowed to explore trucks under supervision and city staff would be
on hand to explain purpose and features of the equipment.
Develop a new department-wide e-newsletter. Newsletter would be sent out on a bi-monthly basis
beginning January 2014
Offer a new variety day camp for youth ages 7-11 by June 2014
Offer a new (winter only) Geo-Cache program on Evanston-Wilmette Community Golf Course by
December 2014
Special Recreation Division staff will collaborate with Northwestern University Special Olympics and
the Northwestern Swim Team to utilize the pool in the Sports Pavilion to host a Special Olympics
swim meet.
As part of the overall roller skating program, staff will implement a roller skating lessons program for
youth, teens, and young adults by June 2014.
Expand the pre-fall skating clinics workshops by fall 2014.
To fully implement the Rec Trac ice/room scheduling program for programs at the Robert Crown
Center by March 2014.
To develop a marketing plan to increase attendance for teens at public ice skating sessions by May
2014.
Enhance community participation by offering enrichment programs geared specifically to middle
school students and elementary age children on a periodic, after-school basis (Spanish Class/After
School Art/After School Sports etc.) by October 2014.
Offer a new mid-week Farmer’s Market in the Downtown area by June 2014.
Activity Measures
Ongoing Activity Measures
2012
Actual
2013
Projected
2014
Projected
In-house training seminars (registration system,
payroll, cash handling and camp trainings)
28 31 33
Scholarships granted (funds not collected) $156,262 $173,155 $175,500
Beach token sales to Evanston residents 18,500 18,350 18,400
Number of meals served (Summer Food program) 32,720 29,400 30,500
Donations/Grant funding (Recreation, Arts,
Ecology programs )
$318,724 $448,350 $324,450
Public ice skating session participants 7,400 7,800 8,100
Number of vendors at the Farmers’ Market 54 54 64
Number of staff trained and certified in Am. Red
Cross CPR/AED
65 98 80
Total participants in all Special Recreation
programs
811 790 800
Seasonal garden plots rented 258 245 250
Youth participating in Ecology Center programs 5,000 5,300 5,500
Environmental program attendance 6,900 7,000 7,100
Total number of camp program registrations 3,389 3,453 3,525
Number of applicants for Cultural Fund Grants 16 14 18
Number of young adults in Career Pathways
Program
24 24 24
Number of Youth hired for Mayor’s Summer Youth
Employment Program
160 275 500
Types of arts camps offered 15 21 23
Number of picnic permits issued 390 440 450
Number of artist vendors at Lakeshore Arts
Festival
110 143 145
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2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
3000 PARKS,RECREATION & COMM SERVI.
61010 REGULAR PAY 6,435,325 6,715,274 6,173,451 2,949,784
61011 RECREATION INSTRUCTORS REG PAY 400,328 379,352 385,090 388,240
61013 PROGRAM ASSISTANTS 115,520 301,789 273,504 310,845
61050 PERMANENT PART-TIME 896,035 841,131 862,970 850,990
61055 TEMPORARY EMPLOYEES 134,746
61060 OVERTIME-CHGBK 1,635,805 1,510,745 1,570,982 1,449,190
61062 SPECIAL EVENT SALARIES 7,328 8,900 10,200 8,900
61110 OVERTIME PAY 164,931 122,107 121,297 48,807
61111 HIREBACK OT 358
61114 SNOW OT 1,333
61210 LONGEVITY 107,443 108,769 110,385 46,016
61410 SHIFT DIFFERENTIAL 6,868 2,022 2,022
61415 TERMINATION PAYOUTS 35,872
61420 ANNUAL SICK LEAVE PAYOUT 41,641
61430 OTHER PAYOUTS 83,148
61510 HEALTH INSURANCE 1,190,078 1,334,045 1,334,044 599,223
61615 LIFE INSURANCE 3,107 3,041 3,039 1,583
61625 AUTO ALLOWANCE 17,340 16,980 16,980 13,980
61626 CELL PHONE ALLOWANCE 2,496 1,080 3,692 5,472
61630 SHOE ALLOWANCE 12,693 13,175 13,700 5,425
61635 UNIFORM ALLOWANCE 2
61655 EMPLOYEE LOANS - INTEREST EXPE 631
61710 IMRF 744,111 829,093 826,009 391,650
61725 SOCIAL SECURITY 601,754 611,946 611,802 374,818
61730 MEDICARE 142,205 143,116 143,135 87,658
62185 OTHER CONSULTING SERVICES 300 375 225 375
62195 LANDSCAPE MAINTEANCE SERVICES 81,956 120,000 60,000
62199 PARK MNTNCE & FURNITURE RPLCMN 28,771 25,000 15,000
62205 ADVERTISING 25,016 31,266 26,537 32,266
62210 PRINTING 87,605 98,426 92,649 99,426
62215 PHOTOGRAPHERS/BLUEPRINTS 600 600 600 600
62225 BLDG MAINTENANCE SERVICES 98,212 104,682 71,714 3,166
62235 OFFICE EQUIPMENT MAINT 1,451 4,149 3,400 4,149
62245 OTHER EQMT MAINTENANCE 77,149 61,517 55,518 31,699
62251 CROWN CENTER SYSTEMS REPAIR 23,510 20,000 19,200 20,000
62275 POSTAGE CHARGEBACKS 14,869 17,647 19,429 15,697
62280 OVERNIGHT MAIL CHARGES 43
62295 TRAINING AND TRAVEL 20,506 27,010 30,509 29,710
62305 RENTAL OF AUTO-FLEET MAINTEN.580,589 592,402 592,398 99,226
62309 RENTAL OF AUTO REPLACEMENT 318,578 318,578 318,578 64,080
62315 POSTAGE 21,088 24,700 24,283 24,700
62335 DATA PROCESSING SERVIC 2,000 2,000
62360 MEMBERSHIP DUES 9,939 14,886 13,134 11,686
62365 RECEPTION/ENTERTAINMEN 100 708 708 708
62375 RENTALS 11,137 13,010 17,400 10,200
62376 2603 SHERIDAN RENTALS EXPENSE 896 2,000 6,000
62380 COPY MACHINE CHARGES 25,608 17,620 18,909 17,620
62385 TREE SERVICES 23,041 26,000 15,000
62415 DEBRIS/REMOVAL CONTRACTUAL COS 609 6,900 3,000 900
62425 ELEVATOR CONTRACT COSTS 3,810 2,660 3,310 2,660
62490 OTHER PROGRAM COSTS 227,231 175,192 173,245 202,792
62495 LICENSED PEST CONTROL SERVICES 4,362 4,758 4,625 4,758142 of 292
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Actual
2013
Budget
2013
Estimate
2014
Adopted
62496 DED INOCULATION 41,036 46,000 46,000
62497 INOCULATION FUND.-ANNUAL AMORT 200,000 200,000 200,000
62500 TECHNICAL INFORMATION SERVICES 8,250 16,800 15,159 16,800
62505 INSTRUCTOR SERVICES 246,747 259,450 239,920 263,700
62506 WORK-STUDY 8,137 21,066 21,066 21,066
62507 FIELD TRIPS 134,640 133,546 131,014 131,546
62508 SPORTS OFFICIALS 23,746 27,164 24,503 27,164
62509 SERVICE AGREEMENTS / CONTRACTS 8,834 89,323 64,912 20,078
62510 EDUCATOR SERVICES 525 525 525
62511 ENTERTAIN/ PERFORMER SVCS 78,032 84,750 93,975 80,550
62513 COMMUNITY PICNIC-SP EVENTS 23,372 8,000 8,000 8,000
62515 RENTAL SERVICES 30,303 26,980 25,609 26,980
62518 SECURITY/ALARM CONTRACTS 10,399 14,657 13,559 14,657
62560 TELEPHONE TELEGR CHBK 84 84
62605 OTHER CHARGES 90
62665 CONTRIB TO OTHER AGENCIES 10,000 10,400 11,700 11,500
62695 COUPON PMTS-CAB SUBSIDY 181,656 165,000 165,000 165,000
62705 BANK SERVICE CHARGES 105,531 100,000 100,000 75,000
64005 ELECTRICITY 309,919 414,174 373,555 392,974
64015 NATURAL GAS 95,939 176,659 147,128 128,659
64530 TELECOMMUNICATIONS - HANDHELD 83 83
64540 TELECOMMUNICATIONS - WIRELESS 28,285 29,815 36,015 10,655
65005 AGRI/BOTANICAL SUPPLIES 125,388 92,350 90,341 550
65010 BOOKS, PUBLICATIONS & MAPS 848 1,616 1,500 1,316
65015 CHEMICALS 11,591 12,500 7,500
65020 CLOTHING 18,048 26,475 23,270 24,475
65025 FOOD 184,886 186,821 192,302 199,400
65040 JANITORIAL SUPPLIES 54,546 46,065 51,365 39,065
65045 LICENSING/REGULATORY SUPP 11,144 9,700 9,200 9,700
65050 BLDG MAINTENANCE MATERIAL 224,298 145,580 185,681 46,930
65055 MATER. TO MAINT. IMP.31,679 25,163 31,770 4,582
65060 MATER. TO MAINT. AUTOS 1,624
65070 OFFICE/OTHER EQT MTN MATL 29,809 26,165 26,615 14,165
65075 MEDICAL & LAB SUPPLIES 1,259 1,866 1,533 1,666
65080 MERCHANDISE FOR RESALE 8,048 12,900 12,900 12,900
65085 MINOR EQUIPMENT & TOOLS 23,709 19,350 19,124 2,800
65090 SAFETY EQUIPMENT 8,336 10,199 14,350 3,200
65095 OFFICE SUPPLIES 19,911 32,231 30,232 29,687
65105 PHOTO/ DRAFTING SUPPLIES 202 400 400 200
65110 RECREATION SUPPLIES 303,833 251,826 236,402 251,326
65125 OTHER COMMODITIES 17,669 19,350 18,850 19,350
65510 BUILDINGS 9
65550 AUTOMOTIVE EQUIPMENT 38,000 39,100 39,100
65625 FURNITURE, FIXTURE & EQUIPMENT 11,145 11,498 6,000
66025 TRAN.TO DS FUND- ERI DEBT SERV 198,309 204,301 204,193 96,796
66030 OTHER INSURANCE CHARGEBACKS 283,289 283,289 283,289 121,153
3000 PARKS,RECREATION & COMM SERVI.17,620,573 17,937,873 17,253,230 10,483,281
143 of 292
PART IV
OTHER FUNDS BUDGET
144 of 292
Total Full-Time Equivalent Positions
Employee Status Description
FY 2014
Position FTE
Youth Services
Full-Time and Part-Time Regular 4.68
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 3.45
Part-Time Regular 1.75
4805 Total 11.88
Adult Services
Full-Time and Part-Time Regular 6.37
Full-Time Regular 1.00
Part-Time Regular 2.68
Part-Time Regular Library Clerk 2.48
Full-Time Regular Administrative Librarian 1.00
Full-Time Regular Virtual Services Librarian 1.00
4806 Total 14.53
Circulation
Full-Time Regular 1.00
Part-Time Regular Clerk III 1.00
Full-Time and Part-Time Regular Library Aide II 1.53
Part-Time Regular Library Clerk 5.73
Part-Time Regular Shelver 4.05
4820 Total 13.31
Neighborhood Services
Full-Time Regular 1.00
Part-Time Regular 0.24
Part-Time Regular 3.19
Part-Time Regular 1.06
4825 Total 5.49
Technical Services
Full-Time Regular 0.67
Full-Time Regular 1.00
Full-Time Regular Library Assistant 2.00
Part-Time Regular 2.08
4835 Total 5.75
Maintenance
Full-Time Regular 2.00
Full-Time Regular Facilities Management Supervisor 1.00
Part-Time Regular 0.63
Part-Time Regular Security Monitor 1.68
4840 Total 5.31
Administration
Full-Time Regular 0.80
Full-Time Regular Clerk III 1.00
Full-Time Regular Director, Library 1.00
Full-Time Regular Administrative Services Manager 1.00
Full-Time Regular Development Manager 1.00
Full-Time Regular 1.00
Part-Time Regular Administrative Assistant 1.06
4845 Total 6.86
63.13 Library Fund Total
Librarian II
Branch Assistant
Library Clerk
Librarian I
Librarian III
Community Engagement Librarian
Library Assistant
Position Description
Librarian I
Circulation Supervisor
Librarian II
Library Clerk
Library Assistant
Supervising Librarian
City of Evanston
Library Fund (Fund #185)
Custodian I
Supervising Librarian
Bookkeeper
Library Assistant
Shelver
Librarian I
Custodian II
145 of 292
City of Evanston
Library Fund (Fund #185)
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Property Taxes 4,098,606 4,253,214 4,253,214 5,032,097
Library Fines & Fees 154,036 185,000 159,000 164,000
Library Material Replacement 12,495 12,500 13,600 14,000
Copy Machine Charges 20,131 20,000 20,500 21,200
Meeting Room Fees 8,986 10,000 10,100 10,400
Non-resident Cards 989 1,690 1,040 1,040
North Branch Rental Income 58,606 59,660 59,660 60,000
State Per Capita Grant 76,385 76,300 76,300 94,177
Personal Property Replacement Tax 50,200 50,200 50,200 50,200
Video Rentals 25,017 - - -
Transfer from General Fund 1,214,668 - -
Book Sales 60,000 120,000 65,000
Fund for Excellence - 245,000 216,000 125,000
Grants and Donations - 116,545
Miscellaneous 78,345 - -
Transfer from Endowment Income - 131,250 131,250 159,315
Total Revenues 5,798,464 5,104,814 5,110,864 5,912,974
Expenditures
Youth Services 839,808 891,720 889,938 1,030,009
Adult Services 1,561,163 1,535,224 1,577,616 1,514,037
Circulation 620,389 612,892 629,254 573,258
Neighborhood Services 196,551 360,757 318,349 456,528
Technical Services 485,545 503,433 426,650 538,879
Maintenance 484,127 507,517 552,745 660,703
Administration 509,785 669,377 608,777 1,103,015
Library Grants - - - 36,545
Total Expenditures 4,697,368 5,080,920 5,003,329 5,912,974
Net Surplus (Deficit)1,101,096 23,894 107,535 -
Beginning Fund Balance - 1,101,096 1,208,631
Ending Fund Balance 1,101,096 1,208,631 1,208,631
Notes for Financial Summary
Description of Major Activities
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.
• The Library Fund was created as part of the FY 2012 Budget.
• The FY 2013 budget includes revenue from the Fund for Excellence, the Library book sales, and a
transfer from endowment income.
146 of 292
City of Evanston
Library Fund (Fund #185)
2012 2013 2014
Actual Projected Projected
998/26,063 1,030/27,000 1,050/27,540
3,498 5,081 5,183
301/4,135 310/4,300 316/4,386
753/6,696 776/6,900 792/7,038
262,199 270,065 275,466
84,553 85,000 85,000
990,345 1,020,055 1,040,456
992,357 1,022,000 1,042,440
5,328 5,500 5,610
758 781 797
Performance Report on FY 2013 Major Program Objectives
• Implementation of a comprehensive strategic plan to deliver innovative and effective services
• Partnering with Northwestern University and YOU to implement a digitally-based science, technology,
and math learning opportunities for teens
• Partnered with Foundation 65 to expand an intensive summer reading program for 2nd graders
• Working with the City Manager and City Council on the transition to a new governance model
• Continued year-long “Mission Impossible” discussion groups for significant, difficult works of literature
• Partnered with Youth Job Center on "ABC Boosters" program providing teen reading mentors for
children
• Sought new opportunities to partner with Northwestern University
• Expanded summer reading programs to serve patrons of all ages
• Expanded Community Outreach: Promoted library services at arts festivals, school fairs, Farmers’
Market; added book deposits at City community centers and train stations; expanded Kindergarten LEAP
(Literacy Education At Play) in District 65 with grant funds
• Created new partnerships to serve immigrants with a concentration on service to the Latino Community
Ongoing Activity Measures
Library donors
FY 2014 Department Initiatives
• Complete the implementation of the work plan to meet the goals and objectives of the Strategic Plan
• Make necessary investments in diverse and balanced collections – both virtual and physical
• Further develop partnerships with schools, community organizations, business and City recreation
centers to deliver services throughout Evanston
• Expand the summer reading program and expand print, in-person, and virtual readers’ advisory services
to children, teens, and adults throughout Evanston in order to foster a love of reading and learning
• Develop significant new revenue sources through grants and fundraising.
• Administer user satisfaction surveys to assess customer service satisfaction
• Continuously improve the delivery of courteous and professional library services to all patrons through
staff training and performance evaluations
• Continue to participate in EDGE initiative - a national program to evaluate and benchmark the efforts of
the public library's role as a public computing and technology center
• Working with the City of Evanston, expand outreach to the business community and services to small
businesses and entrepreneurs. Market expansion of classes and training/consultation opportunities for
job seekers and the business community
Children’s Programs & Attendance
Participants in the Summer Reading Program
Adult Programs & Attendance
Public meeting rooms bookings
Teen Programs & Attendance
Patrons using Internet in-house
Items checked out
Library visitors
Reference and directional questions answered
147 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
4800 LIBRARY FUND
61010 REGULAR PAY 1,578,300 1,698,099 1,607,549 1,776,019
61012 LIBRARY SUBSTITUTES 11,037 76,236 56,141 50,212
61050 PERMANENT PART-TIME 1,155,757 1,114,375 1,173,966 1,395,686
61110 OVERTIME PAY 9,312 8,700 8,893 9,300
61210 LONGEVITY 39,276 39,978 42,300 27,004
61410 SHIFT DIFFERENTIAL 1,580
61415 TERMINATION PAYOUTS 21,264
61420 ANNUAL SICK LEAVE PAYOUT 13,013
61430 OTHER PAYOUTS 10,057
61510 HEALTH INSURANCE 308,468 318,122 318,121 365,412
61615 LIFE INSURANCE 452 560 560 653
61625 AUTO ALLOWANCE 3,628 4,800 5,200 7,200
61626 CELL PHONE ALLOWANCE 907 1,200 1,200 2,400
61630 SHOE ALLOWANCE 465 465 465 465
61710 IMRF 252,071 295,409 291,199 331,336
61725 SOCIAL SECURITY 171,293 179,000 181,684 198,188
61730 MEDICARE 40,060 41,862 43,299 46,349
62185 OTHER CONSULTING SERVICES 10,000 25,000
62210 PRINTING 1,639 1,800 7,000 1,800
62220 BINDING 600
62225 BLDG MAINTENANCE SERVICES 155,556 186,970 201,000 166,214
62235 OFFICE EQUIPMENT MAINT 4,173 7,000 9,000 11,900
62245 OTHER EQMT MAINTENANCE 1,617 900 900 1,117
62275 POSTAGE CHARGEBACKS 1,454 1,300 2,100 1,500
62290 TUITION 20,000
62295 TRAINING AND TRAVEL 4,733 10,000 10,000 20,000
62305 RENTAL OF AUTO-FLEET MAINTEN.2,381 2,381 2,381 2,381
62309 RENTAL OF AUTO REPLACEMENT 1,700 1,700 1,700 1,700
62315 POSTAGE 3,052 5,000 2,000 5,000
62340 COMPUTER LICENSE & SUPPORT 7,272 8,000 8,000 28,175
62341 INTERNET SOLUTION PROVIDERS 217,248 236,250 233,800 244,200
62360 MEMBERSHIP DUES 475 1,006 1,500 1,430
62375 RENTALS 40,300 40,300 41,500
62380 COPY MACHINE CHARGES 12,268 12,268 12,268 12,268
62506 WORK-STUDY 3,843 4,900 5,000 5,600
64005 ELECTRICITY 5,000
64015 NATURAL GAS 16,070 17,400 26,500 27,000
64540 TELECOMMUNICATIONS - WIRELESS 1,236 1,200 2,000 2,200
65040 JANITORIAL SUPPLIES 9,403 10,000 10,000 10,000
65050 BLDG MAINTENANCE MATERIAL 24,482 19,500 10,000 30,000
65095 OFFICE SUPPLIES 12,452 17,500 17,000 38,550
65100 LIBRARY SUPPLIES 24,442 51,900 49,300 73,723
65125 OTHER COMMODITIES 388 718 500 2,328
65503 FURNITURE/ FIXTURES/ EQUIPMENT 6,000 700
148 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
65555 PERSONAL COMPUTER EQUIPMENT 31,965
65630 LIBRARY BOOKS 400,935 451,700 452,419 435,800
65635 PERIODICALS 19,275 18,900 19,900 18,900
65641 AUDIO VISUAL COLLECTIONS 79,428 77,800 77,600 117,900
66025 TRAN.TO DS FUND- ERI DEBT SERV 69,005 71,986 61,986 74,597
66030 OTHER INSURANCE CHARGEBACKS 5,898 5,898 5,898 40,000
66148 TRSF TO GEN FUND FROM LIBRARY 210,000
68205 CONTINGENCIES - 16,237 2,000 -
4800 LIBRARY FUND 4,697,368 5,080,920 5,003,329 5,912,974
149 of 292
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenues
Net Property Taxes - - - 748,178
Interest Income - - - 1,000
Total Revenue - - - 749,178
Expenditures
Series 2004 - Principal DSF - - - 53,430
Series 2004 - Interest DSF - - - 8,454
Series 2005- Principal DSF - - - 44,918
Series 2005- Interest DSF - - - 14,089
Series 2007 - Principal DSF - - - 200,291
Series 2007 - Interest DSF - - - 60,496
Series 2008 - Principal DSF - - - 344,400
Series 2008 - Interest DSF - - - 22,100
Total Expenditures - - - 748,178
Net Surplus (Deficit)- - - 1,000
Beginning Fund Balance - - -
Ending Fund Balance - - 1,000
Description of Major Activities
City of Evanston
Library Debt Fund (Fund #186)
The Library Debt Fund was created to repay the outstanding debt obligation associated with the
financing of the Evanston Public Library Main Branch.
150 of 292
Financial Summary
2013 2014
2012 Adopted 2013 Adopted
Actual Budget Estimated Budget
Revenues
Grant Amount 83,648 - - -
Total Revenues 83,648 - - -
Expenditures
Program Activities 83,648 - - -
Total Expenses 83,648 - - -
NET SURPLUS (DEFICIT) - - - -
Beginning Fund Balance - - -
Ending Fund Balance - - -
Description of Major Activities
The HPRP grant was 100% expended and closed in FY 2012.
City of Evanston
Homelessness Prevention & Rapid Re-Housing Program (Fund #190)
Homelessness Prevention and Rapid Re-Housing Program was created to provide services and direct
assistance to those qualified individuals who either are at risk of becoming homeless or are currently
homeless. Through this program, the City was able to provide assistance in the form of rental and utility
payments, moving costs, security deposits, and hotel/motel vouchers. The City had targeted outreach
through homeless service agents, not-for-profits, the school districts, and the elected officials. This
program helped individuals to regain stability and during the 3-year grant period 150 people in 86
households were provided homeless prevention services and 88 people in 69 households were
provided re-housing services.
151 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
4900 HPRP GRANTS
63156 CONNECT FOR THE HMLSS-HP SVC 3,289
63157 CONNECT FOR THE HMLSS-RH SVC 3,995
63158 CONNECT FOR THE HMLSS-DATA 1,908
63159 CONNECT FOR THE HMLSS-HP DA 54,403
63160 CONNECT FOR THE HMLSS-RH DA 18,613
63161 MCGAW YMCA-HP SVC 1,440
4900 HPRP GRANTS 83,648
152 of 292
Total Full-Time Equivalent Positions
Employee Status Description
FY 2014
Position FTE
Full-Time Regular 0.25
Part-Time Regular 0.15
Part-Time Regular NSP2 Administration & Compliance Specialist 0.66
Full-Time Regular 0.25
1.31
1.31
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Funds Provided
Grant Proceeds 8,438,092 4,011,917 3,884,996 458,044
Program Income - - - -
Total Funds Provided 8,438,092 4,011,917 3,884,996 458,044
Expenditures
Development Activities 8,011,012 3,505,000 3,505,000 290,500
Administration 292,845 341,622 247,950 126,635
Transfer to Debt Service 3,616 3,905 4,046 4,046
Transfer to Insurance 15,635 16,390 6,863
Transfer to General Fund 114,984 145,000 128,000 30,000
Total Expenditures 8,438,092 4,011,917 3,884,996 458,044
NET SURPLUS (DEFICIT) - - - -
Beginning Fund Balance - - -
Ending Fund Balance - - -
City of Evanston
Neighborhood Stabilization Program 2 (Fund #195)
Financial Analyst
Position Description
Grants and Compliance Specialist
Housing and Grant Administrator
5005 TOTAL
Neighborhood Stabilization Total
153 of 292
City of Evanston
Neighborhood Stabilization Program 2 (Fund #195)
Description of Major Activities
FY 2014 Objectives
1. Complete sales and rental of all scattered site units and Emerson Square
2. Record all final Land Use Restriction Agreements
3. Complete all required rental and ownership compliance work
4. Submit land banking plan to HUD for approval
2012 2013 2014
Ongoing Activity Measures Actual Projected Projected
Number of total housing units under site control 89 101 Completed
43 45 Completed
0 32 Completed
Number of housing units occupied 33 87 Completed
48 40 Completed
Number of housing units rehabbed
Number of households completing homebuyer
counseling
Number of housing units constructed
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:
1. The acquisition, rehabilitation, and re-occupancy of 100 units of foreclosed or abandoned housing
2. 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 will be rented or sold to households with incomes at or
below 120% of the area median income (AMI); 25% of total grant funds will be used to benefit households with
incomes at or below 50% AMI as required by HUD. In 2013, the City's application for land banking was approved by
HUD. Four properties will be land banked and their disposition determined within 10 years following grant closeout.
Grant closeout is targeted by year end 2014. Some NSP2 program income will be retained to maintain land banked
properties and for required compliance.
5. Submit required documents for grant closeout following drawdown of all grant funds and approval of land
banking plan.
154 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5005 NEIGHBORHOOD STABILIZATION PROGRAM
61010 REGULAR PAY 121,935 139,996 100,000 40,307
61050 PERMANENT PART-TIME 16,551 73,341 28,000 40,072
61110 OVERTIME PAY 5,719 8,000 2,500 8,000
61210 LONGEVITY 324 409 50
61455 REGULAR SALARIES-CHGBACKS 33,228
61510 HEALTH INSURANCE 15,566 16,322 11,100 6,819
61615 LIFE INSURANCE 69 68 45 44
61630 SHOE ALLOWANCE 33 10
61710 IMRF 14,886 23,985 16,400 8,842
61725 SOCIAL SECURITY 8,702 12,934 8,800 4,874
61730 MEDICARE 2,035 3,025 1,500 1,140
62185 OTHER CONSULTING SERVICES 23,400 32,495 23,400
62205 ADVERTISING 18,429 8,000 8,000 1,000
62210 PRINTING 5,000 5,000
62275 POSTAGE CHARGEBACKS 63 500 300 500
62295 TRAINING & TRAVEL 3,105 5,000 750 2,000
62380 COPY MACHINE CHARGES 1,000 1,000 1,000
62481 ACQUISITION/CLOSING COSTS 29,327
62482 CONSTRUCTION 4,430,827 2,500,000 2,500,000 75,000
62483 DEVELOPER FEES 497,528 500,000 500,000 70,000
62484 DISPOSITION 14,478 5,000 5,000
62486 ACQUISITION COSTS-NSP GRANT 2,277,167
62488 PRE-CONSTRUCTION 110,589 150,000 150,000
62489 SITE MAINTENANCE 170,126 150,000 150,000 50,000
62490 OTHER PROGRAM COSTS 38,976 1,000 500 500
62492 SOFT COSTS 397,496 200,000 200,000 50,000
62504 RESERVES 44,500
62509 SERVICE AGREEMENTS / CONTRACTS 34,080 35,000 35,000 35,000
62516 HOME BUYER ASSISTANCE 28,799
62750 MEDICAL INS CHGBKS (1,200)
62765 PENSION CONTRIB-CHGBKS 5,964
65095 OFFICE SUPPLIES 223 1,000 1,500 500
66025 TRAN.TO DS FUND- ERI DEBT SERV 3,616 3,905 4,046 4,046
66131 TRANSFER TO GENERAL FUND 114,984 145,000 128,000 30,000
5005 NEIGHBORHOOD STABILIZATION PROGRAM 8,438,092 4,011,917 3,884,996 458,044
155 of 292
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Operating Revenue
State Allotment 1,816,463 2,125,000 1,800,000 1,750,000
Investment Earnings 1,103 2,000 500 500
Total Revenue 1,817,566 2,127,000 1,800,500 1,750,500
Operating Expenses
Street Resurfacing (2012) 1,181,452 - - -
Street Resurfacing (2013) - 1,400,000 1,400,000 -
Street Resurfacing (2014) - - - 1,400,000
Transfer to General Fund - Staff Engineering 132,727 133,000 133,000 133,000
Transfer to General Fund - Street Maintenance 704,263 700,000 700,000 700,000
Total Expenditures 2,018,442 2,233,000 2,233,000 2,233,000
Net Surplus (Deficit) (200,876) (106,000) (432,500) (482,500)
Beginning Fund Balance 1,200,244 999,368 566,868
Ending Fund Balance 999,368 566,868 84,368
Performance Report on FY2013 Major Program Objectives
STREET FROM TO
Greenleaf Street Chicago Avenue Hinman Avenue
Lee Street Michigan Avenue Sheridan Road
Forest Avenue Keeney Street Kedzie Street
Lake Steet Elmwood Avenue Sherman Avenue
Sherman Avenue Greenwood Street Lake Street
Oak Avenue Greenleaf Street Crain Street
Elinor Place Ashland Avenue Wesley Avenue
McDaniel Avenue Church Street Lyons Street
Princeton Avenue Central Street Dead End North
Forestview Road Grant Street Colfax Street
Washington Street Ridge Avenue Chicago Avenue
Washington Street Dewey Avenue Asbury Avenue
FY 2014 Department Initiatives
STREET FROM TO
Dartmouth Place Orrington Ave. Sheridan Rd.
Clark Street Ridge Ave. Oak Ave.
Fowler Avenue Greenleaf St. Dempster St.
Grey Avenue Cleveland St. Washington St.
Oak Avenue Church St. Clark St.
Forest Avenue South Blvd. Keeney St.
Sherman Avenue Madison St. Main St.
Wesley Avenue Greenleaf St. Crain St.
Darrow Avenue Foster St. Simpson St.
Hamlin Street Maple Ave. Sherman Ave.
Wade Street West End Leland Ave.
Colfax Street Marcy Ave.Central Park
Hartrey Avenue Grant St. Lincoln Ave.
Ingleside Place Sheridan Rd. East End
Darrow Avenue Mulford St. Kirk St.
Dobson Street Grey Ave. Dodge Ave.
Florence Avenue Kirk St. North End
The following street resurfacing projects are scheduled for the MFT Fund in 2014:
Motor Fuel Tax Funds were used to used to resurface the following streets in 2013:
City of Evanston
Motor Fuel Tax Fund (Fund #200)
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.
156 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5100 MOTOR FUEL TAX
62720 TRNF TO GF - STREET MAINT 836,990
65515 OTHER IMPROVEMENTS 1,181,452 1,400,000 1,400,000 1,400,000
66131 TRANSFER TO GENERAL FUND 833,000 833,000 833,000
5100 MOTOR FUEL TAX 2,018,442 2,233,000 2,233,000 2,233,000
157 of 292
Total Full-Time Equivalent Positions
Employee Status Description FY 2014
Position FTE
Full-Time Regular 2.00
Full-Time Regular 1.00
Full-Time Regular 2.00
5150 Total
5.00
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenue
Landline Surcharge Revenue 564,483 617,400 540,000 529,200
Wireless Surcharge Revenue 440,606 416,160 420,000 428,400
Interest 679 1,000 1,000 1,000
Total Revenue 1,005,768 1,034,560 961,000 958,600
Expenditures
Operating Expense 820,289 891,122 813,380 935,767
Transfer to General Fund 125,950 125,950 125,950 125,950
Transfer to Insurance Fund 95,095 98,993 92,179 88,858
Transfer to Debt Service 10,385 11,215 11,215 11,622
Capital Improvements - 120,000 40,200 250,000
Total Expenditures 1,051,719 1,247,280 1,082,924 1,412,197
Net Surplus (Deficit)(45,951) (212,720) (121,924) (453,597)
Beginning Fund Balance 1,310,758 1,264,807 1,142,883
Ending Fund Balance 1,264,807 1,142,883 689,286
Description of Major Activities
In accordance with Illinois Public Act 85-978, in December of 1990 the City of Evanston enacted Ordinance
133-O-90 by referendum. The purpose of the Ordinance was to establish an Enhanced 9-1-1 system. Per
the legislature, an Emergency Telephone Systems Board (ETSB) was established. The stated 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.
City of Evanston
Emergency Telephone System Fund Summary (Fund #205)
Position Description
Emergency Telephone System Fund Total
Assistant Communications Coordinator
Communications Coordinator
Telecommunicator
5.00
158 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5150 EMERGENCY TELEPHONE SYSTEM
61010 REGULAR PAY 382,445 391,764 379,000 387,875
61062 SPECIAL EVENT SALARIES 2,576 5,000 4,000 4,000
61110 OVERTIME PAY 2,289 3,000 2,000 2,000
61111 HIREBACK OT 1,452
61112 SPECIAL DETAIL OT 1,923
61210 LONGEVITY 6,067 8,816 6,200 9,174
61420 ANNUAL SICK LEAVE PAYOUT 3,775 4,500 1,700 4,500
61425 ANNUAL HOLIDAY PAYOUT 3,000 1,000 3,000
61510 HEALTH INSURANCE 77,419 81,314 74,500 71,237
61615 LIFE INSURANCE 228 231 231 173
61635 UNIFORM ALLOWANCE 1,700 1,350 1,700 1,700
61710 IMRF 40,181 45,386 37,600 43,675
61725 SOCIAL SECURITY 23,555 24,400 22,500 24,154
61730 MEDICARE 5,509 5,706 4,200 5,649
62225 BLDG MAINTENANCE SERVICES 3,260 5,000 3,500 3,500
62295 TRAINING & TRAVEL 4,954 7,500 4,000 7,500
62360 MEMBERSHIP DUES 601 900 700 900
62509 SERVICE AGREEMENTS / CONTRACTS 155,407 216,000 194,100 222,340
64505 TELECOMMUNICATIONS ‐ CARRIER L 78,886 86,000 76,000 86,000
64540 TELECOMMUNICATIONS ‐ WIRELESS 52,242 53,100 52,300 53,100
65020 CLOTHING 1,200 1,200 1,200
65035 PETROLEUM PRODUCTS 20 800 600 800
65085 MINOR EQUIPMENT & TOOLS 12,444 19,200 15,600 19,200
65095 OFFICE SUPPLIES 678 1,500 1,000 1,500
65515 OTHER IMPROVEMENTS 90
65620 OFFICE MACH. & EQUIP. 2,000 1,480 2,000
65625 FURNITURE, FIXTURE & EQUIPMENT 40,235 120,000 40,200 297,000
66025 TRAN.TO DS FUND‐ ERI DEBT SERV 10,385 11,215 11,215 11,622
66130 TRANSFER TO INSURANCE FUND 17,448 17,448 17,448 17,448
66131 TRANSFER TO GENERAL FUND 125,950 125,950 125,950 125,950
68205 CONTINGENCIES ‐ 5,000 3,000 5,000
5150 EMERGENCY TELEPHONE SYSTEM 1,051,719 1,247,280 1,082,924 1,412,197
159 of 292
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Property Tax Revenue 342,021 370,000 370,000 370,000
Investment Income 7 - - -
Total Revenues 342,028 370,000 370,000 370,000
Expenditures
Professional Fees (Downtown Evanston)398,000 370,000 370,000 370,000
Total Expenditures 398,000 370,000 370,000 370,000
Net Surplus (Deficit)(55,972) - - -
Beginning Fund Balance (61,031) (117,003) (117,003)
Ending Fund Balance (117,003) (117,003) (117,003)
Description of Major Activities
City of Evanston
Special Service Area #4 (Fund #210)
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,
including 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.
160 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5160 SPECIAL SERVICE DIST #4
62517 SPECIAL SERVICE AREA AGREEMENT 398,000 370,000 370,000 370,000
5160 SPECIAL SERVICE DIST #4 398,000 370,000 370,000 370,000
161 of 292
Total Full-Time Equivalent Positions
Employee Status Description FY 2014
Position FTE
Full-Time Regular 0.75
Part-Time Regular 0.35
Full-Time Regular 0.75
Full-Time Regular 0.75
2.60
2.60
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Funds Provided
Annual Entitlement 1,503,612 1,540,000 1,668,544 1,500,000
Prior year entitlement draw-down - 115,800
Funds reallocated from prior years 17,793 33,100 33,100 52,288
Program Income -352,000 210,000 70,000
Total Funds Provided 1,521,405 1,925,100 1,911,644 1,738,088
Expenditures
CDBG Administration/Planning - 195,522 171,004 300,000
Development Activities 1,928,694 612,500 604,495 456,288
Capital Projects - 494,800 422,544 410,800
Transfers to General Fund 2,711 781,278 585,700 571,000
Total Expenditures 1,931,405 2,084,100 1,783,743 1,738,088
NET SURPLUS (DEFICIT) (410,000) (159,000) 127,901 -
Beginning Fund Balance 422,799 12,799 140,700
Ending Fund Balance 12,799 140,700 140,700
City of Evanston
Community Development Block Grant (Fund #215)
Position Description
Community Development Block Grant Fund Total
Housing and Grant Administrator
2014 budget and allocations are estimates based on prior year and will be updated following receipt of
the City's 2014 CDBG grant. The City's 2013 CDBG grant was larger than estimated and accounts for the
change between budget and estimated actual.
Housing Planner
Financial Analyst
5220 Total
Grant and Compliance Specialist
162 of 292
City of Evanston
Community Development Block Grant (Fund #215)
2014 Department Initiatives
8. Continue to expand publicity about the CDBG program and seek input from low- and moderate-
income residents, including those for whom English is a second language, as part of the public
involvement plan.
3. Continue to provide technical assistance to CDBG sub-recipients, particularly relating to reporting
and financial management shortcomings identified by monitoring visits.
4. Provide staff support to the Housing & Community Development Act Committee (14 meetings a
year). Expand staff input to the Committee on the effectiveness of CDBG sub-recipients in
achieving City goals as outlined in the Consolidated Plan.
5. Monitor and assess all new and ongoing CDBG-funded activities for compliance with program plans
and contractual obligations, including Davis-Bacon prevailing wage requirements.
Planning & Zoning staff continued the implementation of two Neighborhood Revitalization Strategy Area
plans, part of the 2010-2014 Consolidated Plan, that focus resources on neighborhoods in west and
south Evanston that have been hardest hit by foreclosures and unemployment.
6. Work with other funding sources, including the City's Mental Health Board, the Evanston
Community Foundation, and the United Way to improve efficiencies for organizations applying for
funds from multiple sources, as well as effectiveness of outcome reporting in order to better
assess the impact on a communitywide basis.
7. Continue to seek training opportunities to ensure effective program management that complies with
HUD requirements and addresses the goals of the City's Consolidated Plan.
1. Develop the 2015-2019 Consolidated Plan governing the use of CDBG, HOME and ESG through a
planning process that engages residents and stakeholders, particularly low- and moderate income
persons who are the target of those grant funds, and submit to HUD for approval. Prepare and
submit the 2015 Action Plan for approval.
Thirty-four programs and projects were funded in FY 2013 and four projects/programs funded in prior
years continue to be implemented. Staff subm itted the 2012 CAPER (Consolidated Plan Annual
Performance and Evaluation Report) covering Evanston's use of CDBG, HOME and ESG funds, the
Contractor-Subcontractor Reports and Semi-Annual Labor Reports and Section 3 Report to HUD by due
dates.
2. Continue to refine measures and assessments for CDBG-funded programs to further improve
outcomes and reporting to HUD, with a focus on activities in the NRSAs.
Performance Report on FY2013 Major Program Objectives
163 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5170 CDBG
61010 REGULAR PAY 77,485 101,522 73,000 179,388
61050 PERMANENT PART‐TIME 40,512 20,068 20,068 14,019
61110 OVERTIME PAY 12,916 10,000 6,000 10,000
61210 LONGEVITY 1,303 1,228 500 275
61420 ANNUAL SICK LEAVE PAYOUT 1,941
61455 REGULAR SALARIES‐CHGBACKS 3,700
61510 HEALTH INSURANCE 11,545 12,536 12,536 31,397
61615 LIFE INSURANCE 231 50 50 124
61630 SHOE ALLOWANCE 98 50 155
61710 IMRF 13,838 13,915 10,000 21,305
61725 SOCIAL SECURITY 8,074 8,129 6,000 12,307
61730 MEDICARE 1,891 1,900 1,500 2,878
62190 HOUSING REHAB SERV‐WEST NRSA 280
62205 ADVERTISING 2,547 1,000 1,500 1,000
62210 PRINTING 34
62250 COMPUTER EQUIPMENT MAINT 1,375
62275 POSTAGE CHARGEBACKS 1,169 1,400 500 619
62280 OVERNIGHT MAIL CHARGES 43
62285 COURIER CHARGES 17 300 400 300
62295 TRAINING & TRAVEL 29 1,000 300 3,800
62315 POSTAGE 34
62380 COPY MACHINE CHARGES 1,000 1,500 1,700 1,500
62490 OTHER PROGRAM COSTS 537,095 612,500 616,995 572,038
65095 OFFICE SUPPLIES 364 500 1,100 500
65510 BUILDINGS 410,000
65515 OTHER IMPROVEMENTS 494,800 422,544 295,000
66025 TRAN.TO DS FUND‐ ERI DEBT SERV 2,711 2,928 3,350 3,035
66130 TRANSFER TO INSURANCE FUND 17,448 17,448 19,950 17,448
66131 TRANSFER TO GENERAL FUND 754,185 781,278 585,700 571,000
67045 Y.O.U. 29,638 ‐ ‐ ‐
5170 CDBG 1,931,405 2,084,100 1,783,743 1,738,088
164 of 292
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Funds Provided:
Intergovernmental Revenue 138,409 - 100,000 50,000
Program Income 9,000 1,500 10,000
Interest Income 15,450 - 50 100
Total Revenues 153,859 9,000 101,550 60,100
Expenditures
Program Expenses 11,126 20,000 61,880 20,000
Total Expenditures 11,126 20,000 61,880 20,000
NET SURPLUS (DEFICIT) 142,733 (11,000) 39,670 40,100
Beginning Fund Balance 2,002,080 2,144,813 2,184,483
Ending Fund Balance 2,144,813 2,184,483 2,224,583
Description of Major Activities
City of Evanston
CDBG LOAN (Fund #220)
The CD Loan Fund is a revolving loan fund. Its purpose 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. In addition, it
funds title transfer loans for income eligible homeowners to demolish unsafe garages and
dangerous trees. Funds may also be used for the Self-Help Paint program, which provides small
grants for paint and supplies for income eligible homeowners to correct code violations and
improve the appearance of their homes. 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 used for additional eligible projects.
165 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5280 CD LOAN
65535 REHAB LOANS 11,126 20,000 61,880 20,000
5280 CD LOAN 11,126 20,000 61,880 20,000
166 of 292
Total Full-Time Equivalent Positions
Employee Status Description
FY 2014
Position FTE
Full-Time Regular 1.00
Full-Time Regular Director, Community Development 0.25
Full-Time Regular Intergovernmental Affairs Coordinator 1.00
Full-Time Regular 1.00
Full-Time Regular ICMA Fellow 1.00
Full-Time Regular 1.00
Full-Time Regular 1.00
5300 Total 6.25
6.25
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Operating Revenue:
Hotel Tax 1,533,128 1,600,000 1,600,000 1,500,000
Amusement Tax 297,000 300,000 300,000 300,000
Howard-Ridge Loan Repayment 48,500 48,500 48,500 45,500
Miscellaneous 1,797 - - -
Grants - - - 1,000,000
Investment Income 412 800 400 800
Total Revenues 1,880,837 1,949,300 1,948,900 2,846,300
Operating Expenditures:
Economic Development Activities 1,452,583 1,830,209 1,832,306 1,760,889
Other Charges - Gigabit Challenge - - - 1,000,000
Capital Projects - 3,500 4,600 -
Transfer to Debt Service 12,752 13,771 13,771 14,271
Transfer to Insurance Fund 67,416 67,416 66,546
Transfers to General Fund 452,707 452,707 452,707 452,707
Total Expenditures 1,918,042 2,367,603 2,370,800 3,294,413
Net Surplus (Deficit) (37,205) (418,303) (421,900) (448,113)
Beginning Fund Balance 2,187,609 2,150,404 1,728,504
Ending Fund Balance 2,150,404 1,728,504 1,280,391
Economic Development Division Manager
CITY OF EVANSTON
Economic Development Fund (Fund #225)
Senior Economic Development Planner
Economic Development Specialist
Position Description
Economic Development Planner
Economic Development Fund Total
167 of 292
CITY OF EVANSTON
Economic Development Fund (Fund #225)
Description of Major Activities
FY 2014 Objectives
FY2012
Actual
FY2013
Projection
FY2014
Projection
80 50 60
113 172 180
168 140 120
16. Stimulate development on west side, particularly Church/Dodge and Dempster/Dodge
7. Initiate the Main/Chicago TIF review process to foster transparency in public funding on
projects in TIF districts
11. Support redevelopment efforts on key vacant parcels throughout Evanston
10. Maintain and support information contained on the City's Economic Development Website,
EvanstonEdge.com; pertinent information includes how to start a business, available
properties, existing business directories, features on Evanston businesses
9. Increase City interaction with incubator/start up firms; assist with second-stage expansion
13. Expand economic development assistance programs based on small business needs
6. Support projects at City-owned sites and identify new opportunities for business growth and
expansion on Howard Street
1. Implement City Council Adopted Economic Development Plan and Work Plan
2. Retain and attract locally based retailers while attracting national retailers to Evanston
8. Work with business districts who expressed interest in creation of new SSA Districts
4. Continue support of existing business district associations
5. Work with developer for the redevelopment of Evanston Plaza
3. Complete regular TIF District updates
Number of business visits (exclusive of meetings)
Number of new permanent jobs created
Ongoing Activity Measures
Number of new businesses located in Evanston
12. Work with Economic Development Partners to support business retention efforts
18. Support the new Health & Wellness Business Association as it grows to expand membership
and adopt a mission statement in 2014
17. Increase number of Evanston-based businesses bidding on City-funded projects
15. Organize and provide support for targeted industry groups
14. Continue to enhance Evanston marketing activities through social media and
Evanstonedge.com website
The Economic Development Fund provides support for the implementation of the City Council
adopted Economic Development Plan; 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 seven TIF Districts.
168 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5300 ECONOMIC DEVELOPMENT
61010 REGULAR PAY 523,193 501,675 501,675 467,857
61055 TEMPORARY EMPLOYEES 17,057
61060 SEASONAL EMPLOYEES 15,000 15,000 15,000
61110 OVERTIME PAY 28,969 20,000 20,000 20,000
61415 TERMINATION PAYOUTS 6,602
61510 HEALTH INSURANCE 57,379 49,747 49,747 48,992
61615 LIFE INSURANCE 507 221 221 106
61626 CELL PHONE ALLOWANCE 4,243 3,888 3,182 1,872
61630 SHOE ALLOWANCE 310 310
61710 IMRF 56,837 56,840 56,840 51,464
61725 SOCIAL SECURITY 35,107 33,215 33,215 30,624
61730 MEDICARE 8,210 7,681 7,681 7,162
62136 REDEVELOPMENT CONSULTING SVCS 79,476 75,000 75,000 75,000
62185 OTHER CONSULTING SERVICES 75,027 75,000 75,000 75,000
62205 ADVERTISING 1,344
62210 PRINTING 84
62275 POSTAGE CHARGEBACKS 416 400 400 400
62280 OVERNIGHT MAIL CHARGES 80 200 200 200
62285 COURIER CHARGES 250 250 250
62295 TRAINING & TRAVEL 2,855 8,500 8,500 8,500
62346 REAL ESTATE TAX PMNT- COUNTY 12,118
62360 MEMBERSHIP DUES 5,430 12,000 8,000 12,000
62490 OTHER PROGRAM COSTS 18,449 16,000 23,112 16,000
62509 SERVICE AGREEMENTS / CONTRACTS 49,163 65,500 65,500
62605 OTHER CHARGES 1,000,000
62659 ECO.DEV.PARTNERSHIP CONTRIBUT.230,519 290,500 290,500 327,500
62660 BUSI.ATTRACTIONS/EXPANSION INV 117,977 500,000 500,000 500,000
65010 BOOKS, PUBLICATIONS, MAPS 99 500 500 500
65025 FOOD 276
65095 OFFICE SUPPLIES 1,973 750 750 750
65522 BUSINESS DISTRICT IMPROVEMENTS 65,263 147,000 147,000 147,000
65525 PAINT GRANTS-SOUTH NRSA 448
65625 FURNITURE, FIXTURE & EQUIPMENT 36,034 3,500 4,600 3,500
66025 TRAN.TO DS FUND- ERI DEBT SERV 12,752 13,771 13,771 14,271
66130 TRANSFER TO INSURANCE FUND 17,448 17,448 17,448 17,448
66131 TRANSFER TO GENERAL FUND 452,707 452,707 452,708 452,707
5300 ECONOMIC DEVELOPMENT 1,918,042 2,367,603 2,370,800 3,294,413
169 of 292
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenues:
Taxes 20,000 20,000 20,000 20,000
Transfer From Other Funds - - - -
Investment income - - - -
Total Revenue 20,000 20,000 20,000 20,000
Expenditures
Program Expenses - 50,000 - 50,000
Transfer to Other Funds - - - -
Total Expenditures - 50,000 - 50,000
NET SURPLUS (DEFICIT) 20,000 (30,000) 20,000 (30,000)
Beginning Fund Balance 109,915 129,915 149,915
Ending Fund Balance 129,915 149,915 119,915
Description of Major Activities
The expense budgeted for 2013 is for potential Main Street Commons neighborhood.
City of Evanston
Neighborhood Improvement (Fund #235)
The Neighborhood Improvement Fund is used for special improvement projects in the Dempster-
Dodge Shopping Center and the Main Street Commons area.
170 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5360 NEIGHBORHOOD IMPROVEMENT
62490 OTHER PROGRAM COSTS 50,000 50,000
5360 NEIGHBORHOOD IMPROVEMENT 50,000 50,000
171 of 292
Total Full-Time Equivalent Positions
Employee Status Description
FY 2014
Position FTE
Full-Time Regular 0.25
0.25
0.25
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Funds Provided
Intergovernmental Revenue 683,538 797,400 725,090 674,500
Program Income 6,976 -
Total Funds Provided 690,514 797,400 725,090 674,500
Expenditures
Administration/Planning - 4,000 500 27,836
Development Activities 104,757 765,000 696,190 650,000
Transfers to General Fund - 28,400 28,400 22,500
Total Expenditures 104,757 797,400 725,090 700,336
NET SURPLUS (DEFICIT) 585,757 - - (25,836)
Beginning Fund Balance 2,720,618 3,306,375 3,306,375
Ending Fund Balance 3,306,375 3,306,375 3,280,539
Notes on Financial Summary:
Position Description
Housing Planner
City of Evanston
HOME (Fund #240)
Congress has not yet appropriated 2014 HOME funding, so grant amount is estimated. Restricted fund
balance above consists of notes receivable for loans issued through the HOME program
5430 TOTAL
HOME Fund Total
Please note that all fund balance amounts refer to loans receivable / forgivable and this fund maintains
a minimal cash balance.
172 of 292
City of Evanston
HOME (Fund #240)
Description of Major Activities
1. Finance the acquisition and/or rehabilitation of existing residential units;
2. Fund new construction of affordable housing;
of area median income
FY 2014 Objectives
2012 2013 2014
Ongoing Activity Measures Actual Projected Projected
Number of housing units acquired and/or rehabbed 9 26 10
0 10 20
13 13 13
3. Fund down payment assistance forgivable loans for households with incomes ≤ 80%
Number of households helped with Tenant Based Rental
Assistance
4. Fund Tenant Based Rental Assistance (TBRA)
The HOME Investment Partnership program addresses the affordable housing needs of low and
moderate income individuals and fam ilies by promoting, preserving, and producing affordable housing;
providing housing-related services; and providing support for private and non-profit entities that
actively address these housing needs. HOME funds are used to:
Housing and Homeless Commission
1. Finance the acquisition and rehab of 20 housing units for affordable housing (rental or
homeownership)
2. Provide rental assistance to 20 eligible households with children under the age of 18 through
TBRA
173 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5430 HOME FUND
61010 REGULAR PAY 19,489
61510 HEALTH INSURANCE 2,735
61710 IMRF 2,144
61725 SOCIAL SECURITY 1,190
61730 MEDICARE 278
62185 OTHER CONSULTING SERVICES 2,000
62295 TRAINING & TRAVEL 2,000 500 2,000
62490 OTHER PROGRAM COSTS
65535 REHAB LOANS 104,757 765,000 696,190 650,000
66131 TRANSFER TO GENERAL FUND ‐ 28,400 28,400 22,500
5430 HOME FUND 104,757 797,400 725,090 700,336
174 of 292
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Interest on Investments 748 228 150 250
Demolition Taxes - - - 30,000
Developer Contributions - 155,000 290,000 125,000
Rehab Repayments - -
Misc.61,601 - - -
Total Revenues 62,349 155,228 290,150 155,250
Expenditures
Housing - Buildings 227,800 20,200 200,000
Down Payment Assistance 60,750 - -
Transfer to General Fund 23,990 23,990 23,990 13,990
Housing Related Services - 46,000 46,000 50,000
Total Expenditures 84,740 297,790 90,190 263,990
Net Surplus (Deficit)(22,391) (142,562) 199,960 (108,740)
Beginning Fund Balance 2,258,517 2,236,126 2,436,086
Ending Fund Balance 2,236,126 2,436,086 2,327,346
Notes for Financial Summary
Description of Major Activities
2. Providing funds for the acquisition, rehabilitation, and new construction of affordable housing;
3. Providing funding support for the Homeless Management Information System (HMIS);
4. Providing funding support for transitional housing, housing education, and related services;
5. Providing local match funds for Federal housing grants where appropriate;
City of Evanston
Affordable Housing Fund (Fund #250)
1. Providing funds for a comprehensive tenant/landlord program through the Interfaith Housing Center
of the Northern Suburbs;
6. Funding critical housing initiatives which are not eligible for Federal HOME funds.
Restricted portion of fund balance above primarily consists of note/loans receivable for loans issued
under the Affordable Housing program.
The Affordable Housing Fund stimulates neighborhood revitalization and addresses the affordable
housing needs of low and moderate income individuals and fam ilies 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:
175 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5465 AFFORDABLE HOUSING
62490 OTHER PROGRAM COSTS 60,750
62770 MISCELLANEOUS 46,000 46,000 50,000
65510 BUILDINGS 227,800 20,200 200,000
66131 TRANSFER TO GENERAL FUND 23,990 23,990 23,990 13,990
5465 AFFORDABLE HOUSING 84,740 297,790 90,190 263,990
176 of 292
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Revenues: Actual Budget Actual Budget
Net Property Tax Increment 4,594,537 4,600,000 4,450,000 3,700,000
Interest Income 17,754 25,000 15,000 10,000
Total Revenue 4,612,291 4,625,000 4,465,000 3,710,000
Expenditures:
Series 1997 (refunded by 1999 & 2008D) Principal 405,000 425,000 425,000 455,000
Series 1997 (refunded by 1999 & 2008D) Interest 100,650 78,376 78,376 55,000
Contributions to Other Agencies 725,366 - - -
Economic Development Projects - 1,250,000 - 1,250,000
Capital Improvements 82,593 2,836,000 2,434,000 722,486
Contractual Services - 145,000 200,000 250,000
Transfer to Parking Fund (for Sherman Garage debt) 3,876,726 3,631,350 3,631,350 2,925,296
Transfer to General Fund 325,000 331,000 331,000 331,000
Total Expenditures 5,515,335 8,696,726 7,099,726 5,988,782
Net Surplus (Deficit) (903,044) (4,071,726) (2,634,726) (2,278,782)
Beginning Fund Balance 8,194,348 7,291,304 4,656,578
Ending Fund Balance 7,291,304 4,656,578 2,377,796
Description of Major Activities
City of Evanston
Washington National Special Tax Allocation Fund Summary (Fund #300)
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 Garage.
In FY 2013, $2,886,000,worth of infrastructure projects were approved as outlined in the FY 2013 CIP. In addition, in FY
2014, $722,486 of infrastructure projects are included in the CIP and approximately $1,250,000 is reserved for
Economic Development projects.
177 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5470 WASHINGTON NATIONAL TIF
62185 OTHER CONSULTING SERVICES 48,181
62605 OTHER CHARGES 102,693 1,395,000 200,000 1,500,000
62685 REIMB. GF FOR ADMIN. EXP 325,000
65502 CONSTRUCTION 34,412
65515 OTHER IMPROVEMENTS 622,673 2,836,000 2,434,000 722,486
66020 TRANSFERS TO OTHER FUNDS 3,876,726 3,631,350 3,631,350 2,925,296
66131 TRANSFER TO GENERAL FUND 331,000 331,000 331,000
68305 DEBT SERVICE‐PRINCIPAL 405,000 425,000 425,000 455,000
68315 DEBT SERVICE‐INTEREST 100,650 78,376 78,376 55,000
5470 WASHINGTON NATIONAL TIF 5,515,335 8,696,726 7,099,726 5,988,782
178 of 292
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Net Property Taxes 408,107 448,875 448,875 397,800
Interest Income 9 - - -
Total Revenue 408,116 448,875 448,875 397,800
Expenditures
Series 2002C Bonds Principal 325,000 340,000 340,000 390,000
Series 2002C Bonds Interest 98,231 78,816 78,816 46,605
Total Expenditures 423,231 418,816 418,816 436,605
Net Surplus (Deficit)(15,115) 30,059 30,059 (38,805)
Beginning Fund Balance 448,169 433,054 463,113
Ending Fund Balance 433,054 463,113 424,308
Description of Major Activities
City of Evanston
Special Service Area #5 (Fund #305)
The City Council adopted Special Service Area #5 (SSA #5) on June 27, 1994. Special Service Area
#5 is comprised of the City 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 Special Service Area bonds. On June 21, 1995,
$3,060,000 of the Special Service Area bonds were sold and on July 9, 1996, the City sold another
$1,940,000 issue of special service bonds at public bid. The City issued series 2002C bonds in
October 2002. Part 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. Part of the proceeds were used to retire 2002C
Bonds, which were used to retire Series 1995 and Series 1996 SSA #5 Bonds.
179 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5480 SSD #5 DEBT SERVICE FUND
68305 DEBT SERVICE-PRINCIPAL 325,000 340,000 340,000 390,000
68315 DEBT SERVICE-INTEREST 98,231 78,816 78,816 46,605
5480 SSD #5 DEBT SERVICE FUND 423,231 418,816 418,816 436,605
180 of 292
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Net Property Tax Increment 1,113,811 1,100,000 1,110,000 1,100,000
Interest Income 13,251 10,000 11,000 10,000
Total Revenue 1,127,062 1,110,000 1,121,000 1,110,000
Expenditures
1994 & 1996 Bonds (refunded by 1999 and then
2008D bonds) Principal 605,000 645,000 645,000 685,000
1994 & 1996 Bonds (refunded by 1999 and then
2008 D bonds) Interest 109,603 75,611 75,611 39,088
Surplus Distribution 1,000,000 1,000,000 1,000,000 -
Capital Projects 2,170 1,400,000 150,000 500,000
Other Expenses 23,923 500,000 - -
Economic Development - - - 2,500,000
Operating Transfer to General Fund 141,600 144,400 144,400 144,400
Total Expenditures 1,882,296 3,765,011 2,015,011 3,868,488
Net Surplus (Deficit)(755,234) (2,655,011) (894,011) (2,758,488)
Beginning Fund Balance 5,000,873 4,245,639 3,351,628
Ending Fund Balance 4,245,639 3,351,628 593,140
Description of Major Activities
City of Evanston
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 2014.
Howard-Hartrey TIF (Southwest II) Debt Service Fund Summary (Fund #310)
181 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5500 HOWARD-HARTREY TIF D S
62185 OTHER CONSULTING SERVICES 670
62503 APPRAISAL FEES 1,500
62605 OTHER CHARGES 1,739 500,000 2,500,000
62665 CONTRIB TO OTHER AGENCIES 1,000,000 1,000,000 1,000,000
65515 OTHER IMPROVEMENTS 22,185 1,400,000 150,000 500,000
66131 TRANSFER TO GENERAL FUND 141,600 144,400 144,400 144,400
68305 DEBT SERVICE-PRINCIPAL 605,000 645,000 645,000 685,000
68315 DEBT SERVICE-INTEREST 109,602 75,611 75,611 39,088
5500 HOWARD-HARTREY TIF D S 1,882,296 3,765,011 2,015,011 3,868,488
182 of 292
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Net Property Tax Increment 448,605 465,000 485,000 485,000
Interest Income 7 100 500 1,000
Total Revenue 448,612 465,100 485,500 486,000
Expenditures
Economic Development Activities 670 - - 748,439
Capital Improvement Projects - 580,000 469,000 -
Operating Transfer to General Fund 28,920 29,500 29,500 29,500
Total Expenditures 29,590 609,500 498,500 777,939
Net Surplus (Deficit)419,022 (144,400) (13,000) (291,939)
Beginning Fund Balance (114,083) 304,939 291,939
Ending Fund Balance 304,939 291,939 -
Description of Major Activities
City of Evanston
Southwest TIF Tax Allocation Debt Service Fund Summary (Fund #315)
The City Council adopted the Southwest Tax Increment Finance District (TIF) on June 25, 1990. The
TIF District consists of approximately twelve 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, the North Shore Channel and the 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.
183 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5540 SOUTHWEST TIF DEBT SERVICE
62185 OTHER CONSULTING SERVICES 670
62685 REIMB. GF FOR ADMIN. EXP 28,920
65515 OTHER IMPROVEMENTS 580,000 469,000 748,439
66131 TRANSFER TO GENERAL FUND 29,500 29,500 29,500
5540 SOUTHWEST TIF DEBT SERVICE 29,590 609,500 498,500 777,939
184 of 292
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenue
Net Property Tax Levy 12,184,177 11,798,019 11,600,000 10,879,993
Special Assessment Levy - - - 169,848
Bond Proceeds/Premium/ Discounts 3,572,986 - - -
Transfer from Other Funds- IMRF 755,846 783,004 783,004 141,125
Transfer from General Fund 1,000,000 1,279,306
Misc Revenue 18,435 - - -
Interest Income 3,645 1,500 500 1,500
Transfer from Sewer Fund 99,650 190,210 190,210 207,284
Transfer from Special Assessment Fund 317,660 317,660 317,660 169,848
Total Revenue 16,952,399 13,090,393 13,891,374 12,848,904
Expenditures
Series 2002 C- Principal DSF 4,195,000 - - -
Series 2002 C- Interest DSF 134,156 - - -
Series 2004- Principal DSF 760,000 775,000 775,000 -
Series 2004- Interest DSF 506,250 478,400 478,400 -
Series 2004 B- Principal DSF 1,630,000 595,000 595,000 -
Series 2004 B- Interest DSF 195,638 130,439 130,439 -
Series 2005- Principal DSF 730,000 1,095,000 1,095,000 -
Series 2005- Interest DSF 700,500 664,000 664,000 -
Series 2006- Principal DSF 80,000 85,000 85,000 185,000
Series 2006- Interest DSF 451,582 448,302 448,302 444,776
Series 2006 B Bonds- Principal DSF - 35,000 35,000 1,130,000
Series 2006 B Bonds- Interest DSF 604,126 603,426 603,426 600,526
Series 2007 - Principal DSF 1,150,000 965,000 965,000 1,909,709
Series 2007 - Interest DSF 598,958 684,458 684,458 569,684
Series 2008A - Principal DSF 195,000 300,000 300,000 300,000
Series 2008A - Interest DSF 132,313 125,975 125,975 116,225
Series 2008C - Principal DSF 351,440 362,900 362,900 378,180
Series 2008C - Interest DSF 387,730 376,308 376,308 364,514
Series 2008D - Principal DSF 425,000 1,410,000 1,410,000 565,600
Series 2008D - Interest DSF 93,554 36,690 36,690 15,362
Series 2010 A- Principal DSF 300,000 305,000 305,000 305,000
Series 2010 A- Interest DSF 185,338 179,338 179,338 173,238
Series 2010 B- Principal DSF 613,946 647,358 647,358 684,946
Series 2010 B- Interest DSF 141,648 135,508 135,508 126,446
Series 2011 A- Principal DSF 1,081,676 1,234,836 1,234,836 1,250,432
Series 2011 A- Interest DSF 630,960 451,586 451,586 426,890
Series 2012 A- Principal DSF - 955,000 955,000 1,025,000
Series 2012 A- Interest DSF - 357,706 357,706 243,332
Series 2013 A- Principal DSF - - - -
Series 2013 A- Interest DSF - - - 505,055
Series 2013 B- Principal DSF - - - 1,601,006
Series 2013 B- Interest DSF - - - 586,498
Series 2004- Principal SAF (Special Assessment Fund)85,000 95,000 95,000 -
Series 2004- Interest SAF 19,600 13,650 13,650 -
Series 2005- Principal SAF 20,000 20,000 20,000 -
Series 2005- Interest SAF 18,500 17,500 17,500 -
Series 2006- Principal SAF 50,000 50,000 50,000 50,000
Series 2006- Interest SAF 10,576 8,526 8,526 6,450
Series 2007 - Principal SAF 35,000 35,000 35,000 40,000
Series 2007 - Interest SAF 35,320 33,920 33,920 31,994
Series 2008C - Principal SAF 18,400 19,000 19,000 19,800
City of Evanston
Debt Service Fund Budget Summary (Fund #320)
185 of 292
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Series 2008C - Interest SAF 20,300 19,702 19,702 19,084
Series 2013A - Principal SAF - - - 20,000
Series 2013A - Interest SAF - - - 8,867
Series 2013 B- Principal SAF 120,000
Series 2013 B- Interest SAF 23,500
General Management and Support - 5,000 500 1,000
Bond Issuance Costs 62,935 60,000 138,500 75,000
Fiscal Agent Fees 34,825 10,000 8,000 10,000
Total Expenditures 16,685,271 13,824,528 13,896,528 13,933,114
Net Surplus (Deficit)267,128 (734,135) (5,154) (1,084,210)
Beginning Fund Balance 2,629,020 2,896,148 2,890,995
Ending Fund Balance 2,896,148 2,890,995 1,806,784
Description of Major Activities
The budgeted property tax revenue for FY 2014 is on the cash basis and represents 2013 levy, which will primarily be received
in calendar year 2014. The FY 2014 expenditures are budgeted on cash basis and are the actual payments required to be made
during the fiscal year according to debt maturity schedules.
186 of 292
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Net Property Taxes 752,477 500,000 460,000 350,000
Bond Proceeds 48,812 - - -
Interest Income 164 400 400 400
Miscellaneous 14,837 - - -
Total Revenue 816,290 500,400 460,400 350,400
Expenditures
Economic Development Projects 692,633 - - -
Capital Improvements - 800,000 - -
Developer Agreement Payments - 610,000 - 300,000
Repayment to Ec Dev Fund 48,500 48,500 48,500 45,500
Transfer Out- General Fund 120,400 120,400 120,400 60,000
Total Expenditures 861,533 1,578,900 168,900 405,500
Net Surplus (Deficit)(45,243) (1,078,500) 291,500 (55,100)
Beginning Fund Balance 1,100,753 1,055,510 1,347,010
Ending Fund Balance 1,055,510 1,347,010 1,291,910
Description of Major Activities
Projects anticipated for 2014 include:
1. The possibility of initial reimbursement of TIF increment to the owners of 415 Howard Street, per
the Redevelopment Agreement.
2. Initial payments to Economic Development Fund for property acquisition loan.
City of Evanston
Howard-Ridge TIF (Fund #330)
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.
187 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
5860 HOWARD RIDGE TIF
62185 OTHER CONSULTING SERVICES 670
62509 SERVICE AGREEMENTS / CONTRACTS 1,672 610,000 300,000
62605 OTHER CHARGES 179
62706 REVENUE SHARING AGREEMENTS 540,183
64015 NATURAL GAS 3,724
65511 BUILDING IMPROVEMENTS 25,266
65515 OTHER IMPROVEMENTS 120,938 800,000
66020 TRANSFERS TO OTHER FUNDS 48,500 48,500 48,500 45,500
66131 TRANSFER TO GENERAL FUND 120,400 120,400 120,400 60,000
5860 HOWARD RIDGE TIF 861,533 1,578,900 168,900 405,500
188 of 292
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenues
Net Property Taxes 26,572 300,000 42,000 40,000
Loan Proceeds 600,000 - - -
Bond Proceeds - 3,400,000 - -
Interest Income 713 1,000 200 100
Total Revenue 627,285 3,701,000 42,200 40,100
Expenditures
Economic Development Projects 1,190,031 650,000 100,000 75,000
Other Charges - 1,600,000 - 20,000
Debt Service - Interest - 40,000 7,500 10,000
Transfer to General Fund 60,000 60,000 60,000 60,000
Capital Projects - 1,285,000 10,000 -
Total Expenditures 1,250,031 3,635,000 177,500 165,000
Net Surplus (Deficit)(622,746) 66,000 (135,300) (124,900)
Beginning Fund Balance 1,495,593 872,847 737,547
Ending Fund Balance 872,847 737,547 612,647
Description of Major Activities
City of Evanston
West Evanston TIF (Fund #335)
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.
189 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
00335 WEST EVANSTON
62185 OTHER CONSULTING SERVICES 670
62205 ADVERTISING
62605 OTHER CHARGES 308,182 2,250,000 100,000 95,000
65506 LAND IMPROVEMENTS 600,000
65515 OTHER IMPROVEMENTS 281,179 1,285,000 10,000
66020 TRANSFERS TO OTHER FUNDS 60,000
66131 TRANSFER TO GENERAL FUND 60,000 60,000 60,000
68315 DEBT SERVICE-INTEREST 40,000 7,500 10,000
00335 WEST EVANSTON 1,250,031 3,635,000 177,500 165,000
190 of 292
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenues
Net Property Taxes - 100,000 - -
Bond Proceeds - 650,000 - -
Interest Income - - - -
Total Revenue - 750,000 - -
Expenditures
Economic Development Projects - 650,000 - -
Total Expenditures - 650,000 - -
Net Surplus (Deficit)- 100,000 - -
Beginning Fund Balance - - -
Ending Fund Balance - - -
Description of Major Activities
City of Evanston
Dempster - Dodge TIF (Fund #340)
The City Council approved the creation of the Dempster-Dodge Tax Increment Financing (TIF) District
on June 25, 2012. 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.
No activity is scheduled in the Dempster-Dodge TIF in FY 2014.
191 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
00340 DEMPSTER-DODGE TIF
62605 OTHER CHARGES 650,000
00340 DEMPSTER-DODGE TIF 650,000
192 of 292
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Bond Proceeds 4,349,650 8,339,988 8,538,259 8,331,458
Grants 170,513 1,675,000 844,000 5,382,638
Private Contributions - 510,000 - 708,000
Parking Fund Loan for Financial System 596,000 496,000 100,000
General Fund Allocation 1,250,000 - - 936,500
Miscellaneous 193,549 - 45,000 -
Interest Income 19,073 10,000 10,000 10,000
Total Revenue 5,982,785$ 11,130,988$ 9,933,259$ 15,468,596$
Expenditures
Capital Outlay 7,852,534 12,504,351 7,473,443 17,835,016
Other Equipment - Financial System - 596,000 496,000 100,000
Interfund Transfers Out 475,000 475,000 475,000 475,000
Total Expenditures 8,327,534$ 13,575,351$ 8,444,443$ 18,410,016$
Net Surplus (Deficit)(2,344,749)$ (2,444,363)$ 1,488,816$ (2,941,420)$
Beginning Fund Balance 5,746,660 3,401,911 4,890,727
Ending Fund Balance 3,401,911 4,890,727 1,949,307
Description of Major Activities
City of Evanston
Capital Improvement Fund (Fund #415)
This Fund accounts for all capital outlay expenditures not included in another Fund as outlined in the detailed
Capital Improvement Plan.
193 of 292
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Special Assessments Collected 292,947 300,000 175,000 230,000
Bond Proceeds - 250,000 235,000 250,000
Investment Income 5,532 10,000 1,000 1,200
Miscellaneous - - - -
Total Revenue 298,479 560,000 411,000 481,200
Expenditures
Transfer to Debt Service Fund 317,660 317,660 317,660 169,848
Capital Projects 1,020,213 361,000 500,000 500,000
General Management Support 180 - - 1,000
Other Costs - - - -
Total Expenditures 1,338,053 678,660 817,660 670,848
Net Surplus (Deficit)(1,039,574) (118,660) (406,660) (189,648)
Beginning Fund Balance 2,944,889 1,905,315 1,498,655
Ending Fund Balance 1,905,315 1,498,655 1,309,007
Description of Major Activities
City of Evanston
Special Assessment (Fund #420)
The Special Assessment Fund serves as a collection center for special assessments by residential
homeowners for their share of the cost for alley paving. Beginning in FY10-11, 100% of alley paving
costs (homeowner and City share) were paid out of this Fund.
194 of 292
2012 2013 2013 2014
Actual Budget Estimate Adopted
00420 SPEC ASSESS CAP PROJECT FUND
65515 OTHER IMPROVEMENTS 1,020,393 361,000 500,000 501,000
66020 TRANSFERS TO OTHER FUNDS 317,660 317,660 317,660 169,848
00420 SPEC ASSESS CAP PROJECT FUND 1,338,053 678,660 817,660 670,848
195 of 292
Total Full-Time Equivalent Positions
Employee Status Description
FY 2014 Position
FTE
Parking System Management
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 3.00
Full-Time Regular 0.50
7005 Total 6.50
Parking Lots & Meters
Full-Time Regular 3.00
Full-Time Regular 1.00
Full-Time Regular 4.00
7015 Total 8.00
Maple Garage
Full-Time Regular 1.00
7037 Total 1.00
15.50
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenues
Parking Lots & Meters Operations 3,066,676 3,070,000 3,085,000 3,070,000
Church Street Garage Operations 557,258 716,348 664,560 716,348
Maple Avenue Garage Operations 1,142,999 1,204,200 1,194,200 1,204,200
Sherman Avenue Garage Operations 1,460,927 1,417,275 1,416,500 1,417,275
Transfer In- Washington National TIF 4,301,726 3,631,350 3,631,350 2,925,296
Interest Income 2,222 15,070 15,070 15,070
Miscellaneous Revenue 23,696 11,400 21,000 11,400
Reserve for Future Repairs/Replacement - 2,034,004 2,034,044 2,034,004
Total Revenue $ 10,555,504 $ 12,099,647 $ 12,061,724 $ 11,393,593
Expenses
7005 - Parking System Administration 1,262,781 1,380,606 1,355,571 976,360
7015 - Parking Lots and Meters 715,018 829,052 879,101 972,266
7025 - Church Street Self Park 395,831 607,955 606,456 624,855
7030 - Church Street Debt Payments 173,126 171,250 171,250 171,250
7036 - Sherman Avenue Garage 2,999,368 7,950,270 5,664,688 5,047,016
7037 - Maple Avenue Garage 1,823,122 1,611,920 1,609,430 1,654,244
7039 - Parking Debt 4,950 27,461 27,461 27,461
Transfer to General Fund 644,242 644,242 644,242 869,242
Transfer to Fleet 21,992 21,991 21,992 21,991
Transfer to Equipment Replacement 30,000 30,000 30,000 30,000
Transfer to Insurance Fund 503,878 490,236 319,648 319,648
Capital Outlay 367,293 3,455,000 2,277,300 5,180,000
Total Expenses $ 8,941,601 $ 17,219,983 $ 13,607,139 $ 15,894,333
Parking Facilities Supervisor
City of Evanston
Parking Fund Summary (Fund #505)
Position Description
Parking Manager
Finance Operations Coordinator
Customer Service Representatives
Traffic Engineering Technician
Parking Fund Total
Parking Repair Worker
Public Works Operations Coordinator
Public Works Maint. Worker II
Public Works Maint. Worker II
196 of 292
City of Evanston
Parking Fund Summary (Fund #505)
2013 2014
2012 2013 Estimated Adopted
Actual Budget Actual Budget
Net Surplus (Deficit)1,613,903$ (5,120,336)$ (1,545,415)$ (4,500,740)$
Beginning Fund Balance 15,196,441 14,418,330 14,418,330 10,838,911
Reclassification from Fund Balance to Capital
Assets (778,111)
Assigned for Capital Reserve 2,034,004 2,034,004
Ending Fund Balance 14,418,330 10,838,911 4,304,167
Notes for Financial Summary
FY 2014 Department Initiatives
The Sherman Avenue and Maple Avenue Garage Funds were consolidated with the Parking Fund in FY 2009-10.
Performance Report on FY 2013 Major Program Objectives
This year’s focus was on the continuing development of a preventive maintenance program for the three parking garages.
There were increases in meter rates in outlying and downtown business areas. To date, the City has nine multi-space
metering devices servicing Lot #60, a meter in Lot #14, two meters in Lot #10, a meter in Lot #4, and an on-street solar
powered installations in the 600 block of Clark and the 800 and 1000 blocks of Church. At the Sherman Garage the entire
parking structure upgraded with energy efficient induction lighting and the facade repairs were completed.
A vendor was selected to provide a city-wide upgrade of the parking meter system with meters and pay stations. The
technology accepts credit cards as well as coin and can accept payment by use of a cell phone. Staff continues to work
with Community Development in the selection of a firm to create a Comprehensive Signage Design manual that will be
used as a template for future citywide directional sign initiatives.
Continue to develop strategies to provide adequate and reasonable parking for business and employees in partnership
with Community Development in an effort to bring business opportunities to the City. This will be an continuing initiative
in every fiscal year.
Evaluate a long-term funding mechanism for parking structure replacement. The current accumulated depreciation in
the fund as of December 2011 was $17.5 million. This means that a substantial portion of the projected fund balance
at the end of 2014 could be reserved for future capital replacement.
The completion of the a citywide upgrade of parking meter technology that will include a combination of pay by space,
pay and display, and single-head meters that accept coin and credit cards.
In partnership with Community Development, a Comprehensive Signage design RFP was developed last year to ask for
design and implementation strategies involving new directional signage throughout the City. A firm was selected
FY2012 with partial implementation of new signs expected mid-year of FY 2014. This will be a multi-year project.
Develop a RFP/Bid document, select and firm and installation by November 2014 of a new Parking Revenue Access
ND Control System (PARCS) for the three (3) downtown parking garages to achieve the Payment Card Industry (PCI)
compliance due in November 2014. The equipment has reached its life cycle at 8 years.
Staff will continue training and familiarization using the New World financial system.
197 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
7005 PARKING SYSTEMS
61010 REGULAR PAY 922,250 979,841 912,872 992,352
61060 SEASONAL EMPLOYEES 324 10,833 6,833 10,833
61110 OVERTIME PAY 20,406 20,915 20,000 20,915
61210 LONGEVITY 15,131 16,727 16,066 18,294
61410 SHIFT DIFFERENTIAL 1,203
61415 TERMINATION PAYOUTS 30,966
61420 ANNUAL SICK LEAVE PAYOUT 2,689
61430 OTHER PAYOUTS 449
61447 OPEB EXPENSES 8,373
61510 HEALTH INSURANCE 183,775 170,180 170,169 170,893
61615 LIFE INSURANCE 454 408 413 432
61626 CELL PHONE ALLOWANCE 798 852 672 672
61630 SHOE ALLOWANCE 1,592 1,325 1,550 1,395
61710 IMRF 98,560 112,929 102,737 111,171
61725 SOCIAL SECURITY 60,085 62,065 57,163 62,790
61730 MEDICARE 14,052 14,515 13,368 14,685
61815 IMRF PENSION CONTRIBUTIONS 13,547
62171 SURVEYING FEES 800
62210 PRINTING 83 83 83
62225 BLDG MAINTENANCE SERVICES 11,804 14,000 14,000 14,000
62230 IMPROVEMENT MAINT SERVICE 6,384 50,000 20,000 50,000
62245 OTHER EQMT MAINTENANCE 13,893 11,200 11,200 60,762
62275 POSTAGE CHARGEBACKS 3,618 2,400 5,793 2,400
62280 OVERNIGHT MAIL CHARGES 139
62295 TRAINING & TRAVEL 317 3,332 700 3,332
62305 RENTAL OF AUTO-FLEET MAINTEN.21,992 21,992 21,992 21,992
62309 RENTAL OF AUTO REPLACEMENT 30,000 30,000 30,000 30,000
62346 REAL ESTATE TAX PMNT- COUNTY 225
62350 FISCAL AGENT SERVICES 500 500 500
62360 MEMBERSHIP DUES 395 1,200 1,274 1,200
62375 RENTALS 58,712 74,986 74,986 74,986
62400 CONTRACT SVC-PARK GARAGE 1,510,649 1,574,588 1,574,588 1,654,588
62425 ELEVATOR CONTRACT COSTS 85,286 102,776 102,776 106,126
62431 ARMORED CAR SERVICES 40,570 45,000 45,000 45,000
62509 SERVICE AGREEMENTS / CONTRACTS 199,545 421,000 2,221,000 227,650
62635 OTHER INSURANCE 35,000 35,000
62660 BUSI.ATTRACTIONS/EXPANSION INV 84,197 95,000 95,000 95,000
62705 BANK SERVICE CHARGES 92,245 68,000 68,000 68,000
62715 AMORT.& BOND COSTS
64005 ELECTRICITY 229,306 352,413 307,000 320,413
64015 NATURAL GAS 1,000 1,100 1,100 1,100
64505 TELECOMMUNICATIONS - CARRIER L 46,715 54,755 55,824 54,755
64540 TELECOMMUNICATIONS - WIRELESS 11,941 4,831 3,500 4,831
65005 AGRI/BOTANICAL SUPPLIES 3,714 4,000 4,000 4,000
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Adopted
65020 CLOTHING 421 833 833 833
65040 JANITORIAL SUPPLIES 833 833 833
65045 LICENSING/REGULATORY SUPP 3,179 4,165 3,000 4,165
65050 BLDG MAINTENANCE MATERIAL 20,081 35,499 23,216 30,498
65070 OFFICE/OTHER EQT MTN MATL 16,568 14,912 14,912 14,912
65085 MINOR EQUIPMENT & TOOLS 542 833 833 833
65090 SAFETY EQUIPMENT 200
65095 OFFICE SUPPLIES 731 1,250 1,250 1,250
65507 PROPERTY ACQUISITIONS 811
65515 OTHER IMPROVEMENTS 970,330 4,051,000 2,797,875 5,290,000
65625 FURNITURE, FIXTURE & EQUIPMENT 4,416
66130 TRANSFER TO INSURANCE FUND 319,649 319,647 319,648 319,648
66131 TRANSFER TO GENERAL FUND 644,242 644,242 644,242 869,242
68010 DEPRECIATION EXPENSE 1,921,418 1,943,217 1,943,217 1,943,217
68205 CONTINGENCIES 238,747 14,745 67,060 14,745
68305 DEBT SERVICE-PRINCIPAL 3,825,308 3,825,308 3,119,254
68315 DEBT SERVICE-INTEREST 972,165 4,753 4,753 4,753
7005 PARKING SYSTEMS 8,941,601 17,219,983 13,607,139 15,894,333
199 of 292
Total Full-Time Equivalent Positions
Employee Status Description
FY 2014
Position FTE
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 1.00
7100 Total
Pumping
Full-Time Regular 1.00
Full-Time Regular 3.00
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 5.00
7105 Total
Filtration
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 3.00
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 5.00
7110 Total
Distribution
Full-Time Regular 1.00
Full-Time Regular 0.50
Part-Time Regular 0.50
Full-Time Regular 2.00
Full-Time Regular 2.00
Full-Time Regular 3.00
Full-Time Regular 1.00
7115 Total
Water Meter Maintenance
Full-Time Regular 1.00
Part-Time Regular 0.50
Full-Time Regular 1.00
7120 Total
42.50
Water Worker I
Meter Service Coordinator
2.50
City of Evanston
Water Fund Financial Summary (Fund #510 - 513)
Position Description
Utilities Director
Water General Support
Water/Sewer Mechanic
5.00
Management Analyst
Exec Secretary (non-Dept Head)
Division Chief, Pumping
Water/Sewer Mechanic
Water Plant Operator
Superintendent, Const & Fld Svcs
Superintendent, Water Production
Water Maintenance Supervisor
Water Worker II
Chemist
11.00
Division Chief, Filtration
Part-Time Clerk
Water Worker II
Plumbing Inspector
Water/Sewer Crew Leader
10.00
Civil Engineer III
Water Plant Operator
Water Worker I
Division Chief, Distribution
Water Maintenance Supervisor
Microbiologist
14.00
Water Fund Total
Water Distribution Supervisor
Facilities Maintenance Worker/Custodian I
Water Worker III
200 of 292
City of Evanston
Water Fund Financial Summary (Fund #510 - 513)
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenues
Evanston 6,248,166 5,684,000 5,684,000 6,252,400
Skokie 2,989,109 2,856,000 2,856,000 2,913,000
Northwest Commission 5,033,996 4,517,000 4,517,000 4,653,000
Cross Connection Control Fees 98,805 100,500 93,980 95,000
Investment Earnings 15,025 2,500 5,500 2,500
Debt Proceeds - 2,630,700 2,000,000 4,000,000
IEPA Loan - 1,370,000 - 2,000,000
Fees and Merchandise Sales 111,459 40,000 45,000 45,000
Fees and Outside Work 228,158 80,000 80,000 70,000
Grants 396,183 - - -
Insurance Reimbursement - - 48,000 -
Phosphate Sales 49,754 66,000 66,000 69,000
Property Sales and Rentals 200,953 213,300 216,492 227,316
Misc Revenue 5,387 - - -
Total Revenue 15,376,995 17,560,000 15,611,972 20,327,216
Expenses
7100 - General Support 2,246,870 990,602 941,682 933,989
7105 - Pumping 2,273,827 2,333,247 2,322,648 2,355,718
7110 - Filtration 3,010,826 2,635,539 2,460,495 2,740,856
7115 - Distribution 1,204,898 1,424,305 1,423,105 1,425,352
7120 - Meter Maintenance 251,472 309,163 259,201 300,760
7125 - Other Operating Expenses 227,933 478,591 449,091 491,700
7130 - Capital Outlay 52,263 248,500 272,933 368,100
7131 - Capital Improvement 235,197 8,065,700 5,375,000 10,170,000
7133 - Debt Service 199,885 864,233 864,233 1,297,703
7133 - Debt Service - IEPA Loan 3382 - 67,506 67,506 67,506
Interfund Transfers Out- General Fund 3,356,300 3,356,300 3,356,300 3,369,559
Interfund Transfers Out- Insurance Fund 468,493 468,492 468,492 468,492
Total Expenses 13,527,964 21,242,178 18,260,686 23,989,735
Net Surplus (Deficit)1,849,031 (3,682,178) (2,648,714) (3,662,519)
Beginning Unrestricted Fund Balance 8,246,988 9,192,655 9,192,655 6,543,941
Reclassification from Fund Balance to
Capital Assets (903,364)
Ending Unrestricted Fund Balance 9,192,655 5,510,477 6,543,941 2,881,422
Notes for Financial Summary
1. Target Unrestricted Fund Balance in the Water Fund is $3,500,000.
201 of 292
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Water Fund Financial Summary (Fund #510 - 513)
Performance Report on FY 2013 Major Program Objectives
FY 2014 Department Initiatives
1. The Department continues to strive to be a leader in the public drinking water industry by providing high quality
water to over 350,000 customers in six communities. The number one objective is to vigilantly monitor the
quality and quantity of water provided to our customers.
2. Assure the quality and reliability of the potable water supply by completing major treatment plant improvements,
including upgrade of the plant's master flow meter system and chlorination system, and improvements to the
48" diameter raw water intake
The Meter Division is working with 311 and the Finance Division to make improvements to customer service during billing
and revenue collection operations.Implementation of a new Automatic Meter Information (AMI)system has also begun.
Work on this project includes replacement of over 1,000 water meters,replacement of the Meter Transmission Units (MTUs)
for all of the City's 14,400 water customers,and installation of a new data collection system and customer interface web
site.
The Pumping Division worked closely with the contractor installing the new SCADA system.In addition,staff designed and
installed a supplemental water-proof roofing system above the main plant switchgear,to ensure it would not be damaged in
the event of a roof leak.Pumping staff coordinated with the contractor performing a plant-wide electrical system study and
maintenance program,installed new control valves on the filter backwash pumps,and installed new security cameras and
access control systems.Staff are also coordinating with the consultant designing improvements to the plant's 48"diameter
raw water intake, to provide needed operational data and review the consultant's design.
During FY 2013,the Utilities Dept.advanced a number of important capital improvement projects and initiatives,as well as
continuing maintenance and operations of the water treatment plant and distribution system.
The Filtration Division also worked closely with the SCADA project contractor and began installing new security equipment
in the filtration plant.Maintenance staff completed a comprehensive set of safety-related improvements throughout the
filtration plant to ensure compliance with OSHA regulations,as well as installing new flow rate and head loss transmitters to
ensure efficient operation of the filters.Staff are also coordinating with the consultant designing improvements to the plant's
chlorination system, to provide needed operational data and review the consultant's design.
The Administration Division continued implementation and management of the workforce development program.Two
Evanston residents who participated in the apprentice program were hired into full-time positions,while an additional four
Evanston residents began working under this initiative.One intern was hired to work with the plant maintenance staff.A
second intern was hired to work on several important administrative initiatives including production of safety manuals,
updates to the GIS,and analysis of over 2,000 cross-connection control surveys.Staff also managed several capital
improvement projects including completion of the water plant SCADA system and implementation of a new water meter
reading system.Staff worked toward expanding the wholesale water customer base by completing a cost of service study
to determine rates for existing and new wholesale customers,and meeting with potential wholesale customers to discuss
proposed rates.
The Distribution Division focused on needed repairs and replacements in advance of FY 2013 street resurfacing programs.
The Division acquired a new water main leak detection system and has been working to proactively test for leaks throughout
the distribution system.This system will help to prioritize water mains for replacement,with the ultimate goal of reducing
both water loss and water production costs.Staff has also been engaged in the regular maintenance and repairs
associated with the operation of the City's distribution system.
202 of 292
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Water Fund Financial Summary (Fund #510 - 513)
ongoing negotiation with Lincolnwood, and plans to begin negotiations with any other interested communities
by the first quarter of 2014
Week, to recognize the accomplishment of 100 years of safe, reliable drinking water
year. This program aims to improve water system reliability and reduce water loss by targeting water mains
with excessive breaks or leaks, and those that have exceeded their useful life or that restrict fire flow.
and implementation of the new AMI system
Finished Water Reservoir at the water treatment plant
8. Coordinate capital improvement projects with the Public Works Department to ensure cost-effective and
7. Conduct a planning study to determine the most cost-effective and practical means for replacing the 80-year-old
4. Celebrate the 100-year anniversary of Evanston's filtration plant in conjunction with National Drinking Water
efficient use of capital improvement funding
5. Continue the annual water main replacement program at the rate of 1% of the distribution system replaced per
6. Complete other major distribution system improvements including repainting and repair of the South Standpipe
3. Continue to develop and implement a strategy to expand Evanston’s wholesale water customer base, including
203 of 292
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Adopted
7100 WATER DEPARTMENT
61010 REGULAR PAY 3,023,244 3,118,072 3,118,073 3,167,207
61050 PERMANENT PART‐TIME 1,977 18,579
61060 SEASONAL EMPLOYEES 12,007 32,640 21,640 10,400
61071 INTERNSHIP PROGRAM 6,317 12,480 12,480 12,480
61072 JOB TRAINING PROGRAM 34,320 124,800 73,000 93,600
61110 OVERTIME PAY 106,932 99,325 136,500 99,325
61114 SNOW OT (490)
61210 LONGEVITY 47,627 48,853 48,853 61,040
61410 SHIFT DIFFERENTIAL 15,607
61415 TERMINATION PAYOUTS 353
61420 ANNUAL SICK LEAVE PAYOUT 45,811
61430 OTHER PAYOUTS 9,079
61510 HEALTH INSURANCE 559,629 594,780 594,779 614,534
61615 LIFE INSURANCE 1,582 1,612 1,612 1,693
61625 AUTO ALLOWANCE 5,366 4,980 4,980 4,980
61626 CELL PHONE ALLOWANCE 71 360 360 360
61630 SHOE ALLOWANCE 5,346 5,130 5,830 5,425
61710 IMRF 331,674 358,813 358,813 355,107
61725 SOCIAL SECURITY 197,281 198,842 198,841 203,046
61730 MEDICARE 46,519 46,503 46,504 47,217
62180 STUDIES 125,974 402,000 402,000 327,000
62210 PRINTING 7,703 13,000 6,500 7,000
62225 BLDG MAINTENANCE SERVICES 2,500 2,500 2,500
62230 IMPROVEMENT MAINT SERVICE 44,263 53,500 45,000 51,000
62235 OFFICE EQUIPMENT MAINT 1,600 1,600 1,600
62245 OTHER EQMT MAINTENANCE 23,618 37,400 37,400 103,400
62273 LIEN FILING FEES 520 1,500 1,500 1,500
62275 POSTAGE CHARGEBACKS 2,055 9,500 6,500 6,500
62295 TRAINING & TRAVEL 17,852 22,200 20,700 22,200
62305 RENTAL OF AUTO‐FLEET MAINTEN. 122,751 122,751 122,751 122,751
62309 RENTAL OF AUTO REPLACEMENT 76,957
62315 POSTAGE 17,195 19,500 19,500 19,500
62340 COMPUTER LICENSE & SUPPORT 55,849 61,691 39,091 69,500
62360 MEMBERSHIP DUES 1,961 2,760 2,747 3,460
62380 COPY MACHINE CHARGES 6,194 1,200 1,200 1,200
62381 COPY MACHINE LEASES 2,000 2,000 2,000
62415 DEBRIS/REMOVAL CONTRACTUAL COS 19,817 40,000 25,000 40,000
62420 MWRD FEES 957,085 481,100 351,200 502,400
62455 WTR/SWR BILL PRINT AND MAIL CO 3,147 12,800 12,800 12,800
62460 WTR/SWR BILL EPAYMENT CONTRACT 7,460 15,000 15,000 15,000
62463 WATER MAINTENANCE CONTRACTS 62 1,000 1,000 1,000
62465 OUTSIDE LABARATORY COSTS (HLTH 3,964 19,500 19,500 19,500
62705 BANK SERVICE CHARGES 23,181
62716 BOND ISSUANCE COSTS 29,990
64005 ELECTRICITY 736,436 950,000 950,000 950,000
64015 NATURAL GAS 171,563 120,000 120,000 120,000
64505 TELECOMMUNICATIONS ‐ CARRIER L 7,581 9,400 9,400 9,400
64540 TELECOMMUNICATIONS ‐ WIRELESS 12,036 16,005 18,520 17,550
204 of 292
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Estimate
2014
Adopted
65005 AGRI/BOTANICAL SUPPLIES 815 1,000 1,000 1,000
65010 BOOKS, PUBLICATIONS, MAPS 4,018 9,550 9,550 7,550
65015 CHEMICALS 330,726 505,000 459,000 530,000
65020 CLOTHING 3,402 4,900 4,900 4,900
65030 PHOSPHATE CHEMICALS 61,517 99,000 90,000 104,000
65035 PETROLEUM PRODUCTS 7,643 15,500 15,500 15,500
65040 JANITORIAL SUPPLIES 2,530 6,400 6,400 6,400
65050 BLDG MAINTENANCE MATERIAL 7,316 7,500 7,500 7,500
65051 MATERIALS‐ STREETS DIVISION 20,823 27,600 27,600 27,600
65055 MATER. TO MAINT. IMP. 132,442 150,000 150,000 160,000
65060 MATER. TO MAINT. AUTOS 139
65070 OFFICE/OTHER EQT MTN MATL 159,711 193,200 145,600 183,200
65075 MEDICAL & LAB SUPPLIES 11,034 17,000 17,000 17,000
65080 MERCHANDISE FOR RESALE 35,847 35,000 30,000 35,000
65085 MINOR EQUIPMENT & TOOLS 7,461 7,500 7,769 7,500
65090 SAFETY EQUIPMENT 6,635 5,800 5,800 8,800
65095 OFFICE SUPPLIES 3,297 5,000 5,000 5,000
65105 PHOTO/DRAFTING SUPPLIE 233 400 729 400
65515 OTHER IMPROVEMENTS 235,197 8,065,700 5,375,000 10,170,000
65550 AUTOMOTIVE EQUIPMENT 81,000 124,200 184,600
65555 PERSONAL COMPUTER EQUIPMENT 10,000 30,000 26,200 12,000
65702 WATER GENERAL PLANT 64,112 152,500 138,733 173,500
66020 TRANSFERS TO OTHER FUNDS
66130 TRANSFER TO INSURANCE FUND 468,493 468,492 468,492 468,492
66131 TRANSFER TO GENERAL FUND 3,356,300 3,356,300 3,356,300 3,369,559
68010 DEPRECIATION EXPENSE 1,273,579
68205 CONTINGENCIES 252 1,000 1,000 1,000
68305 DEBT SERVICE‐PRINCIPAL 237,039 931,739 931,739 1,365,209
68315 DEBT SERVICE‐INTEREST 161,937 ‐ ‐ ‐
7100 WATER DEPARTMENT 13,527,964 21,242,178 18,260,686 23,989,735
205 of 292
Total Full-Time Equivalent Positions
Employee Status Description
FY 2014
Position FTE
Sewer Fund
Full-Time Regular 0.50
Full-Time Regular 2.00
Full-Time Regular 0.50
Full-Time Regular 2.00
Full-Time Regular 1.00
Full-Time Regular 2.00
Full-Time Regular 4.00
Full-Time Regular 1.00
7400 Total
13.00
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenues
Operations 14,115,210 12,908,000 12,922,700 12,922,700
Debt Proceeds 4,003,385 4,000,000 2,000,000 -
Debt Proceeds - IEPA Loan - 3,100,000 2,900,000 2,190,000
Investment Earnings 2,962 1,000 1,300 1,000
Grants - MWRD - 822,500 822,500 -
Miscellaneous - 18,865 4,165 4,165
Total Revenues 18,121,557 20,850,365 18,650,665 15,117,865
Expenses
7400 - Sewer Operations 5,113,284 2,134,549 1,798,810 2,260,545
7410 - Other Operating Expenses 48,098 43,300 23,300 129,500
7411 - Interfund Transfers Out (excluding Fleet)412,188 602,399 602,399 622,316
7415 - Capital Outlay - 20,600 17,803 47,500
7420 - Capital Improvement Account 50,243 4,922,500 4,722,500 3,225,000
7500 - Debt Service 2,447,913 11,542,740 11,542,740 9,994,259
Total Expenses 8,071,726 19,266,088 18,707,552 16,279,120
Net Surplus (Deficit)10,049,831 1,584,277 (56,887) (1,161,255)
Beginning Unrestricted Fund Balance 3,513,271 4,199,578 4,142,691
Reclassification from Fund Balance to Capital
Assets (9,363,524)
Ending Unrestricted Fund Balance 4,199,578 4,142,691 2,981,436
City of Evanston
Sewer Fund Summary (Fund #515)
Sewer Fund Total
Position Description
Division Chief, Distribution
Engineering / GIS Technicians
Water/Sewer Crew Leader
Water Worker III
13.00
Sewer Supervisor
Water Worker I
Water Worker II
Plumbing Inspector
206 of 292
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Sewer Fund Summary (Fund #515)
Notes for Financial Summary
1. Debt service is reduced in the FY 2014 budget due to retirement of several outstanding loans/bonds.
2. Target Unrestricted Fund Balance in the Sewer Fund is $2,500,000.
Performance Report on FY 2013 Major Program Objectives
FY 2014 Department Initiatives
1. Manage rehabilitation of an additional 1.33 miles of large diameter sewers. State low-interest loan
funding will also be used to fund this project.
2. Continue the annual CIPP sewer rehabilitation program (small diameter sewers) at a rate of 1% of the
combined sewer system rehabilitated per year.
3. Continue to coordinate the inspection and repair of sewer mains in advance of the street resurfacing
program.
4. Continue to repair/replace combined sewer structures on streets being resurfaced.
5. Continue preventative maintenance cleaning and inspection of sewer mains and drainage structures.
6. Continue to perform inspection of combined and storm sewer outfalls in accordance with IEPA
requirements.
Annual capital improvement programs included rehabilitating sewers through cured in place pipe (CIPP)lining,
repairing sewers and drainage structures on streets being resurfaced,and emergency sewer repairs.Additional
capital improvements included rehabilitation of 1.56 miles of the City's 7.2-mile network of large diameter sewers
that are over 100 years old.The Utilities Department was successful in applying for a state low-interest loan to
fund this project.
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 2,800 drainage structures and
flushed over 25,000 feet of sewer pipe.The Division continues to replace or repair deteriorated drainage
structures and manholes,as well as collapsing sewer mains.The crews also performed all of the closed circuit TV
inspections of the sewers under streets to be resurfaced in 2013,in order to determine the repairs needed prior to
paving the streets.
207 of 292
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Budget
2013
Estimate
2014
Adopted
7400 SEWER DEPARTMENT
61010 REGULAR PAY 841,073 806,782 806,782 880,143
61060 SEASONAL EMPLOYEES 6,678 4,800 4,800 4,800
61072 JOB TRAINING PROGRAM 31,200
61110 OVERTIME PAY 41,655 30,000 65,000 30,000
61114 SNOW OT 59
61210 LONGEVITY 15,325 12,725 12,725 16,716
61410 SHIFT DIFFERENTIAL 28
61420 ANNUAL SICK LEAVE PAYOUT 4,285
61430 OTHER PAYOUTS 13,055
61447 OPEB EXPENSES 8,823
61510 HEALTH INSURANCE 139,878 167,692 167,692 182,815
61615 LIFE INSURANCE 321 339 338 403
61626 CELL PHONE ALLOWANCE 297
61630 SHOE ALLOWANCE 2,132 1,720 1,852 1,860
61710 IMRF 91,890 92,850 92,850 98,654
61725 SOCIAL SECURITY 55,178 51,255 51,255 55,941
61730 MEDICARE 12,904 11,987 11,987 13,083
61815 IMRF PENSION CONTRIBUTIONS 11,281
62180 STUDIES 24,996 20,000 75,000
62230 IMPROVEMENT MAINT SERVICE 15,000 10,800 15,000
62245 OTHER EQMT MAINTENANCE 5,822 6,000 6,000 6,000
62295 TRAINING & TRAVEL 2,261 3,000 2,000 3,000
62305 RENTAL OF AUTO-FLEET MAINTEN.177,729 177,729 177,729 177,729
62315 POSTAGE 16,364 17,000 17,000 17,000
62340 COMPUTER LICENSE & SUPPORT 2,100 2,300 2,300 2,300
62360 MEMBERSHIP DUES 200 200 200
62415 DEBRIS/REMOVAL CONTRACTUAL COS 31,916 40,000 28,000 40,000
62421 NPDES FEES - SEWER 21,002 21,000 21,000 21,000
62455 WTR/SWR BILL PRINT AND MAIL CO 2,643 9,800 5,000 9,800
62460 WTR/SWR BILL EPAYMENT CONTRACT 7,793 15,000 10,000 15,000
62461 SEWER MAINTENANCE CONTRACTS 143,074 715,000 715,000 730,000
62705 BANK SERVICE CHARGES 48,595
64540 TELECOMMUNICATIONS - WIRELESS 2,777 3,470 4,000 5,200
65015 CHEMICALS 284 1,600 1,200 1,600
65020 CLOTHING 1,086 1,300 1,300 1,300
65040 JANITORIAL SUPPLIES 400 400 400
65050 BLDG MAINTENANCE MATERIAL 5,144
65051 MATERIALS- STREETS DIVISION 16,618 27,600 27,600 27,600
65055 MATER. TO MAINT. IMP.58,825 60,000 45,000 60,000
65070 OFFICE/OTHER EQT MTN MATL 4,473 7,000 7,000 7,000
65080 MERCHANDISE FOR RESALE 35,000
65085 MINOR EQUIPMENT & TOOLS 2,921 3,500 3,500 3,500
65090 SAFETY EQUIPMENT 3,734 3,800 3,800 6,800
65515 OTHER IMPROVEMENTS 48,098 4,422,500 4,222,500 2,710,000
208 of 292
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Actual
2013
Budget
2013
Estimate
2014
Adopted
65550 AUTOMOTIVE EQUIPMENT 347,000 18,000 329,000
65555 PERSONAL COMPUTER EQUIPMENT 8,519 8,600 8,600
65625 FURNITURE, FIXTURE & EQUIPMENT 5,605 12,000 9,203 47,500
66020 TRANSFERS TO OTHER FUNDS 99,650
66026 TRANSFER TO DEBT SERVICE FUND 190,211 190,211 207,284
66130 TRANSFER TO INSURANCE FUND 269,988 269,988 269,988 269,988
66131 TRANSFER TO GENERAL FUND 142,200 142,200 142,200 145,044
68010 DEPRECIATION EXPENSE 3,224,734
68305 DEBT SERVICE-PRINCIPAL 10,357,655 10,357,655 8,810,003
68315 DEBT SERVICE-INTEREST 2,447,913 1,185,085 1,185,085 1,184,257
7400 SEWER DEPARTMENT 8,071,726 19,266,088 18,707,552 16,279,120
209 of 292
Total Full-Time Equivalent Positions
Employee Status Description 2014 Position FTE
Full-Time Regular 1.00
7685 Total 1.00
Full-Time Regular 8.00
7690 Total 8.00
9.00
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenues
Property Tax Transfer from General Fund 1,245,967 1,245,967 1,245,967 1,055,967
Solid Waste Franchise Fees 129,387 175,000 175,000 175,000
SWANCC Recycling Incentive 52,408 140,000 25,000 25,000
Sanitation Charges 2,954,908 2,954,033 2,954,033 3,334,033
Sanitation Svc. Chg. Penalty 52,865 30,000 45,000 45,000
Special Pickup Fees 57,298 100,000 100,000 100,000
State Recycling Grant 19,349
Investment Income 78
Trash Cart Sales 32,246 15,000 21,300 15,000
Yard Waste Fee 191,057 350,000 220,000 220,000
Total Revenues $ 4,735,563 $ 5,010,000 $ 4,786,300 $ 4,970,000
Expenses
Refuse Collection & Disposal 2,885,439 3,259,584 3,002,984 3,372,698
Residential Recycling Collection 1,114,327 1,254,388 1,155,885 1,186,134
Yard Waste Collection 611,971 750,250 600,125 750,250
Total Expenses 4,611,737$ $ 5,264,222 4,758,994$ 5,309,082$
NET SURPLUS (DEFICIT) $ 123,826 $ (254,222) $ 27,306 $ (339,082)
Beginning Fund Balance (1,571,711) (1,447,885) (1,420,579)
Ending Fund Balance (1,447,885) (1,420,579)(1,759,661)
Description of Major Activities:
7685 REFUSE COLLECTION AND DISPOSAL
Equipment Operator II
7690 RESIDENTIAL RECYCLING COLLECTION
City of Evanston
Solid Waste (Fund #520)
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.
The Solid Waste Agency of Northern Cook County (SWANCC)provides a recycling incentive rebate that is based
on the tons of recycled material collected. The incentive is used to offset operational costs.
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.
Position Description
Equipment Operator II
Solid Waste Fund Total
210 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
7600 SOLID WASTE FUND
61010 REGULAR PAY 397,694 526,454 460,000 533,625
61060 SEASONAL EMPLOYEES 34,513 50,000 47,000 50,000
61110 OVERTIME PAY 15,207 22,000 22,000 22,000
61114 SNOW OT 477
61210 LONGEVITY 5,753 5,480 5,480 6,900
61410 SHIFT DIFFERENTIAL 55
61415 TERMINATION PAYOUTS 4,195
61447 OPEB EXPENSES 6,789
61510 HEALTH INSURANCE 158,322 114,000 114,000 106,620
61615 LIFE INSURANCE 255 220 220 226
61630 SHOE ALLOWANCE 1,025 1,240 1,240 1,395
61710 IMRF 46,887 60,268 60,268 59,458
61725 SOCIAL SECURITY 29,400 36,442 36,442 37,022
61730 MEDICARE 6,876 8,535 8,535 8,658
61815 IMRF PENSION CONTRIBUTIONS 8,970
62210 PRINTING 19,289
62275 POSTAGE CHARGEBACKS 200 200
62295 TRAINING & TRAVEL 149 900 400 900
62305 RENTAL OF AUTO-FLEET MAINTEN.298,071 298,071 298,071 298,071
62309 RENTAL OF AUTO REPLACEMENT 177,131 177,131 177,131 177,131
62380 COPY MACHINE CHARGES 1,326 1,326 1,326 1,326
62390 CONDOMINIUM REFUSE COLL 375,833 392,080 392,080 399,950
62405 SWANCC DISPOSAL FEES 739,789 1,000,000 800,000 1,000,000
62415 DEBRIS/REMOVAL CONTRACTUAL COS 2,215,720 2,457,276 2,277,276 2,493,000
64005 ELECTRICITY 4,356
64015 NATURAL GAS 4,060
65015 CHEMICALS 200 200 200
65020 CLOTHING 1,250 625 1,250
65055 MATER. TO MAINT. IMP.247 400 200 400
65085 MINOR EQUIPMENT & TOOLS 174 700 700 700
65090 SAFETY EQUIPMENT 182 1,000 500 1,000
65125 OTHER COMMODITIES 750 300 750
65625 FURNITURE, FIXTURE & EQUIPMENT 7,160 25,000 15,000 25,000
68310 DEBT SERVC OTHER AGENCIES 51,832 83,300 40,000 83,300
68315 DEBT SERVICE-INTEREST - - - -
7600 SOLID WASTE FUND 4,611,737 5,264,222 4,758,994 5,309,082
211 of 292
City Of Evanston
Fleet Maintenance Fund Summary (Fund #600)
Total Full-Time Equivalent Positions
Employee Status Description FY 2014
Position FTE
Full-Time Regular 1.00
Full-Time Regular 1.00
7705 Total
Full-Time Regular 8.00
Full-Time Regular 1.00
Full-Time Regular 1.00
7710 Total
Fleet Fund Total 12.00
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenues
General Fund 2,457,356 2,507,356 2,507,356 2,507,356
Library Fund 2,381 2,381 2,381 2,381
Parking Fund 21,992 21,992 21,992 21,992
Water Fund 122,751 122,751 122,751 122,751
Sewer Fund 475,800 177,729 177,729 177,729
Solid Waste Fund - 298,071 298,071 298,071
Sale of Surplus Property 472 - - -
Damage to City Property - 24,798 24,798 24,798
Additional Transfer from General Fund 600,000
Miscellaneous Revenue 48,014 10,000 10,000 10,000
Interest Income 409 1,000 1,000 1,000
Total Revenues 3,129,175 3,166,078 3,766,078 3,166,078
Expenditures
General Support 237,447 292,007 265,581 293,619
Major Maintenance 3,097,799 3,217,058 3,013,112 3,284,528
Transfer to Equipment Replacement Fund 7,858,900 - - -
Total Expenditures 11,194,146 3,509,065 3,278,693 3,578,147
Net Surplus (Deficit)(8,064,971) (342,987) 487,385 (412,069)
Beginning Fund Balance 1,639,611 (107,097) 380,288
Reclassification from Fund Balance to
Capital Assets 6,318,263 - -
Ending Fund Balance (107,097) 380,288 (31,781)
10.00
Auto Shop Supervisor
Equipment Mechanic III
Fleet Operations Coordinator
Lead Mechanic
2.00
Position Description
Fleet Services Manager
General Support
Major Maintenance
212 of 292
City Of Evanston
Fleet Maintenance Fund Summary (Fund #600)
Performance Report on FY2013 Major Program Objectives
2012 Department Initiatives
FY2014 Department Initiatives
1. Maintain the 10-year vehicle/equipment replacement and funding requirements schedule.
2. Continue to explore opportunities to "right-size" the fleet where applicable without affecting timely city
services.
3. Complete vehicle prevention and maintenance schedules at a 95% rate.
4. Provide timely repair services so as to maintain an overall downtime of less than 6% on a monthly
basis.
5. Complete training of each new employee prior to placing a new vehicle/equipment into service.
6. Provide each employee with at least one training opportunity annually to enhance technical and
interpersonal skills.
7. Expand use of fleet management software in order to improve timely customer service.
8. 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.
The vehicle replacement plan was updated to reflect current needs and reduced budget capacity. All
programmed vehicle replacements were completed prior to December 2012. Snowplows were sandblasted
and repainted as needed prior to December 2012.
The Major Maintenance Account and Sales of Surplus Vehicles accounts were moved to Equipment
Replacement Fund # 601 in FY2011 for FY2012.
The vehicle replacement plan was updated to reflect current needs and reduced budget capacity. All
programmed vehicle replacements are planned to be completed prior to December 2013
The Capital Outlay Account and Sales of Surplus Vehicles accounts were moved to Equipment Replacement
Fund # 601 in FY2011 for FY2012.
213 of 292
2012 2013 2013 2014
Actual Budget Estimate Adopted
00600 FLEET SERVICES
61010 REGULAR PAY 799,242 830,206 770,000 847,577
61110 OVERTIME PAY 38,695 33,248 27,000 33,248
61114 SNOW OT 9,385
61210 LONGEVITY 10,915 10,620 10,620 13,032
61410 SHIFT DIFFERENTIAL 32 4,856 500 2,297
61420 ANNUAL SICK LEAVE PAYOUT 2,778
61447 OPEB EXPENSES 10,236
61510 HEALTH INSURANCE 195,847 182,968 183,851 201,961
61615 LIFE INSURANCE 424 446 450 466
61625 AUTO ALLOWANCE 1,907 1,896 1,896 1,896
61626 CELL PHONE ALLOWANCE 676 672 672 672
61630 SHOE ALLOWANCE 1,859 1,550 1,500 1,550
61710 IMRF 87,605 95,266 95,266 94,667
61725 SOCIAL SECURITY 51,087 52,621 52,621 53,327
61730 MEDICARE 11,948 12,307 12,307 12,472
62205 ADVERTISING 105 7,498 250 7,498
62235 OFFICE EQUIPMENT MAINT 160 2,900 1,900 2,900
62240 AUTOMOTIVE EQMP MAINT 10,779 20,000 18,000 20,000
62245 OTHER EQMT MAINTENANCE 2,422 10,700 15,000 10,700
62275 POSTAGE CHARGEBACKS 15 200 200
62280 OVERNIGHT MAIL CHARGES 18
62295 TRAINING & TRAVEL 2,782 3,000 2,800 3,000
62315 POSTAGE 53
62340 COMPUTER LICENSE & SUPPORT 4,669 10,395 8,000 10,395
62355 LAUNDRY/OTHER CLEANING 14,221 7,000 13,500 7,000
62360 MEMBERSHIP DUES 786 1,517 1,000 1,517
62375 RENTALS 3,195 2,499 2,499
62380 COPY MACHINE CHARGES 519 519 500 519
64505 TELECOM - CARRIER LINE CHARGES 3,217 4,744 3,800 4,744
64540 TELECOMMUNICATIONS - WIRELESS 1,289 2,250 1,500 2,250
65010 BOOKS, PUBLICATIONS, MAPS 1,000 500 1,000
65015 CHEMICALS 9,764 13,000 11,000 13,000
65020 CLOTHING 750 750 750
65035 PETROLEUM PRODUCTS 970,840 1,020,000 978,500 1,020,000
65040 JANITORIAL SUPPLIES 257 667 600 667
65045 LICENSING/REGULATORY SUPP 15,180 83,300 5,700 83,300
65050 BLDG MAINTENANCE MATERIAL 1,672 1,300 8,656 33,000
65055 MATER. TO MAINT. IMP. 438 3,000 1,500 3,000
65060 MATER. TO MAINT. AUTOS 929,112 950,000 935,000 950,000
65065 TIRES & TUBES 98,276 90,000 70,000 90,000
65085 MINOR EQUIPMENT & TOOLS 12,260 19,000 15,000 19,000
65090 SAFETY EQUIPMENT 5,812 666 3,000 666
65095 OFFICE SUPPLIES 1,679 2,000 1,500 2,000
65550 AUTOMOTIVE EQUIPMENT 69
65620 OFFICE MACH. & EQUIP. 385
66020 TRANSFERS TO OTHER FUNDS 7,859,262
66025 TRAN.TO DS FUND- ERI DEBT SERV 22,274 24,054 24,054 24,927
68205 CONTINGENCIES 450 450
00600 FLEET SERVICES 11,194,146 3,509,065 3,278,693 3,578,147
214 of 292
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenues
General Fund 1,742,590 1,242,590 1,242,590 1,242,590
Library Fund 1,700 1,700 1,700 1,700
Parking Fund 30,000 30,000 30,000 30,000
Water Fund - - - -
Sewer Fund - - - -
Solid Waste Fund 177,131 177,131 177,131 177,131
Sale of Surplus Property 304,108 210,217 150,000 210,217
Bond Proceeds 1,000,000
Miscellaneous Revenue 32,898 5,000
Transfer from Fleet Fund 7,858,900 -
Total Revenues 10,147,327 1,661,638 1,606,421 2,661,638
Expenditures
Capital Outlay 1,440,911 2,400,000 1,515,000 2,494,000
Carryover Capital Outlay 218,733 200,000
Capital Leases 34,349 50,000 50,000 50,000
Total Expenditures 1,475,260 2,450,000 1,783,733 2,744,000
Net Surplus (Deficit)8,672,067 (788,362) (177,312) (82,362)
Beginning Fund Balance - 1,500,482 1,323,170
Reclassification from Fund Balance to
Capital Assets (7,171,585)
Ending Unrestricted Fund Balance 1,500,482 1,323,170 1,240,808
Description of Major Activities
City Of Evanston
Equipment Replacement Fund Summary (Fund #601)
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.
FY 2014 budgeted expenses include the payment of $200,000 in vehicles ordered in 2013 but delivered
in 2014; FY 2014 budgeted expenses include $1.5m in new vehicle expenses. FY 2013 estimated
expenses include $220,000 in vehicles ordered in 2012 but delivered in 2013.
215 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
7780 EQUIPMENT REPLACEMENT
62375 RENTALS 25,000 25,000 25,000
62402 VEHICLE LEASE CHARGES 34,349 25,000 25,000 25,000
62730 GAIN/LOSS SALE FIXED ASST
65550 AUTOMOTIVE EQUIPMENT 2,400,000 1,733,733 2,694,000
68010 DEPRECIATION EXPENSE 1,440,911 ‐ ‐ ‐
7780 EQUIPMENT REPLACEMENT 1,475,260 2,450,000 1,783,733 2,744,000
216 of 292
Total Full-Time Equivalent Positions
Employee Status Description FY 2014 Position
FTE
Risk Management
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular Safety Specialist 1.00
Full-Time Regular 1.00
7800 Total 4.00
Employee Benefits
Full-Time Regular 1.00
7801 Total 1.00
5.00
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
General Admin Contribution- General Fund 121,207 121,204 121,204 121,204
General Admin Contribution- E911 930 930 930 930
General Admin Contribution- CDBG 930 930 930 930
General Admin Contribution- E.D. 930 930 930 930
General Admin Contribution- Parking 17,032 17,032 17,032 17,032
General Admin Contribution- Water Fund 24,962 24,962 24,962 24,962
General Admin Contribution- Sewer Fund 14,385 14,385 14,385 14,385
Liability/Property Contribution- General Fund 909,150 909,150 909,150 909,150
Liability/Property Contribution- E911 6,972 6,972 6,972 6,972
Liability/Property Contribution- CDBG 6,972 6,972 6,972 6,972
Liability/Property Contribution- E.D. 6,972 6,972 6,972 6,972
Liability/Property Contribution- Parking Fund 127,731 127,731 127,731 127,731
Liability/Property Contribution- Water Fund 187,209 187,209 187,209 187,209
Liability/Property Contribution- Sewer Fund 107,887 107,887 107,887 107,887
Workers' Comp Contribution- General Fund 1,244,860 1,244,860 1,244,860 1,244,860
Workers' Comp Contribution- Library Fund 5,898 5,898 5,898 40,000
Workers' Comp Contribution- E911 9,546 9,546 9,546 9,546
Workers' Comp Contribution- CDBG 9,546 9,546 9,546 9,546
Workers' Comp Contribution- E.D. 9,546 9,546 9,546 9,546
Workers' Comp Contribution- Parking Fund 174,886 174,886 174,886 174,886
Workers' Comp Contribution- Water Fund 256,322 256,322 256,322 256,322
Workers' Comp Contribution- Sewer Fund 147,716 147,716 147,716 147,716
Subrogation Proceeds 121,394 83,300 100,000 100,000
Transfer from General Fund -
Casualty Loss Acct 200,000 - 500,000 -
Investment Income 470 41,650 - 1,000
Workers Comp & Liability - Subtotal 3,713,453 3,516,536 3,991,586 3,526,688
City of Evanston
Insurance Fund Summary (Fund #605)
Position Description
Insurance Fund Total
Assistant City Attorney
Executive Secretary (to Department Head)
Insurance Administrator
Workers' Comp and Safety Manager
217 of 292
City of Evanston
Insurance Fund Summary (Fund #605)
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Health Insurance Chargebacks- General Fund 7,602,935 8,232,350 8,232,350 8,780,657
Health Insurance Chargebacks - Library Fund 308,920 318,681 318,681 366,065
Health Insurance Chargebacks - NSP2 Fund 15,635 16,390 16,390 6,863
Health Insurance Chargebacks- E911 Fund 77,647 81,545 81,545 71,410
Health Insurance Chargebacks- CDBG 10,780 12,586 12,586 31,521
Health Insurance Chargebacks- E.D. Fund 57,886 56,081 56,081 49,098
Health Insurance Chargebacks- HOME Fund - - - 2,735
Health Insurance Chargebacks- Parking Fund 184,229 170,588 170,588 171,325
Health Insurance Chargebacks- Water Fund 561,211 596,392 596,392 616,227
Health Insurance Chargebacks- Sewer Fund 140,200 168,030 168,030 183,218
Health Insurance Chargebacks - Solid Waste 158,577 114,220 114,220 106,846
Health Insurance Chargebacks- Fleet Fund 196,271 183,414 183,414 202,427
Retiree Health Insurance Contributions 1,599,166 1,684,894 1,684,894 1,970,647
Employee Health Insurance Contributions 1,357,679 1,760,276 1,760,276 1,706,017
One Time IPBC Distribution 200,000 300,000 300,000 300,000
Health & Life insurance - Subtotal 12,471,136 13,695,447 13,695,447 14,565,056
Total Revenues 16,184,589 17,211,983 17,687,033 18,091,744
Expenditures
General Administration & Support 377,089 294,093 303,893 409,548
Auditing - 25,000 - -
Liability/Property Insurance Premiums 417,853 470,000 455,514 470,000
Liability Legal Fees 723,847 350,000 350,000 350,000
Settlement costs - Liability 1,065,006 400,000 420,000 400,000
Transfer to Debt Service to ERI 7,709 8,325 8,325 8,627
Workers' Comp Insurance Premiums 108,284 114,400 114,400 114,400
Workers' Comp Legal Fees 56,776 80,500 50,000 80,500
Workers' Comp Medical Payments 510,510 800,000 500,000 600,000
Workers' Comp Settlement Payments 1,003,026 1,100,000 1,100,000 1,100,000
Workers' Comp TPA Pymts (non specific) 121,542 145,000 110,000 125,000
Workers' Comp TTD Pymts (non sworn)1,417 - - -
Workers' Comp & Liability - Subtotal 4,393,059 3,787,318 3,412,132 3,658,075
General Administration & Support 8,951 94,093 94,093 99,805
Health Insurance Premiums 12,983,241 13,458,615 13,458,615 14,217,604
Health Insurance Opt Out Payments 51,065 84,000 60,000 91,800
Health & Life Insurance - Subtotal 13,043,257 13,636,708 13,612,708 14,409,209
Total Expenditures 17,436,316 17,424,026 17,024,840 18,067,284
Workers' Comp & Liability
Surplus (Deficit)(679,606) (270,782) 579,454 (131,387)
Health & Life Insurance Surplus (Deficit)(572,121) 58,739 82,739 155,847
Net Surplus (Deficit)(1,251,727) (212,043) 662,193 24,460
Beginning Fund Balance (6,124,772) (7,376,499) (6,714,306)
Ending Fund Balance (7,376,499) (6,714,306) (6,689,846)
218 of 292
City of Evanston
Insurance Fund Summary (Fund #605)
Description of Major Activities
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.
FY 2014 Fund 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.
Performance Report on FY 2013 Initiatives
• Worker's Compensation claims which require legal representation are still being handled by outside legal support.
• The City is continuing to encourage Pro Se settlements when possible.
• Short term goals concerning injury prevention addressed with Streets & Sanitation and Parks & Forestry at the beginning
of the year; Facilities Management and Fleet Services addressed mid-year and still in process; and, Utilities and Parking
Meter Repair to be addressed late Fall through the end of the year.
• Work continues with Facilities management to establish short and long term goals to address facility issues identified in the
2012 audit.
• City-wide Safety Committee has taken on the task of reviewing the City's Safety Manual, updating as needed .Identify and
support city-wide training needs of employees that will increase safety and reduce employee injuries.
219 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
7800 INSURANCE DEPARTMENT
61010 REGULAR PAY 314,211 275,624 285,542 362,130
61110 OVERTIME PAY 886
61210 LONGEVITY 1,513 1,783 1,783 1,840
61420 ANNUAL SICK LEAVE PAYOUT 851
61510 HEALTH INSURANCE 56,171 56,170 55,621
61615 LIFE INSURANCE 220 220 153
61625 AUTO ALLOWANCE 604 600 600 600
61710 IMRF 31,640 31,430 31,430 40,037
61725 SOCIAL SECURITY 19,177 16,771 16,771 22,132
61730 MEDICARE 4,485 3,922 3,922 5,176
62110 AUDITING 9,500 25,000
62130 LEGAL SERVICES - GENERAL 723,847 350,000 350,000 350,000
62205 ADVERTISING 51
62260 SETTLEMENT COSTS - LIABILITY 800,892 400,000 420,000 400,000
62266 TPA SERVICE CHARGES 121,542 145,000 110,000 125,000
62295 TRAINING & TRAVEL 42 417 300 416
62310 CITY WIDE TRAINING 20,000
62615 INSURANCE PREMIUM 487,186 470,000 455,514 470,000
65010 BOOKS, PUBLICATIONS, MAPS 415 415 415
65125 OTHER COMMODITIES 833 833 833
66025 TRAN.TO DS FUND- ERI DEBT SERV 7,709 8,325 8,325 8,627
66040 GENERAL ADMINIST. & SUPPORT 3,081
66044 WORKERS COMP. INSUR.PREMIUMS 108,284 114,400 114,400 114,400
66045 WORKERS COMP LEGAL FEES 56,776 80,500 50,000 80,500
66046 WORKERS COMP. MEDICAL PAYMENTS 510,510 800,000 500,000 600,000
66047 WORKERS COMP. SETTLEMENT PMNTS 1,003,026 1,100,000 1,100,000 1,100,000
66049 WORK.COMP. TTD PMNT(NON SWORN)1,417
66050 HEALTH INSURANCE PREMIUMS-PPO 9,334,174 9,540,388 9,540,388 10,144,602
66051 HEALTH INSURANCE PREMIUMS- HMO 3,824,058 3,898,227 3,898,227 4,053,002
66054 MEDICARE SUPPL.-SENIORS CHOICE 19,789 20,000 20,000 20,000
66059 HEALTH INS. OPT OUT EXPENSES 51,065 84,000 60,000 91,800
7800 INSURANCE DEPARTMENT 17,436,316 17,424,026 17,024,840 18,067,284
220 of 292
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenues:
Property Taxes 6,188,393 6,061,575 5,800,000 6,061,575
Personal Property Replacement Tax 282,000 280,000 280,000 280,000
Interest on Investment 865,981 800,000 800,000 850,000
Participants' Contribution 884,170 922,500 925,000 950,000
Unrealized Gain (Loss)2,666,737 - - -
Misc Income 184 - - -
Total Revenues 10,887,465 8,064,075 7,805,000 8,141,575
Expenditures:
Administrative Expense 86,384 154,000 50,000 154,000
Legal Fees - 50,000 50,000 50,000
Retirees Pensions 4,771,574 4,841,000 4,850,000 4,995,500
Widows' Pensions 1,068,600 1,090,000 1,040,000 1,071,200
Disability Pension 1,270,314 1,350,000 1,325,000 1,358,125
QUILDRO 79,832 75,000 90,000 90,000
Reserve for Future Pension Payment - - - -
Total Expenditures 7,276,704 7,560,000 7,405,000 7,718,825
Net Surplus (Deficit)3,610,761 504,075 400,000 422,750
Beginning Net Assets held in Trust 54,893,621 58,463,916 58,863,916
Property Tax Adjustment for GAAP Basis (40,466)
Ending Net Assets held in Trust 58,463,916 58,863,916 59,286,666
Notes on Financial Summary
$75,000 has been budgeted as a contingency for legal expenses in FY 2014.
Description of Major Activities
City of Evanston
Fire Pension Fund Summary (Fund #700)
Actual Property Tax Revenue for 2012 is calculated based on Generally Accepted Accounting Principles
(GAAP basis). Property Tax Revenues budgeted for 2013 and 2014 reflect tax levies based on an actuary
report before the loss factor. Estimated 2013 Property Tax Revenue number includes cash receipts/charges
from 2012 levy and delinquent payments received or refunds made during 2013.
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.
The City Council approved an additional $102,094 in tax levy above the Actuarial Recommendation to make
the 2013 tax levy equal to the 2012 tax levy.
221 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Adopted
8000 FIREFIGHTERS' PENSION
61755 PENSION-ADMIN. EXPENSE 86,384 204,000 100,000 204,000
61770 RETIRED EMPLOYEES PENSION 4,771,575 4,841,000 4,850,000 4,995,500
61775 WIDOWS' PENSIONS 1,068,600 1,090,000 1,040,000 1,071,200
61785 DISABILITY PENSIONS 1,270,314 1,350,000 1,325,000 1,358,125
61790 SEPARATION REFUNDS 65
61795 QILDRO'S 79,766 75,000 90,000 90,000
8000 FIREFIGHTERS' PENSION 7,276,704 7 ,560,000 7,405,000 7,718,825
222 of 292
Financial Summary
2013 2013 2014
2012 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenues:
Property Taxes 8,328,717 8,069,325 7,746,552 8,069,325
Personal Property Replacement Tax 325,000 325,000 325,000 325,000
Interest on Investment 2,839,127 2,625,000 2,625,000 2,800,000
Participants Contribution 1,654,851 1,383,750 1,350,000 1,423,000
Misc. Income 125 - - -
Unrealized Gain 4,083,715 - - -
Total Revenues 17,231,535 12,403,075 12,046,552 12,617,325
Expenditures:
Administrative Expense 55,143 250,000 225,000 250,000
Retirees' Pensions 7,303,390 7,500,769 7,700,000 8,056,000
Widows' Pensions 868,955 868,000 850,000 875,500
Disability Pension 653,322 700,000 670,000 700,000
Separation Refunds 116,538 150,000 116,600 275,000
QUILDRO 17,886 18,000 18,000 18,000
Total Expenditures 9,015,234 9,486,769 9,579,600 10,174,500
Net Surplus (Deficit) 8,216,301 2,916,306 2,466,952 2,442,825
Beginning Net Assets held in Trust 72,596,264 80,812,565 83,279,517
Ending Net Assets held in Trust 80,812,565 83,279,517 85,722,342
Notes on Financial Summary
Description of Major Activities
City of Evanston
Police Pension Fund Summary (Fund #705)
Actual Property Tax Revenue for 2012 is calculated based on Generally Accepted Accounting Principles (GAAP
basis).Property Tax Revenues budgeted for 2013 and 2014 reflect tax levies based on an actuary report before
the loss factor.Estimated 2013 Property Tax Revenue number includes cash receipts from 2012 levy and
delinquent payments received and refunds paid during 2012.
Every Illinois municipality of not less than 5,000 and not more than 500,000 people must have a Police Pension
Fund as prescribed in 40ILCS 5/3-101.
2014 employee contributions are increased by 3%over 2013 estimates and include the addition of two new
sworn staff for 2014.
The City Council approved an additional $35,401 in tax levy above the Actuarial Recommendation to make the
2013 tax levy equal to the 2012 tax levy.
223 of 292
2012
Actual
2013
Budget
2013
Estimate
2014
Proposed
8100 POLICEMENS' PENSION
61755 PENSION-ADMIN. EXPENSE 277,747 250,000 225,000 250,000
61770 RETIRED EMPLOYEES PENSION 7,303,390 7,500,769 7,700,000 8,056,000
61775 WIDOWS' PENSIONS 868,955 868,000 850,000 875,500
61785 DISABILITY PENSIONS 653,322 850,000 786,600 975,000
61790 SEPARATION REFUNDS 116,538
61795 QILDRO'S 17,886 18,000 18,000 18,000
8100 POLICEMENS' PENSION 9,237,838 9,486,769 9,579,600 10,174,500
224 of 292
PART V
POSITION INFORMATION
225 of 292
City of Evanston
All Funds Position Charts
Positons - All Funds
Last Five Fiscal Years
City Council
0.12%City Clerk
0.27%
City Manager's Office
1.62%
Law
0.87%Administrative Services
6.09%
Community & Economic
Development
2.58%
Police
28.21%Fire
13.67%
Health
2.62%
Public Works
13.48%
Parks, Rec. & Community
Services
8.67%
Library Fund
7.84%
Neighborhood
Stabilization Program II
0.16%
Emergency Telephone
System
0.62%
CDBG
0.32%
Economic Development
0.78%
Home Fund
0.03%
Parking System Fund
1.93%
Water Fund
5.28%
Sewer Fund
1.62%
Solid Waste Fund
1.12%
Fleet Service Fund
1.49%
Insurance Fund
0.62%
797.83
793.37 793.17
789.47
804.78
780.00
785.00
790.00
795.00
800.00
805.00
810.00
FY 2010-11 FY 2011 FY 2012 FY 2013 FY 2014
Po
s
i
t
i
o
n
s
226 of 292
City of Evanston
General Fund Position Charts
City Council
0.16%
City Clerk
0.35%
City Manager's
Office
2.07%
Law
1.11%
Administrative
Services
7.79%
Community &
Economic
Development
3.30%
Police
36.08%
Fire
17.48%
Health
3.35%
Public Works
17.24%
Parks, Rec. &
Community
Services
11.08%
698.03
682.87
624.26 621.68 629.24
-
100.00
200.00
300.00
400.00
500.00
600.00
700.00
800.00
900.00
FY 2010-11 FY 2011 FY 2012 FY 2013 FY 2014
Po
s
i
t
i
o
n
s
Fiscal Year
Positions - General Fund Only
Last Five Fiscal Years
227 of 292
FULL-TIME EQUIVALENT TOTALS
Current Fiscal Year + Last Four Fiscal Years
FY13-FY14
DEPARTMENT / DIVISION SUMMARY 2010-11 FY 2011 FY 2012 FY 2013 FY 2014 Difference
1300 City Council 1.00 1.00 1.00 1.00 1.00 0.00
1400 City Clerk 1.00 1.00 1.80 2.20 2.20 0.00
1505 City Manager's Office 4.70 6.00 6.00 6.00 5.00 (1.00)
1510 Citizen Engagement 7.00 4.00 5.00 5.00 6.00 1.00
1535 Sustainability Grant 1.00 1.00 1.00 1.00 1.00 0.00
1580 Community Arts 0.00 0.00 0.00 0.00 1.00 1.00
Subtotal City Manager's Office 12.70 11.00 12.00 12.00 13.00 1.00
1705 Law Department 8.00 7.00 7.00 7.00 7.00 0.00
1905 Administration General Support 4.00 4.00 4.00 4.00 4.00 0.00
1910 Revenue Division 5.00 5.00 4.00 4.00 4.00 0.00
1915 Payroll 2.50 2.50 2.50 2.50 2.50 0.00
1920 Accounting 6.50 6.50 6.50 6.50 6.50 0.00
1925 Purchasing and Accounts Payable 2.50 2.50 2.60 3.00 3.00 0.00
1929 Human Resources Division 5.00 5.00 5.00 5.00 6.00 1.00
1932 Information Systems 14.00 13.00 11.50 10.50 11.00 0.50
1941 Parking Enforcement & Tickets 14.00 12.00 12.00 12.00 12.00 0.00
Subtotal Administrative Services 53.50 50.50 48.10 47.50 49.00 1.50
2101 Community Development Admin 1.00 1.00 2.00 1.75 1.75 0.00
2105 Planning & Support 8.00 8.00 7.00 6.00 6.00 0.00
2115 Housing Code Compliance 7.00 7.00 7.00 0.00 0.00 0.00
2120 Housing Rehabilitation 3.00 3.00 1.60 1.60 1.60 0.00
2126 Building Inspection Services 8.00 8.00 9.40 11.40 11.40 0.00
2127 Community Intervention Services 1.00 1.00 0.00 0.00 0.00 0.00
2130 Building & Zoning 0.00 0.00 0.00 0.00 0.00 0.00
2135 Economic Development 3.00 1.00 0.00 0.00 0.00 0.00
31.00 29.00 27.00 20.75 20.75 0.00
2205 Police Administration 2.00 2.00 2.00 2.00 3.00 1.00
2210 Patrol Operations 95.00 103.00 103.00 102.00 103.00 1.00
2215 Criminal Investigation 18.00 16.00 16.00 15.00 15.00 0.00
2225 Social Services Bureau 4.00 4.00 4.00 4.00 5.00 1.00
2230 Juvenile Bureau 11.00 10.00 10.00 9.00 9.00 0.00
2235 School Liaison 3.00 3.00 3.00 3.00 3.00 0.00
2240 Police Records 7.00 6.00 7.00 7.00 7.00 0.00
2245 Communications Bureau 14.00 14.00 14.00 14.00 14.00 0.00
2250 Service Desk Bureau 18.00 18.00 19.00 19.00 19.00 0.00
2251 Public Information 0.00 9.50 9.50 8.50 8.50 0.00
2255 Office of Professional Standards 3.00 3.00 3.00 3.00 3.00 0.00
2260 Office of Administration 3.00 2.00 2.00 3.00 3.00 0.00
2265 Neighborhood Enforcement Team (N.E.T.)18.00 15.00 14.00 15.00 15.00 0.00
2270 Traffic Bureau 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 0.00
2280 Animal Control Bureau 2.50 2.50 2.50 2.50 2.50 0.00
2285 Problem Solving Team 7.00 7.00 7.00 8.00 8.00 0.00
Subtotal Police 214.50 224.00 225.00 224.00 227.00 3.00
2305 Fire Management and Support 3.00 3.00 3.00 3.00 3.00 0.00
2310 Fire Prevention 5.00 4.00 4.00 4.00 4.00 0.00
2315 Fire Suppression 102.00 103.00 103.00 103.00 103.00 0.00
Subtotal Fire 110.00 110.00 110.00 110.00 110.00 0.00
2407 Health Services Administration 2.10 2.00 2.00 2.00 2.00 0.00
2425 Dental Services 4.00 2.80 2.80 0.00 0.00 0.00
GENERAL FUND DEPARTMENTS
Subtotal Community & Economic Development
228 of 292
FULL-TIME EQUIVALENT TOTALS
Current Fiscal Year + Last Four Fiscal Years
FY13-FY14
DEPARTMENT / DIVISION SUMMARY 2010-11 FY 2011 FY 2012 FY 2013 FY 2014 Difference
2435 Food and Environmental Health 7.80 7.10 8.90 12.90 14.10 1.20
2440 Vital Records 2.40 2.00 2.00 2.00 2.00 0.00
2455 Mental Health Administration 2.00 2.00 2.00 3.00 3.00 0.00
2530 Commission on Aging 0.00 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 0.00
2541 Youth Engagement Division 0.00 0.00 0.00 0.00 0.00 0.00
2550 Human Relations Commission 0.00 0.00 0.00 0.00 0.00 0.00
Subtotal Health & Human Services 18.30 15.90 17.70 19.90 21.10 1.20
2605 Director of Public Works 2.00 2.00 2.00 3.00 4.25 1.25
2610 Municipal Service Center 2.00 2.00 2.00 2.00 2.00 0.00
2620 E.D.O.T. Administration 1.00 1.00 1.00 1.00 4.50 3.50
2625 City Engineer 8.00 6.00 6.00 7.00 8.00 1.00
2630 Traffic Engineering 4.50 4.50 4.50 3.50 2.50 (1.00)
2640 Traffic Signals & Streetlight Maint.4.00 4.00 4.00 4.00 4.00 0.00
2650 Parks and Forestry Administration 0.00 0.00 0.00 0.00 3.50 3.50
2655 Parks & Forestry Maint. and Operations 0.00 0.00 0.00 0.00 31.00 31.00
2665 Operations and Maintenance Administration 6.00 5.75 5.75 4.75 4.50 (0.25)
2670 Street and Alley Maintenance 17.00 20.00 20.00 22.50 23.00 0.50
2675 Business District - Park Maintenance 5.00 4.00 4.00 2.50 5.00 2.50
2677 Facilities 0.00 0.00 0.00 0.00 16.20 16.20
2685 Refuse Collection and Disposal 10.75 0.00 0.00 0.00 0.00 0.00
2695 Yard Waste Collection and Disposal 2.00 0.00 0.00 0.00 0.00 0.00
2697 Facilities Administration 0.00 0.00 0.00 0.00 0.00 0.00
2699 Construction and Repair 0.00 0.00 0.00 0.00 0.00 0.00
Subtotal Public Works 62.25 49.25 49.25 50.25 108.45 58.20
3005 Recreation Mgt. & General Support 3.00 3.00 2.00 2.00 2.00 0.00
3010 Recreation Business and Fiscal Mgt.3.00 3.00 3.00 3.00 3.00 0.00
3015 Communications & Marketing Serv.1.75 1.00 0.00 0.00 0.00 0.00
3020 Recreation General Support 1.00 1.00 1.00 1.00 1.00 0.00
3030 Robert Crown Community Center 8.40 8.70 8.70 8.70 8.56 (0.14)
3035 Chandler Community Center 5.00 5.83 5.83 5.83 5.83 0.00
3040 Fleetwood-Jourdain Community Ctr.6.00 6.75 6.75 6.75 6.75 0.00
3045 Fleetwood-Jourdain Comm. Theater 1.00 1.00 1.00 1.00 1.00 0.00
3055 Levy Senior Center 9.05 8.83 8.83 12.01 12.01 0.00
3080 Beaches 1.25 1.25 1.25 1.25 1.25 0.00
3085 Recreation Facility Maintenance 6.00 6.00 5.00 5.00 0.00 (5.00)
3095 Crown Ice Rink 7.65 7.01 7.01 7.00 7.00 0.00
3100 Sports Leagues 0.05 0.45 0.55 0.55 0.55 0.00
3110 Tennis 0.40 0.40 0.40 0.40 0.40 0.00
3130 Special Recreation 2.00 2.46 2.71 2.71 2.71 0.00
3140 Bus Program 0.75 1.15 1.15 1.15 1.15 0.00
3150 Park Service Unit 1.75 1.45 1.45 1.45 1.45 0.00
3205 Community Relations 2.00 2.00 0.00 0.00 0.00 0.00
3210 Commission On Aging 1.50 1.90 1.50 0.00 0.00 0.00
3215 Youth Engagement 1.00 1.00 4.00 4.00 5.00 1.00
3505 Parks and Forestry General Support 3.00 3.00 2.00 2.00 0.00 (2.00)
3510 Horticulture Maintenance 13.00 13.00 13.00 13.00 0.00 (13.00)
3515 Maintenance of Parkway Trees 9.50 8.50 8.50 8.50 0.00 (8.50)
3520 Dutch Elm Disease Control 7.25 7.25 7.25 7.25 0.00 (7.25)
3525 Tree Planting 2.25 2.25 2.25 2.25 0.00 (2.25)
3605 Ecology Center 4.05 3.77 3.77 3.77 3.77 0.00
3700 Arts Council 0.80 0.80 0.00 0.00 0.00 0.00
3710 Noyes Cultural Arts Center 4.25 4.31 3.31 3.31 3.31 0.00
3720 Cultural Arts Programs 1.80 1.80 3.00 3.00 3.00 0.00
3805 Facilities Administration 2.00 2.00 2.00 2.00 0.00 (2.00)
3806 Civic Center Services 2.20 2.20 2.20 2.20 0.00 (2.20)
3807 Construction & Repair 16.00 16.00 16.00 16.00 0.00 (16.00)
128.65 129.06 125.41 127.08 69.74 (57.34)
TOTAL - GENERAL FUND 698.03 627.71 624.26 621.68 629.24 7.56
Subtotal Parks, Recreation & Comm. Services
229 of 292
FULL-TIME EQUIVALENT TOTALS
Current Fiscal Year + Last Four Fiscal Years
FY13-FY14
DEPARTMENT / DIVISION SUMMARY 2010-11 FY 2011 FY 2012 FY 2013 FY 2014 Difference
4805 Children's Services 8.38 8.38 10.71 11.24 11.88 0.64
4806 Adult Services 16.31 16.37 15.39 13.86 14.53 0.67
4808 Neighborhood Services 0.00 2.64 0.00 0.00 0.00 0.00
4820 Circulation 14.76 14.51 14.44 14.44 13.31 (1.13)
4825 North Branch 2.64 0.00 2.64 2.64 5.49 2.85
4830 South Branch 1.39 0.00 0.00 0.00 0.00 0.00
4835 Technical Services 5.61 5.61 5.61 5.61 5.75 0.14
4840 Library Maintenance 3.00 3.00 3.00 3.00 5.31 2.31
4845 Library Administration 5.04 4.65 4.59 5.59 6.86 1.27
Subtotal Library Fund 57.13 55.16 56.38 56.38 63.13 6.75
5005 Neighborhood Stabilization Program 2 0.00 1.00 2.00 2.66 1.31 (1.35)
5150 Emergency Telephone System 5.00 5.00 5.00 5.00 5.00 0.00
5220 Community Develop. Block Grant (CDBG)2.00 2.00 1.53 1.50 2.60 1.10
5300 Economic Development Fund 5.30 5.00 7.00 6.25 6.25 0.00
5430 Home Fund 0.00 0.00 0.00 0.00 0.25 0.25
5999 Capital Projects Fund 0.00 1.00 0.00 0.00 0.00 0.00
7005 Parking System Management 6.50 6.50 6.50 6.50 6.50 0.00
7015 Parking Lots and Meters 8.00 8.00 8.00 8.00 8.00 0.00
7037 Maple Avenue Garage 1.00 1.00 1.00 1.00 1.00 0.00
Subtotal Parking Systems 15.50 15.50 15.50 15.50 15.50 0.00
7100 Water General Support 4.00 4.00 5.00 5.00 5.50 0.50
7105 Water Pumping 11.00 11.00 11.00 11.00 11.00 0.00
7110 Water Filtration 14.00 14.00 14.00 14.00 14.00 0.00
7115 Water Distribution 11.00 11.00 10.50 10.50 10.00 (0.50)
7120 Water Meter Maintenance 3.00 2.00 2.00 2.00 2.00 0.00
Subtotal Water 43.00 42.00 42.50 42.50 42.50 0.00
7400 Sewer Maintenance 14.00 13.00 13.00 13.00 13.00 0.00
7600 Solid Waste 0.00 10.00 10.00 9.00 9.00 0.00
7705 Fleet Services General Support 2.00 2.00 2.00 2.00 2.00 0.00
7710 Major Maintenance 10.00 10.00 10.00 10.00 10.00 0.00
Subtotal Fleet Service 12.00 12.00 12.00 12.00 12.00 0.00
7800 Insurance Fund 3.00 4.00 4.00 4.00 5.00 1.00
TOTAL - OTHER FUNDS 99.80 110.50 112.53 111.41 112.16 0.75
GRAND TOTAL - ALL FUNDS 797.83 793.37 793.17 789.47 804.78 15.31
OTHER FUNDS
230 of 292
Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
1300 CITY COUNCIL
1000 Mayor 0.00 0.00 0.00
1001 Alderman 0.00 0.00 0.00
1491 Mayor's Assistant 1.00 1.00 0.00
1300 CITY COUNCIL TOTAL 1.00 1.00 0.00
1400 CITY CLERK
1002 City Clerk 0.00 0.00 0.00
1170 Deputy City Clerk 1.40 1.40 0.00
1497 Mailroom Attendant 0.80 0.80 0.00
1400 CITY CLERK TOTAL 2.20 2.20 0.00
LEGISLATIVE 3.20 3.20 0.00
1505 CITY MANAGER
1003 City Manager 1.00 1.00 0.00
1198 Executive Assistant 1.00 1.00 0.00
1237 Management Analyst/Volunteer Coord.1.00 0.00 -1.00 Position reclassified to Arts Design
Coordinator in Business Unit (BU) 1510.
1452 Administrative Secretary 1.00 1.00 0.00
1484 Local Government Mgt. Fellow 1.00 1.00 0.00
1507 Deputy City Manager 1.00 1.00 0.00
1505 CITY MANAGER TOTAL 6.00 5.00 -1.00
1510 CITIZEN ENGAGEMENT
1155 Community Information Coordinator 1.00 0.00 -1.00 Position reclassified to Citizen
Engagement Specialist.
1281 Public Information Specialist 1.00 0.00 -1.00 Position reclassified to Citizen
Engagement Specialist.
1469 Web Communications Coordinator 1.00 1.00 0.00
1501 Citizen Engagement Coordinator 1.00 1.00 0.00
1506 Citizen Engagement Division Manager 1.00 1.00 0.00
Citizen Engagement Specialist 0.00 2.00 2.00
Positions reclasified from Community
Information Coordinator and Public
Information Specialist.
Arts Design Coordinator 0.00 1.00 1.00 Position reclassified from Management
Analyst in BU 1510.
1510 CITIZEN ENGAGEMENT TOTAL 5.00 6.00 1.00
1535 SUSTAINABILITY
1417 Sustainable Programs Coordinator 1.00 1.00 0.00
1535 SUSTAINABILITY TOTAL 1.00 1.00 0.00
1580 COMMUNITY ARTS
Cultural Arts Coordinator 0.00 1.00 1.00 Position added.
1580 COMMUNITY ARTS TOTAL 0.00 1.00 1.00
CITY ADMINISTRATION 12.00 13.00 1.00
1705 LEGAL ADMINISTRATION
1024 Admin Adjudication Manager 1.00 1.00 0.00
1108 Admin. Adjudication Aide 1.00 1.00 0.00
1205 Executive Secretary (to Dept. Head)1.00 1.00 0.00
1455 Deputy City Attorney 0.00 1.00 1.00 Promotion from Assistant City.
Attorney II
1457 City Attorney 1.00 1.00 0.00
1489 Assistant City Attorney II 3.00 2.00 -1.00 Promotion to Deputy City Attorney.
1705 LEGAL ADMINISTRATION TOTAL 7.00 7.00 0.00
LAW DEPARTMENT 7.00 7.00 0.00
231 of 292
Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
1905 ADMINISTRATION GENERAL SUPPORT
1109 Administrative Secretary 1.00 1.00 0.00
1237 Management Analyst 1.00 1.00 0.00
1463 Senior Management Analyst 1.00 1.00 0.00
1490 Assistant City Manager/Chief Financial
Officer 1.00 1.00 0.00
1905 ADMINISTRATION GENERAL SUPPORT TOTAL 4.00 4.00 0.00
1910 REVENUE DIVISION
1045 License and Measure Inspector 1.00 1.00 0.00
1482 Customer Service Representative 3.00 3.00 0.00
1910 REVENUE DIVISION TOTAL 4.00 4.00 0.00
1915 PAYROLL
1260 Payroll Manager 1.00 1.00 0.00
1453 Payroll/Pension Administrator 1.50 1.50 0.00
1915 PAYROLL TOTAL 2.50 2.50 0.00
1920 ACCOUNTING
1101 Accounting Manager 1.00 1.00 0.00
1103 Accounts Payable Coordinator 1.00 1.00 0.00
1302 Senior Accountant 3.00 3.00 0.00
1453 Payroll Pension Administrator 0.50 0.50 0.00
1474 Finance Manager 1.00 1.00 0.00
1920 ACCOUNTING TOTAL 6.50 6.50 0.00
1925 PURCHASING
1109 Administrative Secretary 1.00 0.00 -1.00 Position reclassified to Purchasing
Specialist.
1175 Purchasing Manager 1.00 1.00 0.00
1289 Purchasing Specialist 1.00 2.00 1.00 Position reclassified from Administrative
Secretary.
1925 PURCHASING TOTAL 3.00 3.00 0.00
1929 HUMAN RESOURCES DIVISION
1217 Human Resources Assistant 2.00 2.00 0.00
1218 Human Resources Specialist 2.00 3.00 1.00 Position added.
1471 Human Resources Division Manager 1.00 1.00 0.00
1929 HUMAN RESOURCES DIVISION TOTAL 5.00 6.00 1.00
1932 INFORMATION SYSTEMS
1166 Database Administrator 1.00 1.00 0.00
1211 GIS Analyst 1.50 2.00 0.50 .5 FTE transferred from BU 7115.
1242 Network Administrator 2.00 2.00 0.00
1276 Programmer Analyst 1.00 1.00 0.00
1325 Tech Support Specialist I 2.00 2.00 0.00
1479 IT Division Manager 1.00 1.00 0.00
1481 Applications and Development Mgr.1.00 1.00 0.00
1485 Tech Support Supervisor 1.00 1.00 0.00
1932 INFORMATION SYSTEMS TOTAL 10.50 11.00 0.50
1941 PARKING ENFORCEMENT & TICKETS
1252 Parking Enforcement Officer 10.00 10.00 0.00
1255 Parking Operations Clerk 1.00 1.00 0.00
1291 Parking Enforcement Coordinator 1.00 1.00 0.00
1941 PARKING ENFORCEMENT & TICKETS TOTAL 12.00 12.00 0.00
ADMINISTRATIVE SERVICES DEPARTMENT 47.50 49.00 1.50
232 of 292
Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
2101 COMMUNITY DEVELOPMENT ADMINISTRATION
1004 Director, Community Development 0.75 0.75 0.00
1237 Management Analyst 1.00 1.00 0.00
2101 COMMUNITY DEVELOPMENT ADMINISTR. TOTAL 1.75 1.75 0.00
2105 PLANNING & SUPPORT SERVICES
1120 Planning and Zoning Administrator 1.00 1.00 0.00
1199 Exec Secretary (non-Dept Head)1.00 1.00 0.00
1215 Housing Planner 1.00 0.00 -1.00 .75 FTE transferred to BU 5220;
.25 FTE transferred to BU 5430.
1241 Neighborhood and Land Use Planner 0.00 1.00 1.00 .25 FTE transferred from BU 5005;
.75 FTE transferred from BU 5220.
1304 Senior Planner 1.00 1.00 0.00
1346 Zoning Officer 1.00 1.00 0.00
1347 Zoning Planner 1.00 1.00 0.00
2105 PLANNING & SUPPORT SERVICES TOTAL 6.00 6.00 0.00
2120 HOUSING REHABILITATION
1158 Construc Rehabilitation Spec 1.00 1.00 0.00
1482 Customer Service Representative 0.00 0.60 0.60
1509 Permits-Licensing Coordinator 0.60 0.00 -0.60
2120 HOUSING REHABILITATION TOTAL 1.60 1.60 0.00
2126 BUILDING INSPECTION SERVICES
1187 Electrical Inspector II 1.00 1.00 0.00
1270 Plumbing/Mechanical Inspector 2.00 2.00 0.00
1310 Sign Inspector/Graffiti Tech 1.00 1.00 0.00
1314 Struct Inspec/Plan Examiner 1.00 1.00 0.00
1420 Plan Review/Permits Supervisor 1.00 1.00 0.00
1427 Building Construction Insp. Supervisor 1.00 1.00 0.00
1482 Customer Service Representative 3.00 3.40 0.40
1 position transferred to BU 2435 and 1
position added. 0.4 FTE reclass from
Permit-Licensing Coordinator
1486 Build/Insp Serv. Division Manager 1.00 1.00 0.00
1509 Permits-Licensing Coordinator 0.40 0.00 -0.40 Reclass to Customer Service Rep.
2126 BUILDING INSPECTION SERVICES TOTAL 11.40 11.40 0.00
COMMUNITY DEVELOPMENT DEPARTMENT 20.75 20.75 0.00
2205 POLICE ADMINISTRATION
1109 Administrative Secretary 1.00 1.00 0.00
1140 Chief of Police 1.00 1.00 0.00
1234 Police Commander 0.00 1.00 1.00 Position added.
2205 POLICE ADMINISTRATION TOTAL 2.00 3.00 1.00
2210 PATROL OPERATIONS
1234 Police Commander 3.00 3.00 0.00
1246 Police Officer 87.00 87.00 0.00
1307 Police Sergeant 11.00 12.00 1.00 Position added.
1360 Deputy Chief 1.00 1.00 0.00
2210 PATROL OPERATIONS TOTAL 102.00 103.00 1.00
2215 CRIMINAL INVESTIGATION
1234 Police Commander 1.00 1.00 0.00
1246 Police Officer 11.00 11.00 0.00
1307 Police Sergeant 2.00 2.00 0.00
1360 Deputy Chief 1.00 1.00 0.00
2215 CRIMINAL INVESTIGATION TOTAL 15.00 15.00 0.00
2225 SOCIAL SERVICES BUREAU
1334 Victim Advocate 2.00 3.00 1.00 Position added.
1345 Youth Advocate 2.00 2.00 0.00
2225 SOCIAL SERVICES BUREAU TOTAL 4.00 5.00 1.00
233 of 292
Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
2230 JUVENILE BUREAU
1234 Police Commander 1.00 1.00 0.00
1246 Police Officer 7.00 7.00 0.00
1307 Police Sergeant 1.00 1.00 0.00
2230 JUVENILE BUREAU TOTAL 9.00 9.00 0.00
2235 SCHOOL LIAISON
1246 Police Officer 3.00 3.00 0.00
2235 SCHOOL LIAISON TOTAL 3.00 3.00 0.00
2240 POLICE RECORDS
1007 Dir, Police Records Bureau 1.00 1.00 0.00
1290 Records Input Operator 4.00 4.00 0.00
1296 Review Officer 2.00 2.00 0.00
2240 POLICE RECORDS TOTAL 7.00 7.00 0.00
2245 COMMUNICATIONS
1327 Telecommunicator 14.00 14.00 0.00
2245 COMMUNICATIONS TOTAL 14.00 14.00 0.00
2250 SERVICE DESK
1161 Court Liaison 1.00 1.00 0.00
1163 Custodian I 1.00 1.00 0.00
1237 Management Analyst 1.00 1.00 0.00
1279 Property Officer 1.00 1.00 0.00
1324 Service Desk Officer II 12.00 12.00 0.00
1360 Deputy Chief 1.00 1.00 0.00
1413 Service Desk Supervisor 1.00 1.00 0.00
1496 311 Supervisor 1.00 1.00 0.00
2250 SERVICE DESK TOTAL 19.00 19.00 0.00
2251 PUBLIC INFORMATION
1493 Service Desk Officer I 8.50 8.50 0.00
2251 PUBLIC INFORMATION TOTAL 8.50 8.50 0.00
2255 OFFICE OF PROFESSIONAL STANDARDS
1199 Exec Secretary (non-Dept Head)1.00 1.00 0.00
1234 Police Commander 1.00 1.00 0.00
1307 Police Sergeant 1.00 1.00 0.00
2255 OFFICE OF PROFESSIONAL STANDARDS TOTAL 3.00 3.00 0.00
2260 OFFICE OF ADMINISTRATION
1237 Management Analyst 1.00 1.00 0.00
1430 Administrative Coordinator 1.00 1.00 0.00
----Training Coordinator 1.00 1.00 0.00
2260 OFFICE OF ADMINISTRATION TOTAL 3.00 3.00 0.00
2265 NEIGHBORHOOD ENFORCEMENT TEAM
1234 Police Commander 1.00 1.00 0.00
1246 Police Officer 12.00 12.00 0.00
1307 Police Sergeant 2.00 2.00 0.00
2265 NEIGHBORHOOD ENFORCEMENT TEAM TOTAL 15.00 15.00 0.00
2270 TRAFFIC BUREAU
1246 Police Officer 6.00 6.00 0.00
1307 Police Sergeant 1.00 1.00 0.00
1391 Towing Coordinator 1.00 1.00 0.00
2270 TRAFFIC BUREAU TOTAL 8.00 8.00 0.00
2275 COMMUNITY STRATEGIC BUREAU
1362 Crime Analyst 1.00 1.00 0.00
2275 COMMUNITY STRATEGIC BUREAU TOTAL 1.00 1.00 0.00
234 of 292
Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
2280 ANIMAL CONTROL
1134 Animal Control Warden 1.00 1.00 0.00
1139 Chief Animal Warden 1.00 1.00 0.00
1401 PT Animal Warden 0.50 0.50 0.00
2280 ANIMAL CONTROL TOTAL 2.50 2.50 0.00
2285 PROBLEM SOLVING TEAM
1234 Police Commander 1.00 1.00 0.00
1246 Police Officer 7.00 7.00 0.00
2285 PROBLEM SOLVING TEAM TOTAL 8.00 8.00 0.00
POLICE DEPARTMENT 224.00 227.00 3.00
2305 FIRE MANAGEMENT & SUPPORT
1148 Clerk II 1.00 1.00 0.00
1207 Fire Chief 1.00 1.00 0.00
1237 Management Analyst 1.00 1.00 0.00
2305 FIRE MANAGEMENT & SUPPORT TOTAL 3.00 3.00 0.00
2310 FIRE PREVENTION
1180 Division Chief, Fire 1.00 1.00 0.00
1206 Fire Captain 2.00 2.00 0.00
9999 Fire Plan Reviewer 1.00 1.00 0.00
2310 FIRE PREVENTION TOTAL 4.00 4.00 0.00
2315 FIRE SUPPRESSION
1180 Division Chief, Fire 2.00 2.00 0.00
1206 Fire Captain 24.00 24.00 0.00
1208 Firefighter 74.00 74.00 0.00
1309 Shift Chief, Fire 3.00 3.00 0.00
2315 FIRE SUPPRESSION TOTAL 103.00 103.00 0.00
FIRE DEPARTMENT 110.00 110.00 0.00
2407 HEALTH SERVICES ADMINISTRATION
1173 Director, Health 1.00 1.00 0.00
1205 Exec Secretary (to Dept. Head)1.00 1.00 0.00
2407 HEALTH SERVICES ADMINISTRATION TOTAL 2.00 2.00 0.00
2435 FOOD AND ENVIRONMENTAL HEALTH
1190 Environmental Health Practitioner 4.00 3.00 -1.00 1 position reclassified to Field Staff
Supervisor.
1277 Property Maint Inspector I 4.00 4.00 0.00
1300 Secretary II 1.00 1.00 0.00
1313 Communicable Dis Surv Specialist 1.00 1.00 0.00
1375 Medical Director 0.10 0.10 0.00
1434 Emergency Response Coordinator 0.80 1.00 0.20 Position increased by .2 FTE.
1447 Health License Coordinator 1.00 1.00 0.00
1482 Customer Service Representative 0.00 1.00 1.00 Positions transferred from BU 2126.
1517 Assistant Health Director 1.00 1.00 0.00
Field Staff Supervisor 0.00 1.00 1.00 Position reclassified from Environmental
Health Practitioner.
2435 FOOD AND ENVIRONMENTAL HEALTH TOTAL 12.90 14.10 1.20
2440 VITAL RECORDS
1149 Clerk III 1.00 1.00 0.00
1150 Clerk Typist I 1.00 1.00 0.00
2440 VITAL RECORDS TOTAL 2.00 2.00 0.00
235 of 292
Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
2455 COMMUNITY HEALTH PROGRAM ADMINISTRATION
1199 Exec Secretary (non Dept. Head)1.00 0.00 -1.00 Position reclassified to Secretary II
1300 Secretary II 0.00 1.00 1.00 Position reclassified from Exec.
Secretary.
1237 Management Analyst 1.00 1.00 0.00
1520 Public Health Educator 1.00 1.00 0.00
2455 COMMUNITY HEALTH PROGRAM ADMINISTR. TOTAL 3.00 3.00 0.00
HEALTH DEPARTMENT 19.90 21.10 1.20
2605 DIRECTOR OF PUBLIC WORKS
1148 PT Clerk (was Exec. Sec non-DH)0.00 0.75 0.75 Position transferred from BU 2665.
1174 Director, Public Works 1.00 1.00 0.00
1205 Exec Secretary (to Dept. Head)1.00 1.00 0.00
1429 Business Office Coordinator 1.00 1.00 0.00
1519 Special Projects Assistant 0.00 0.50 0.50 .5 FTE transferred from BU 2665.
2605 DIRECTOR OF PUBLIC WORKS TOTAL 3.00 4.25 1.25
2610 MUNICIPAL SERVICE CENTER
1163 Custodian I 1.00 1.00 0.00
1321 Service Center Coordinator 1.00 1.00 0.00
2610 MUNICIPAL SERVICE CENTER TOTAL 2.00 2.00 0.00
2620 INFRASTRUCTURE & ENGINEERING ADMINISTRATION
1303 Senior Engineer 0.00 0.00 0.00
Position transferred from BU 2625 and
reclassified to Senior Project Manager,
Construction/Design.
1306 Senior Traffic Engineer 0.00 0.00 0.00
Position transferred from BU 2630 and
reclassified to Senior Project Manager,
Traffic/ROW Permits.
1466 City Engineer 1.00 0.00 -1.00
Position reclassified to Assistant Director
of Public Works - Engineering &
Infrastructure.
1519 Special Projects Assistant 0.00 0.50 0.50 .5 FTE transferred from BU 3805.
Assistant Director of Public Works -
Engineering & Infrastucture 0.00 1.00 1.00 Position reclassified from City Engineer.
Senior Project Manager 0.00 1.00 1.00
Position transferred from BU 3505 and
reclassified from Assistant
Superintendent.
Senior Project Manager,
Construction/Design 0.00 1.00 1.00 Position reclassified from Senior
Engineer in BU 2625.
Senior Project Manager, Traffic/ROW
Permits 0.00 1.00 1.00 Position reclassified from Senior Traffic
Engineer in BU 2630.
2620 INFRASTRUCTURE & ENGINEERING ADMIN.1.00 4.50 3.50
2625 ENGINEERING
1145 Civil Engineer II 2.00 2.00 0.00
1146 Civil Engineer III 1.00 1.00 0.00
1189 Engineering Associate II 2.00 2.00 0.00
1303 Senior Engineer 1.00 0.00 -1.00 Position transferred to BU 2620.
1351 ADA/CIP Project Manager 0.00 1.00 1.00 Position transferred from BU 3805.
1468 Architect / Project Manager 0.00 1.00 1.00 Position transferred from BU 3805.
1475 Construction Inspector 1.00 1.00 0.00
2625 ENGINEERING TOTAL 7.00 8.00 1.00
2630 TRAFFIC ENGINEERING
1145 Civil Engineer II 1.00 1.00 0.00
1306 Senior Traffic Engineer 1.00 0.00 -1.00 Position transferred to BU 2620.
1329 Traffic Engineering Technician 0.50 0.50 0.00
1483 Traffic Operations Manager 1.00 0.00 -1.00 Position reclassified to Building
Supervisor.
Building Supervisor 0.00 1.00 1.00 Position reclassified from Traffic
Operations Manager.
2630 TRAFFIC ENGINEERING TOTAL 3.50 2.50 -1.00
236 of 292
Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
2640 TRAFFIC SIGNAL & STREET LIGHT MAINTENANCE
1224 Traffic Electrician Leader 1.00 1.00 0.00
1330 Traffic Electrician 3.00 3.00 0.00
2640 TRAFFIC SIGNAL & STREET LIGHT MAINT. TOTAL 4.00 4.00 0.00
2650 PARKS & FORESTRY ADMINISTRATION
1113 Arborist 0.00 1.00 1.00
.5 FTE transferred from BU 3515;
.25 FTE transferred from BU 3520;
.25 FTE transferred from BU 3525.
1316 Superintendent, Parks/For/FM 0.00 0.00 0.00 Position reclassified to Assistant Director
of Public Works - Forestry.
1320 Supervisor, Sports/Rec. Maintenance 0.00 0.00 0.00 Position transferred from BU 3085 and
reclassified to Greenway Supervisor.
1519 Special Projects Assistant 0.00 0.50 0.50 .5 FTE transferred from BU 3805.
Assistant Director of Public Works -
Foresty.0.00 1.00 1.00 Position reclassified from Superintendent,
Parks/Forestry/Facilities Management.
Greenway Supervisor 0.00 1.00 1.00 Position reclassified from Supervisor,
Sports/Rec. Maintenance.
2650 PARKS & FORESTRY ADMINISTRATION TOTAL 0.00 3.50 3.50
2655 PARKS & FORESTRY MAINTENANCE AND OPERATIONS
1195 Equipment Operator II 0.00 3.00 3.00 Positions transferred from BU 3510.
1210 General Tradesman 0.00 1.00 1.00 Position transferred from BU 3510.
1250 Parks/Forestry Crew Leader 0.00 7.00 7.00 Positions transferred from BU 3085, BU
3510, BU 3515, BU 3520, and BU 3525.
1264 Parks/Forestry Worker II 0.00 1.00 1.00 Position transferred from BU 3510.
1265 Parks/Forestry Worker III 0.00 19.00 19.00 Positions transferred from BU 3510, BU
3515, BU 3520, and BU 3525.
2655 PARKS & FORESTRY MAINT. AND OPER. TOTAL 0.00 31.00 31.00
2665 OPERATIONS & MAINTENANCE ADMINISTRATION
1011 Superintendent, Streets/San 1.00 0.00 -1.00 Position reclassified to Assistant Director
of Public Works - Operations & Facilities.
1148 PT Clerk (was Exec. Sec non-DH)0.75 0.00 -0.75 Position transferred to BU 2605.
1200 Facilities Mgmt Supervisor 0.00 0.00 0.00
Position transferred from BU 3807 and
reclassified to Maintenance & Operations
Chief, Building/Special Facilities.
1477 Streets Supervisor 1.00 0.00 -1.00
Position reclassified to Maintenance &
Operations Chief, Streets/Environmental
Services.
1478 Sanitation Supervisor 1.00 1.00 0.00
1519 Special Projects Assistant 1.00 0.50 -0.50 .5 FTE transferred to BU 2605.
Assistant Director of Public Works -
Operations & Facilities 0.00 1.00 1.00 Position reclassified from Superintendent,
Streets & Sanitation.
Maintenance & Operations Chief,
Streets/Environmental Services 0.00 1.00 1.00 Position reclassified from Streets
Supervisor.
Maintenance & Operations Chief,
Building/Special Facilities 0.00 1.00 1.00 Position reclassified from Facilities Mgmt
Supervisor.
2665 OPERATIONS & MAINTENANCE ADMINISTR. TOTAL 4.75 4.50 -0.25
2670 STREET AND ALLEY MAINTENANCE
1194 Equipment Operator I 0.50 1.00 0.50 .5 FTE transferred to BU 2675.
1195 Equipment Operator II 11.00 11.00 0.00
1196 Equipment Operator III 3.00 3.00 0.00
1288 Public Works Maint. Worker II 3.00 3.00 0.00
1458 Public Works Maint. Worker III 3.00 3.00 0.00
1476 Operations Coordinator 2.00 0.00 -2.00
1 position reclassified to Streets
Supervisor and 1 position reclassified to
Special Facilities Supervisor.
Streets Supervisor 0.00 1.00 1.00 Position reclassifed from Operations
Coordinator.
Special Facilities Supervisor 0.00 1.00 1.00 Position reclassifed from Operations
Coordinator.
2670 STREET AND ALLEY MAINTENANCE TOTAL 22.50 23.00 0.50
237 of 292
Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
2675 BUSINESS DISTRICT - PARK MAINTENANCE
1194 Equipment Operator I 0.50 0.00 -0.50 .5 FTE transferred to BU 2670.
1195 Equipment Operator II 1.00 1.00 0.00
1264 Parks/Forestry Worker II 0.00 3.00 3.00 Positions transferred from BU 3085.
1288 Public Works Maint.. Worker II 1.00 1.00 0.00
2675 BUSINESS DISTRICT - PARK MAINTENANCE TOTAL 2.50 5.00 2.50
2677 FACILITIES
1163 Custodian I 0.00 1.00 1.00 Position transferred from BU 3806.
1164 Fac. Maint.. Worker/Custodian I 0.00 1.00 1.00 Position transferred from BU 3806.
1203 Facilities Maint. Worker III 0.00 12.00 12.00 Positions transferred from BU 3807.
1403 PT Custodian 0.00 0.20 0.20 Position transferred from BU 3806.
1476 PW Operations Coordinator 0.00 2.00 2.00
1 FTE reclassified from Facilities Mgmt
Supervisor from BU 3807;
1 FTE reclassified from Facilities Maint..
Worker III from BU 3807.
2677 FACILITIES TOTAL 0.00 16.20 16.20
PUBLIC WORKS DEPARTMENT 50.25 108.45 58.20
3005 RECREATION MANAGEMENT & GENERAL SUPPORT
1006 Director, Recreation & Comm. Services 1.00 1.00 0.00
1205 Exec Secretary (to Dept. Head)1.00 1.00 0.00
3005 RECREATION MGMT & GENERAL SUPPORT 2.00 2.00 0.00
3010 RECREATION BUSINESS & FISCAL MANAGEMENT
1167 Data Control Clerk 1.00 1.00 0.00
1431 Recreation Support Specialist 1.00 1.00 0.00
1429 Business Office Coordinator 1.00 1.00 0.00
3010 RECREATION BUSINESS & FISCAL MANAGEMENT 3.00 3.00 0.00
3020 RECREATION GENERAL SUPPORT
1515 Asst. Director of Recr. & Comm. Services 1.00 1.00 0.00
3020 RECREATION GENERAL SUPPORT TOTAL 1.00 1.00 0.00
3030 CROWN COMMUNITY CENTER
1129 Building Supervisor 1.00 1.00 0.00
1165 Custodian II 1.00 1.00 0.00
1201 Fac Maint. Worker/Cust II 1.00 1.00 0.00
1294 Recreation Program Manager 1.00 1.00 0.00
1353 After School Supervisor 0.50 0.50 0.00
1379 Part-time Preschool Instructor 2.10 1.46 -0.64 .64 FTE converted to Full-time Preschool
Instructor.
1385 Recreation Aide 0.50 0.00 -0.50 .5 FTE converted to Full-time Preschool
Instructor.
1403 PT Custodian 1.60 1.60 0.00
Full-time Preschool Instructor 0.00 1.00 1.00
Full-time Preschool Instructor converted
from .5 FTE Part-time Preschool
Instructor and .5 Recreation Aide
3030 CROWN COMMUNITY CENTER TOTAL 8.70 8.56 -0.14
3035 CHANDLER COMMUNITY CENTER
1149 Clerk III 0.75 0.75 0.00
1293 Recreation Center Manager 1.00 1.00 0.00
1294 Recreation Program Manager 2.00 2.00 0.00
1381 Program Supervisor 0.80 0.80 0.00
1403 PT Custodian 1.28 1.28 0.00
3035 CHANDLER COMMUNITY CENTER TOTAL 5.83 5.83 0.00
238 of 292
Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
3040 FLEETWOOD JOURDAIN COMMUNITY CENTER
1148 Clerk II 1.50 1.50 0.00
1165 Custodian II 1.00 1.00 0.00
1293 Recreation Center Manager 1.00 1.00 0.00
1294 Recreation Program Manager 1.00 1.00 0.00
1344 Weekend/Evening Coordinator 1.00 1.00 0.00
1381 Program Supervisor 0.75 0.75 0.00
1403 PT Custodian 0.50 0.50 0.00
3040 FLEETWOOD JOURDAIN COMM. CENTER TOTAL 6.75 6.75 0.00
3045 FLEETWOOD JOURDAIN THEATER
1294 Recreation Program Manager 1.00 1.00 0.00
3045 FLEETWOOD JOURDAIN THEATER TOTAL 1.00 1.00 0.00
3055 LEVY CENTER SENIOR SERVICES
1163 Custodian I 1.00 1.00 0.00
1293 Recreation Center Manager 1.00 1.00 0.00
1294 Recreation Program Manager 2.00 2.00 0.00
1300 Secretary II 1.00 1.00 0.00
1376 PT Office Assistant 0.75 0.75 0.00
1381 Program Supervisor 0.82 0.82 0.00
1397 Facilities Supervisor 1.60 1.81 0.21
1402 PT Bus Driver 0.93 0.93 0.00
1403 PT Custodian 1.91 1.70 -0.21
1461 Senior Citizen Ombudsman 1.00 1.00 0.00
3055 LEVY CENTER SENIOR SERVICES TOTAL 12.01 12.01 0.00
3080 BEACHES
1294 Recreation Program Manager 0.75 0.75 0.00
1311 Lakefront Sports Coordinator 0.50 0.50 0.00
3080 BEACHES TOTAL 1.25 1.25 0.00
3085 RECREATION FACILITY MAINTENANCE
1250 Parks/Forestry Crew Leader 1.00 0.00 -1.00 Position transferred to BU 2655.
1264 Parks/Forestry Worker II 3.00 0.00 -3.00 Positions transferred to BU 2675.
1320 Supervisor, Sports/Rec Maint 1.00 0.00 -1.00 Position transferred to BU 2650.
3085 RECREATION FACILITY MAINTENANCE TOTAL 5.00 0.00 -5.00
3095 CROWN ICE RINK
1148 Clerk II 0.70 0.70 0.00
1245 Office Coordinator 1.00 1.00 0.00
1248 Operations Manager 1.00 1.00 0.00
1294 Recreation Program Manager 1.00 1.00 0.00
1297 Robert Crown Manager 1.00 1.00 0.00
1376 Office Assistant 0.91 0.91 0.00
1397 Facilities Supervisor 0.89 0.89 0.00
1403 PT Custodian 0.50 0.50 0.00
3095 CROWN ICE RINK TOTAL 7.00 7.00 0.00
3100 SPORTS LEAGUES
1311 Lakefront Sports Coordinator 0.05 0.05 0.00
1381 Program Supervisor 0.50 0.50 0.00
3100 SPORTS LEAGUES TOTAL 0.55 0.55 0.00
3110 TENNIS
1397 Facilities Supervisor 0.40 0.40 0.00
3110 TENNIS TOTAL 0.40 0.40 0.00
239 of 292
Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
3130 SPECIAL RECREATION
1294 Recreation Program Manager 1.00 1.00 0.00
1311 Lakefront Sports Coordinator 0.25 0.25 0.00
1381 Program Supervisor 0.46 0.46 0.00
1505 Sr. Program Coordinator 1.00 1.00 0.00
3130 SPECIAL RECREATION TOTAL 2.71 2.71 0.00
3140 BUS PROGRAM
1402 PT Bus Drivers 1.15 1.15 0.00
3140 BUS PROGRAM TOTAL 1.15 1.15 0.00
3150 PARK SERVICE UNIT
1294 Recreation Program Manager 0.25 0.25 0.00
1311 Lakefront Sports Coordinator 0.20 0.20 0.00
1404 PT Park Ranger 1.00 1.00 0.00
3150 PARK SERVICE UNIT TOTAL 1.45 1.45 0.00
3215 YOUTH ENGAGEMENT
1508 Youth-Young Adult Ast. Prog. Mgr.1.00 1.00 0.00
1512 Youth-Young Adult Program Manager 1.00 1.00 0.00
-------Youth -Young Adult Outreach Worker 2.00 3.00 1.00 Two part-time grant-funded positions
added.
3215 YOUTH ENGAGEMENT TOTAL 4.00 5.00 1.00
3505 PARKS & FORESTRY GENERAL SUPPORT
1316 Superintendent, Parks/For/FM 1.00 0.00 -1.00 Position transferred to BU 2650.
1467 Assistant Super of P/F Fac. Mgmt 1.00 0.00 -1.00 Position transferred to BU 2620 and
reclassified to Senior Project Manager.
3505 PARKS & FORESTRY GENERAL SUPPORT TOTAL 2.00 0.00 -2.00
3510 HORTICULTURAL MAINTENANCE
1195 Equipment Operator II 3.00 0.00 -3.00 Positions transferred to BU 2655.
1210 General Tradesman 1.00 0.00 -1.00 Position transferred to BU 2655.
1250 Parks/Forestry Crew Leader 3.00 0.00 -3.00 Positions transferred to BU 2655.
1264 Parks/Forestry Worker II 1.00 0.00 -1.00 Position transferred to BU 2655.
1265 Parks/Forestry Worker III 5.00 0.00 -5.00 Positions transferred to BU 2655.
3510 HORTICULTURAL MAINTENANCE TOTAL 13.00 0.00 -13.00
3515 PARKWAY TREE MAINTENANCE
1113 Arborist 0.50 0.00 -0.50 .5 FTE transferred to BU 2650.
1250 Parks/Forestry Crew Leader 1.00 0.00 -1.00 Position transferred to BU 2655.
1265 Parks/Forestry Worker III 7.00 0.00 -7.00 Positions transferred to BU 2655.
3515 PARKWAY TREE MAINTENANCE TOTAL 8.50 0.00 -8.50
3520 DUTCH ELM DISEASE CONTROL
1113 Arborist 0.25 0.00 -0.25 .25 FTE transferred to BU 2650.
1250 Parks/Forestry Crew Leader 1.00 0.00 -1.00 Position transferred to BU 2655.
1265 Parks/Forestry Worker III 6.00 0.00 -6.00 Positions transferred to BU 2655.
3520 DUTCH ELM DISEASE CONTROL TOTAL 7.25 0.00 -7.25
3525 TREE PLANTING
1113 Arborist 0.25 0.00 -0.25 .25 FTE transferred to BU 2650.
1250 Parks/Forestry Crew Leader 1.00 0.00 -1.00 Position transferred to BU 2655.
1265 Parks/Forestry Worker III 1.00 0.00 -1.00 Position transferred to BU 2655.
3525 TREE PLANTING TOTAL 2.25 0.00 -2.25
240 of 292
Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
3605 ECOLOGY CENTER
1149 Clerk III 1.00 1.00 0.00
1294 Recreation Program Manager 2.00 2.00 0.00
1366 Garden Coordinator 0.20 0.20 0.00
1397 Facilities Supervisor 0.32 0.32 0.00
1403 PT Custodian 0.25 0.25 0.00
3605 ECOLOGY CENTER TOTAL 3.77 3.77 0.00
3710 NOYES CULTURAL ARTS CENTER
1201 Facilities Maint. Worker II 1.00 1.00 0.00
1397 Facilities Supervisor 0.35 0.35 0.00
1403 PT Custodian 1.96 1.96 0.00
3710 NOYES CULTURAL ARTS CENTER TOTAL 3.31 3.31 0.00
3720 CULTURAL ARTS PROGRAMS
1114 Director, Arts Council 1.00 1.00 0.00
1300 Secretary II 1.00 1.00 0.00
1305 Senior Program Coordinator 1.00 1.00 0.00
3720 CULTURAL ARTS PROGRAMS TOTAL 3.00 3.00 0.00
3805 FACILITIES ADMINISTRATION
1199 Executive Secretary (Non-DH)1.00 0.00 -1.00
Position reclassified to Special Project
Assistant;
.5 FTE transferred to BU 2620;
.5 FTE transferred to BU 2650.
1468 Architect / Project Manager 1.00 0.00 -1.00 Position transferred to BU 2625.
3805 FACILITIES ADMINISTRATION TOTAL 2.00 0.00 -2.00
3806 CIVIC CENTER SERVICES
1163 Custodian I 1.00 0.00 -1.00 Position transferred to BU 2677.
1164 Fac Maint Worker/Custodian I 1.00 0.00 -1.00 Position transferred to BU 2677.
1403 PT Custodian 0.20 0.00 -0.20 Position transferred to BU 2677.
3806 CIVIC CENTER SERVICES TOTAL 2.20 0.00 -2.20
3807 CONSTRUCTION & REPAIR
1200 Facilities Mgmt Supervisor 2.00 0.00 -2.00
1 FTE transferred to BU 2665;
1 FTE reclassified to Public Works
Coordinator in BU 2677.
1203 Facilities Maint. Worker III 13.00 0.00 -13.00 Position transferred to BU 2677.
1351 ADA/CIP Project Manager 1.00 0.00 -1.00 Position transferred to BU 2625.
3807 CONSTRUCTION & REPAIR TOTAL 16.00 0.00 -16.00
PARKS, RECREATION, & COMM. SERV. DEPT.127.08 69.74 -57.34
0.00
General Fund 621.68 629.24 7.56
4805 YOUTH SERVICES
1226 Librarian I 3.50 4.68 1.18 Positions added.
1228 Librarian III 1.00 1.00 0.00
Supervising Librarian 0.00 1.00 1.00 Position added.
1231 Library Assistant 5.00 3.45 -1.55 Positions reduced.
1388 Shelver 1.74 1.75 0.01
4805 YOUTH SERVICES TOTAL 11.24 11.88 0.64
4806 ADULT SERVICES
1226 Librarian I 5.84 6.37 0.53 Position added.
Supervising Librarian 0.00 1.00 1.00 Position added.
1231 Library Assistant 3.54 2.68 -0.86 Positions reduced.
1372 Library Clerk 2.48 2.48 0.00
1448 Administrative Librarian 1.00 1.00 0.00
1451 Virtual Services Librarian 1.00 1.00 0.00
4806 ADULT SERVICES TOTAL 13.86 14.53 0.67
241 of 292
Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
4820 CIRCULATION
1141 Circulation Supervisor 1.00 1.00 0.00
1149 Clerk III 1.00 1.00 0.00
1230 Library Aide II 1.00 1.53 0.53 Position added.
1372 Library Clerk 6.26 5.73 -0.53 Positions reduced.
1387 Security Monitor 1.18 0.00 -1.18 1.18 FTEs transferred to BU 4840.
1388 Shelver 4.00 4.05 0.05 Position added.
4820 CIRCULATION TOTAL 14.44 13.31 -1.13
4825 NEIGHBORHOOD SERVICES
1227 Librarian II 1.00 1.00 0.00
1231 Library Assistant 0.46 0.24 -0.22 Positions reduced.
1355 Branch Assistant 0.85 3.19 2.34 Position added.
1372 Library Clerk 0.33 1.06 0.73 Position added.
4825 NEIGHBORHOOD SERVICES TOTAL 2.64 5.49 2.85
4835 TECHNICAL SERVICES
1226 Librarian I 0.53 0.67 0.14 Position added.
1228 Librarian III 1.00 1.00 0.00
1231 Library Assistant 2.00 2.00 0.00
1372 Library Clerk 2.08 2.08 0.00
4835 TECHNICAL SERVICES TOTAL 5.61 5.75 0.14
4840 MAINTENANCE
1165 Custodian II 3.00 2.00 -1.00 1 FTE reclassified to Facilities
Management Supervisor.
Custodian I 0.00 0.63 0.63 Position added.
1387 Security Monitor 0.00 1.68 1.68 1.18 FTEs transferred from BU 4820 and
.5 FTE added.
1200 Facilities Management Supervisor 0.00 1.00 1.00 1 FTE reclassified from Custodian II.
4840 MAINTENANCE TOTAL 3.00 5.31 2.31
4845 ADMINISTRATION
1130 Bookkeeper 0.53 0.80 0.27 FTE increased.
1149 Clerk III 1.00 1.00 0.00
1232 Director, Library 1.00 1.00 0.00
1450 Administrative Services Manager 1.00 1.00 0.00
1452 Administrative Assistant 1.06 1.06 0.00
Development Manager 0.00 1.00 1.00
Community Engagement Librarian 1.00 1.00 0.00
4845 ADMINISTRATION TOTAL 5.59 6.86 1.27
LIBRARY FUND 56.38 63.13 6.75
5005 NSPS
1241 Neighborhood Planner 0.25 0.00 -0.25 .25 FTE transferred to BU 2105.
1462 NSP 2 Housing Specialist 1.00 0.00 -1.00
Position reclassified to Grant and
Compliance Specialist and .75 FTE
transferred to BU 5220.
1488 Housing and Grant Administrator 0.50 0.25 -0.25 .25 FTE transferred to BU 5220.
1500 Financial Analyst 0.25 0.15 -0.10 .10 FTE transferred to BU 5220
1510 Admin & Compliance Specialist 0.66 0.66 0.00
Grant and Compliance Specialist 0.00 0.25 0.25
Position reclassified from NSP2 Housing
Specialist and .75 FTE transferred to BU
5220.
5005 NSPS TOTAL 2.66 1.31 -1.35
NSPS FUND 2.66 1.31 -1.35
242 of 292
Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
0.00
5150 EMERGENCY TELEPHONE SYSTEM
1105 Asst Communications Coord 2.00 2.00 0.00
1156 Communications Coordinator 1.00 1.00 0.00
1327 Telecommunicator 2.00 2.00 0.00
5150 EMERGENCY TELEPHONE SYSTEM TOTAL 5.00 5.00 0.00
EMERGENCY TELEPHONE SYSTEM FUND 5.00 5.00 0.00
0.00
5220 CDBG ADMINISTRATION
1215 Housing Planner 0.00 0.75 0.75 .75 FTE transferred from BU 2105.
1241 Neighborhood Planner 0.75 0.00 -0.75 .75 FTE transferred to BU 2105.
1488 Housing and Grant Administrator 0.50 0.75 0.25 .25 FTE transferred from BU 5005.
1500 Financial Analyst 0.25 0.35 0.10 .10 FTE transferred from BU 5005.
Grant and Compliance Specialist 0.00 0.75 0.75
Position reclassified from NSP2 Housing
Specialist and .75 FTE transferred from
BU 5005.
5220 CDBG ADMINISTRATION TOTAL 1.50 2.60 1.10
CDBG ADMINISTRATION FUND 1.50 2.60 1.10
5300 ECONOMIC DEVELOPMENT FUND
1004 Director, Community Development 0.25 0.25 0.00
Senior Econ. Devlpmt. Planner 0.00 1.00 1.00 Position reclassified from Economic
Development Planner.
1185 Economic Development Planner 2.00 1.00 -1.00 1 Position reclassified to Senior
Economic Development Planner.
1449 Economic Development Division Mgr.1.00 1.00 0.00
1465 Intergovernmental Affairs Coordinator 1.00 1.00 0.00
1484 ICMA Fellow 0.00 1.00 1.00 Position reclassified from Economic
Development Specialist.
1502 Economic Development Specialist 2.00 1.00 -1.00 1 position reclassified to ICMA Fellow.
5300 ECONOMIC DEVELOPMENT FUND TOTAL 6.25 6.25 0.00
ECON. DEVELOPMENT FUND 6.25 6.25 0.00
0.00
5430 HOME FUND
1215 Housing Planner 0.00 0.25 0.25 .25 FTE transferred from BU 2105.
5430 HOME FUND TOTAL 0.00 0.25 0.25
HOME FUND 0.00 0.25 0.25
0.00
7005 PARKING SYSTEM MANAGEMENT
1247 Finance Operations Coordinator 1.00 1.00 0.00
1329 Traffic Engineering Technician 0.50 0.50 0.00
1439 Parking Facilities Supervisor 1.00 1.00 0.00
1482 Customer Service Representatives 3.00 3.00 0.00
1511 Parking Manager 1.00 1.00 0.00
7005 PARKING SYSTEM MANAGEMENT TOTAL 6.50 6.50 0.00
7015 PARKING LOTS & METERS
1254 Parking Repair Worker 3.00 3.00 0.00
1288 Public Works Maint Wrkr II 4.00 4.00 0.00
1476 Public Works Operations Coordinator 1.00 1.00 0.00
7015 PARKING LOTS & METERS TOTAL 8.00 8.00 0.00
7037 MAPLE AVENUE GARAGE
1288 Public Works Maint Wrkr II 1.00 1.00 0.00
7037 MAPLE AVENUE GARAGE TOTAL 1.00 1.00 0.00
PARKING SYSTEM FUND 15.50 15.50 0.00
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Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
7100 WATER GENERAL SUPPORT
1126 Superintendent, Water Production 1.00 1.00 0.00
1199 Exec Secretary (non-Dept Head)1.00 1.00 0.00
1237 Management Analyst 1.00 1.00 0.00
1421 Superintendent, Const & Fld Svcs 1.00 1.00 0.00
1460 Director, Utilities 1.00 1.00 0.00
7100 WATER GENERAL SUPPORT TOTAL 5.00 5.00 0.00
7105 PUMPING
1183 Division Chief, Pumping 1.00 1.00 0.00
1238 Water/Sewer Mechanic 3.00 3.00 0.00
1337 Water Maintenance Supervisor 1.00 1.00 0.00
1339 Water Worker II 1.00 1.00 0.00
1340 Water Plant Operator 5.00 5.00 0.00
7105 PUMPING TOTAL 11.00 11.00 0.00
7110 FILTRATION
1138 Chemist 1.00 1.00 0.00
1182 Division Chief, Filtration 1.00 1.00 0.00
1238 Water/Sewer Mechanic 3.00 3.00 0.00
1240 Microbiologist 1.00 1.00 0.00
1337 Water Maintenance Supervisor 1.00 1.00 0.00
1338 Water Worker I 1.00 1.00 0.00
1339 Water Worker II 1.00 1.00 0.00
1340 Water Plant Operator 5.00 5.00 0.00
7110 FILTRATION TOTAL 14.00 14.00 0.00
7115 DISTRIBUTION
1146 Civil Engineer III 1.00 1.00 0.00
1181 Division Chief, Distribution 0.50 0.50 0.00
1211 GIS Analyst 0.50 0.00 -0.50 .5 FTE transferred to BU 1932.
1271 Plumbing Inspector 0.50 0.50 0.00
1338 Water Worker I 2.00 2.00 0.00
1390 Water/Sewer Crew Leader 3.00 3.00 0.00
1393 Water Distribution Supervisor 1.00 1.00 0.00
1504 Water Worker III 2.00 2.00 0.00
7115 DISTRIBUTION TOTAL 10.50 10.00 -0.50
7120 WATER METER MAINTENANCE
1164 Fac Maint Worker/Custodian I 1.00 1.00 0.00
Part-time Clerk 0.00 0.50 0.50 Position added.
1239 Meter Service Coordinator 1.00 1.00 0.00
7120 WATER METER MAINTENANCE TOTAL 2.00 2.50 0.50
WATER FUND 42.50 42.50 0.00
7400 SEWER MAINTENANCE
1181 Division Chief, Distribution 0.50 0.50 0.00
1189 Engineering Associate II 2.00 0.00 -2.00 Positions reclassified to Special Project
Assistants.
Engineering / GIS Technicians 0.00 2.00 2.00 Positions reclassified from Engineering
Associate II's.
1271 Plumbing Inspector 0.50 0.50 0.00
1338 Water Worker I 2.00 2.00 0.00
1339 Water Worker II 1.00 1.00 0.00
1390 Water/Sewer Crew Leader 4.00 4.00 0.00
1392 Sewer Supervisor 1.00 1.00 0.00
1504 Water Worker III 2.00 2.00 0.00
7400 SEWER MAINTENANCE TOTAL 13.00 13.00 0.00
SEWER MAINTENANCE FUND 13.00 13.00 0.00
244 of 292
Position ID Position Description
2013 Adopted
Budget FTE
2014 Adopted
Budget FTE Difference Comments
7685 REFUSE COLLECTION & DISPOSAL
1195 Equipment Operator II 0.00 1.00 1.00 Position transferred from BU 7690.
7685 REFUSE COLLECTION & DISPOSAL TOTAL 0.00 1.00 1.00
7690 RESIDENTIAL RECYCLING COLLECTION
1195 Equipment Operator II 9.00 8.00 -1.00 Position transferred to BU 7690.
7690 RESIDENTIAL RECYCLING COLLECTION TOTAL 9.00 8.00 -1.00
SOLID WASTE FUND 9.00 9.00 0.00
7705 GENERAL SUPPORT
1110 Fleet Services Manager 1.00 1.00 0.00
1128 Auto Shop Supervisor 1.00 1.00 0.00
7705 GENERAL SUPPORT TOTAL 2.00 2.00 0.00
7710 MAJOR MAINTENANCE
1193 Equipment Mechanic III 8.00 8.00 0.00
1233 Lead Mechanic 1.00 1.00 0.00
1498 Fleet Operations Coordinator 1.00 1.00 0.00
7710 MAJOR MAINTENANCE TOTAL 10.00 10.00 0.00
FLEET SERVICES FUND 12.00 12.00 0.00
7800 RISK MANAGEMENT
1205 Exec Secretary (to Dept. Head)1.00 1.00 0.00
1456 Assistant City Attorney I 1.00 1.00 0.00
1473 Workers Comp and Safety Manager 1.00 1.00 0.00
Safety Specialist 0.00 1.00 1.00 Position added.
7800 RISK MANAGEMENT TOTAL 3.00 4.00 1.00
7801 EMPLOYEE BENEFITS
1472 Insurance Administrator 1.00 1.00 0.00
7801 EMPLOYEE BENEFITS TOTAL 1.00 1.00 0.00
INSURANCE FUND 4.00 5.00 1.00
All Funds 789.47 804.78 15.31
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PART VI
CAPITAL IMPROVEMENT PLAN
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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 through five reflecting the City’s plan for improvements.
Summary of FY 2014 - 2017 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.
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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.
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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.
249 of 292
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.
250 of 292
Capital Improvement Fund Policy
Section II: Fiscal Management
Capital Expenditure Policies
• Drawn from the long-range capital needs list, a five-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.
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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.
252 of 292
City of Evanston
Capital Improvement Plan Summary by Funding Source
Fiscal Year 2014
Funding Source Amount
MFT Fund Funding 1,400,000
E911 Fund Funding 250,000
CDBG Fund Funding 410,800
Washington National TIF Fund Funding 722,486
Howard-Hartrey TIF Fund Funding 500,000
CIP Fund - General Obligation (GO) Debt 8,331,458
CIP Fund - Prior Year Debt 2,951,420
CIP Fund - General Fund Transfer 936,500
CIP Fund - Parking Fund Loan 100,000
CIP Fund - Grants 4,782,638
CIP Fund - IDNR Grant Funding 600,000
CIP Fund - Private Donations 708,000
Special Assessment Fund Funding 500,000
Parking Fund Funding 5,180,000
Water Fund Funding 3,820,000
Water Fund - GO Debt 3,950,000
Water Fund - IEPA Loan 2,400,000
Sewer Fund Funding 1,035,000
Sewer Fund - IEPA Loan 2,190,000
TOTAL FY14 CIP 40,768,302
MFT Fund Funding
3.43%E911 Fund Funding
0.61%
CDBG Fund Funding
1.01%
Washington National TIF
Fund Funding
1.77%
Howard‐Hartrey TIF Fund
Funding
1.23%
CIP Fund ‐General
Obligation (GO) Debt
20.44%
CIP Fund ‐Prior Year Debt
7.24%
CIP Fund ‐General Fund
Transfer
2.30%
CIP Fund ‐Parking Fund
Loan
0.25%
CIP Fund ‐Grants
11.73%CIP Fund ‐IDNR Grant
Funding
1.47%
CIP Fund ‐Private
Donations
1.74%
Special Assessment Fund
Funding
1.23%
Parking Fund Funding
12.71%
Water Fund Funding
9.37%
Water Fund ‐GO Debt
9.69%
Water Fund ‐IEPA Loan
5.89%
Sewer Fund Funding
2.54%Sewer Fund ‐IEPA Loan
5.37%
FY 2014 CIP by Funding Source
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City of Evanston
Capital Improvement Plan Summary by Function
Fiscal Year 2014
Function Amount
Administrative Services - Finance 575,000
Administrative Services - Parking 2,320,000
Community Development - TIF 125,000
Police - E911 250,000
PRCS - General 125,000
Public Works - CDBG 410,800
Public Works - General 17,710,016
Public Works - Motor Fuel Fund 1,400,000
Public Works - Parking Fund 2,860,000
Public Works - Special Assessments 500,000
Public Works - TIF 912,486
Utilities - Sewer Fund 3,225,000
Utilities - TIF 185,000
Utilities - Water Fund 10,170,000
TOTAL FY14 CIP 40,768,302
Administrative
Services - Finance
1.4%Administrative
Services - Parking
5.7%
Community
Development - TIF
0.3%
Police - E911
0.6%
PRCS - General
0.3%
Public Works -
CDBG
1.0%
Public Works -
General
43.4%
Public Works -
Motor Fuel Fund
3 4%
Public Works -
Parking Fund
Public Works -
Special
Assessments
1 2%
Public Works - TIF
2.2%
Utilities - Sewer
Fund
7.9%
Utilities - TIF
0.5%
Utilities - Water
Fund
24.9%
FY 2014 CIP by Function
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1
2
3
4
5
6
7
8
9
10
11
12
13
19
20
21
22
23
24
26
28
29
30
31
32
33
34
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
53
55
56
57
58
59
61
64
A B C D F M N O
City of Evanston
Recommended 2014-2017 Capital Projects
Sorted by Fund & Funding Source
Project Funding Fund Carryover Est. New Total
Description Head Department Source Responsible FY14 FY14 FY 14
CIP SUMMARY ALL FUNDS
MFT Fund Funding N/A N/A N/A N/A - 1,400,000 1,400,000
E911 Fund Funding N/A N/A N/A N/A 120,000 130,000 250,000
CDBG Fund Funding N/A N/A N/A N/A 115,800 295,000 410,800
Washington National TIF Fund Funding N/A N/A N/A N/A 100,000 622,486 722,486
Howard-Hartrey TIF Fund Funding N/A N/A N/A N/A 500,000 - 500,000
CIP Fund - General Obligation (GO) Debt N/A N/A N/A N/A - 8,331,458 8,331,458
CIP Fund - Prior Year Debt N/A N/A N/A N/A 2,951,420 - 2,951,420
CIP Fund - General Fund Transfer N/A N/A N/A N/A - 936,500 936,500
CIP Fund - Parking Fund Loan N/A N/A N/A N/A 100,000 - 100,000
CIP Fund - Grants N/A N/A N/A N/A 139,000 4,643,638 4,782,638
CIP Fund - IDNR Grant Funding N/A N/A N/A N/A 400,000 200,000 600,000
CIP Fund - Private Donations N/A N/A N/A N/A 510,000 198,000 708,000
Special Assessment Fund Funding N/A N/A N/A N/A - 500,000 500,000
Parking Fund Funding N/A N/A N/A N/A 1,352,000 3,828,000 5,180,000
Water Fund Funding N/A N/A N/A N/A 30,000 3,790,000 3,820,000
Water Fund - GO Debt N/A N/A N/A N/A 1,085,000 2,865,000 3,950,000
Water Fund - IEPA Loan N/A N/A N/A N/A 1,270,000 1,130,000 2,400,000
Sewer Fund Funding N/A N/A N/A N/A - 1,035,000 1,035,000
Sewer Fund - IEPA Loan N/A N/A N/A N/A - 2,190,000 2,190,000
TOTAL - ALL FUNDS 8,673,220 32,095,082 40,768,302
EXPENDITURES
Street Resurfacing - MFT Robinson Public Works MFT MFT - 1,400,000 1,400,000
SUBTOTAL - 1,400,000 1,400,000
Dual Factor Authentication (2FA) Software Polinski Police E911 E911 - 20,000 20,000
Emergency Alert System Polinski Police E911 E911 120,000 110,000 230,000
SUBTOTAL 120,000 130,000 250,000
Block, Curb, Sidewalk & ADA Ramps Robinson Public Works Grant CDBG CDBG 85,800 50,000 135,800
SNAP Lighting Robinson Public Works Grant CDBG CDBG - 25,000 25,000
Penny Park Renovations Robinson Public Works Grant CDBG CDBG 30,000 20,000 50,000
Alley Paving Robinson Public Works Grant CDBG CDBG - 200,000 200,000
SUBTOTAL 115,800 295,000 410,800
Comprehensive Sign Package Muenzer CED TIF Increment Washington TIF - 125,000 125,000
Fountain Square Reconstruction Study Robinson Public Works TIF Increment Washington TIF - 300,000 300,000
Davis Street Streetscape - Benson to Chicago - Repaving Robinson Public Works TIF Increment Washington TIF 100,000 - 100,000
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1
2
3
4
5
6
A B C D F M N O
City of Evanston
Recommended 2014-2017 Capital Projects
Sorted by Fund & Funding Source
Project Funding Fund Carryover Est. New Total
Description Head Department Source Responsible FY14 FY14 FY 14
68
76
77
78
79
81
82
126
127
130
131
133
134
137
138
139
141
143
144
146
147
148
149
153
155
158
159
162
167
176
185
189
192
193
195
196
199
206
207
208
210
211
212
213
219
220
Sheridan-Chicago Bike Path Phase I, II, III Engineering and Construction Robinson Public Works TIF Increment Washington TIF 12,486 12,486
Small Diameter Sewer Rehabilitation (various) Stoneback Utilities TIF Increment Washington TIF - 185,000 185,000
SUBTOTAL 100,000 622,486 722,486
Howard Street - Target Access Drive Improvements Robinson Public Works TIF Increment Howard-Hartrey TIF 500,000 - 500,000
500,000 - 500,000
Neighborhood Public Art Program McRae PRCS GO Debt Capital Improvement - 75,000 75,000
Crown Center Minor Projects McRae PRCS GO Debt Capital Improvement - 50,000 50,000
Engineering Services Lyons Admin Serv GO Debt Capital Improvement - 475,000 475,000
Street Resurfacing - CIP Robinson Public Works GO Debt Capital Improvement - 2,325,000 2,325,000
Lakefront - Lagoon Area Improvements Robinson Public Works GO Debt Capital Improvement - 275,000 275,000
Central Street Sidewalk - Eastwood to Hartrey Design Robinson Public Works GO Debt Capital Improvement - 100,000 100,000
Emerson/Ridge/Green Bay Intersection Robinson Public Works GO Debt Capital Improvement - 150,000 150,000
Bridge Street Bridge Construction - McCormick to Brown Robinson Public Works GO Debt Capital Improvement - 360,000 360,000
Bridge Rehab Isabella Phase II Design & Construction Robinson Public Works GO Debt Capital Improvement - 150,000 150,000
Bridge Street Bridge Phase III - Construction Engineering Robinson Public Works GO Debt Capital Improvement - 40,000 40,000
50 / 50 Sidewalk Replacement Program Robinson Public Works GO Debt Capital Improvement - 250,000 250,000
CMAQ Chicago Avenue Signal Improvement Reimbursement Robinson Public Works GO Debt Capital Improvement - 60,000 60,000
Neighborhood Traffic Calming & Pedestrian/Bike Accommodations Robinson Public Works GO Debt Capital Improvement - 50,000 50,000
Pedestrian Safety, Pavement Marking, Streetlight Improvements Robinson Public Works GO Debt Capital Improvement - 150,000 150,000
Animal Shelter Renovations Robinson Public Works GO Debt Capital Improvement - 120,000 120,000
Baker Park Renovations Robinson Public Works GO Debt Capital Improvement - 75,000 75,000
Chandler Center Study / Minor Improvements Robinson Public Works GO Debt Capital Improvement - 250,000 250,000
Civic Center Boiler Building Renovations Robinson Public Works GO Debt Capital Improvement - 120,000 120,000
Fire Station #2 Renovations Robinson Public Works GO Debt Capital Improvement - 360,000 360,000
Fleetwood-Jourdain Study / Minor Improvements Robinson Public Works GO Debt Capital Improvement - 250,000 250,000
Lakefront - Dempster Street Boat Rack Installations Robinson Public Works GO Debt Capital Improvement - 75,000 75,000
Levy Center Renovations Robinson Public Works GO Debt Capital Improvement - 100,000 100,000
Police - Fire Headquarters Renovations Robinson Public Works GO Debt Capital Improvement - 50,000 50,000
Davis Streetscape / Resurfacing / Bike Lane - Asbury - Dodge Robinson Public Works GO Debt Capital Improvement - 300,000 300,000
Dodge Ave Protected Bike Lane - Howard to Church (if grant funded) Robinson Public Works GO Debt Capital Improvement - 120,000 120,000
Sheridan Road Improvement Project (Emerson to North City Limits) Robinson Public Works GO Debt Capital Improvement - 250,000 250,000
Sheridan Road Signal Upgrade Project (Main to Burnham) Robinson Public Works GO Debt Capital Improvement - 100,000 100,000
Dempster Signals Phase II & III and Construction Engineering Robinson Public Works GO Debt Capital Improvement - 59,000 59,000
Sheridan-Chicago Bike Path Phase I, II Engineering and Construction Robinson Public Works GO Debt Capital Improvement - 37,458 37,458
Bike Plan Update Robinson Public Works GO Debt Capital Improvement - 25,000 25,000
Isabella/Sheridan Rehabilitation Project (Wilmette Reimbursement) Robinson Public Works GO Debt Capital Improvement - 280,000 280,000
Civic Center Security Improvements Robinson Public Works GO Debt Capital Improvement 300,000 300,000
ETHS/Dodge Ave Pedestrian Light Improvement Robinson Public Works GO Debt Capital Improvement 100,000 100,000
ETHS/Church St Bike Path Robinson Public Works GO Debt Capital Improvement 250,000 250,000
Ecology Center Renovations Robinson Public Works GO Debt Capital Improvement 100,000 100,000
Public Tree Inventory and Cityworks Implementation Robinson Public Works GO Debt Capital Improvement 250,000 250,000
Facilities Capital Improvement Contingency Robinson Public Works GO Debt Capital Improvement 250,000 250,000
256 of 292
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A B C D F M N O
City of Evanston
Recommended 2014-2017 Capital Projects
Sorted by Fund & Funding Source
Project Funding Fund Carryover Est. New Total
Description Head Department Source Responsible FY14 FY14 FY 14
221
222
223
225
226
227
228
229
230
231
232
233
234
235
236
239
242
243
246
247
248
249
250
251
252
253
254
255
256
257
258
259
260
261
263
264
267
268
270
271
272
273
274
275
277
278
SUBTOTAL - 8,331,458 8,331,458
Street Resurfacing - CIP Robinson Public Works Prior Year Debt Capital Improvement 600,000 - 600,000
Davis Streetscape / Resurfacing / Bike Lane - Ridge to Benson Robinson Public Works Prior Year Debt Capital Improvement 400,000 - 400,000
Lakefront - Boat Ramp Renovations Robinson Public Works Prior Year Debt Capital Improvement 350,000 - 350,000
Lakefront - Lagoon Area Improvements Robinson Public Works Prior Year Debt Capital Improvement 200,000 - 200,000
Central Street Sidewalk - Eastwood to Hartrey Design Robinson Public Works Prior Year Debt Capital Improvement 175,000 - 175,000
Emerson/Ridge/Green Bay Intersection Robinson Public Works Prior Year Debt Capital Improvement 170,000 - 170,000
Penny Park Renovations Robinson Public Works Prior Year Debt Capital Improvement 100,000 - 100,000
Bridge Street Bridge Construction - McCormick to Brown Robinson Public Works Prior Year Debt Capital Improvement 100,000 - 100,000
Grey Park Renovations Robinson Public Works Prior Year Debt Capital Improvement 56,450 - 56,450
Bridge Rehab Isabella Phase II Design & Construction Robinson Public Works Prior Year Debt Capital Improvement 50,000 - 50,000
Bridge Street Bridge Phase III - Construction Engineering Robinson Public Works Prior Year Debt Capital Improvement 50,000 - 50,000
Ladd Arboretum Bike Path Renovations Robinson Public Works Prior Year Debt Capital Improvement 22,000 - 22,000
Crown Center Partnership Study Robinson Public Works Prior Year Debt Capital Improvement 73,070 - 73,070
Service Center Renovations Robinson Public Works Prior Year Debt Capital Improvement 34,900 - 34,900
Isabella/Sheridan Rehabilitation Project (Wilmette Reimbursement) Robinson Public Works Prior Year Debt Capital Improvement 190,000 190,000
New Salt Dome and Service Center Storage Robinson Public Works Prior Year Debt Capital Improvement 380,000 - 380,000
SUBTOTAL 2,951,420 - 2,951,420
Capital Studies (Facilities, Infrastructure, Asset Appraisal) Robinson Public Works GF Transfer Capital Improvement - 300,000 300,000
Park and Facilities Contingency Account Robinson Public Works GF Transfer Capital Improvement - 636,500 636,500
- 936,500 936,500
New World Financial Software Licensing & Implementation Lyons Admin Serv Parking Fund Loan Capital Improvement 100,000 - 100,000
SUBTOTAL 100,000 - 100,000
Ridge/Emerson/Green Bay Intersection Phase II Engineering Robinson Public Works Grant Capital Improvement - 24,000 24,000
MWRD Grant Projects Robinson Public Works Grant Capital Improvement - 850,000 850,000
Ladd Arboretum Bike Path Renovations Robinson Public Works Grant Capital Improvement 88,000 - 88,000
Bike Plan Update Robinson Public Works Grant Capital Improvement 100,000 100,000
Sheridan Road / Chicago Avenue ITEP Grant Robinson Public Works Grant Capital Improvement 800,000 800,000
Dodge Avenue Protected Bike Lane (Howard to Church) Robinson Public Works Grant Capital Improvement 480,000 480,000
Bridge Street Bridge Construction (McCormick to Brown) Robinson Public Works Grant Capital Improvement 1,940,000 1,940,000
Sheridan-Chicago Bike Path Phase I, II, III Engineering and Construction Robinson Public Works Grant Capital Improvement 199,776 199,776
Safe Routes to School Improvements Robinson Public Works Grant Capital Improvement - 249,862 249,862
Dempster Signals Phase II & III and Construction Engineering Robinson Public Works Grant Capital Improvement 51,000 - 51,000
SUBTOTAL 139,000 4,643,638 4,782,638
Lakefront - Boat Ramp Renovations Robinson Public Works IDNR Grant Capital Improvement - 200,000 200,000
Lakefront - Lagoon Area Improvements Robinson Public Works IDNR Grant Capital Improvement 400,000 - 400,000
257 of 292
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A B C D F M N O
City of Evanston
Recommended 2014-2017 Capital Projects
Sorted by Fund & Funding Source
Project Funding Fund Carryover Est. New Total
Description Head Department Source Responsible FY14 FY14 FY 14
280
281
282
287
288
289
290
291
297
299
300
301
302
303
304
305
306
307
308
309
310
311
312
313
314
315
316
317
318
320
322
326
330
336
337
338
339
340
341
342
343
345
346
347
348
349
SUBTOTAL 400,000 200,000 600,000
Baker Park Robinson Public Works Private Donation Capital Improvement 25,000 25,000
Lakefront - Clark Street Beach Bird Habitat Robinson Public Works Private Donation Capital Improvement - 173,000 173,000
Lakefront - Lagoon Area Improvements Robinson Public Works Private Donation Capital Improvement 500,000 - 500,000
Metra Station Heating Control Replacements Robinson Public Works Private Donation Capital Improvement 10,000 - 10,000
SUBTOTAL 510,000 198,000 708,000
Alley Paving Robinson Public Works GO Debt Special Assessment - 500,000 500,000
SUBTOTAL - 500,000 500,000
Citywide Parking Meter Upgrades Voss Admin Serv Parking Parking 250,000 - 250,000
717 Howard Street Parking Lot Development Voss Admin Serv Parking Parking - 450,000 450,000
Bike Stations City Portion Voss Admin Serv Parking Parking - 120,000 120,000
Comprehensive Signage Program Voss Admin Serv Parking Parking 175,000 75,000 250,000
New Parking Access & Revenue Control System - DT Prk Garages Voss Admin Serv Parking Parking - 1,100,000 1,100,000
Maple Garage Storefront Improvements Voss Admin Serv Parking Parking - 150,000 150,000
Resurfacing of City Owned Surface Lots Robinson Public Works Parking Parking - 200,000 200,000
Parking Lot 4 Improvements Robinson Public Works Parking Parking 60,000 - 60,000
Collector's Office Renovations Robinson Public Works Parking Parking 75,000 210,000 285,000
Parking Garages - Capital Maintenance - Church Robinson Public Works Parking Parking 524,000 886,000 1,410,000
Parking Garages - Capital Maintenance - Maple Robinson Public Works Parking Parking 268,000 502,000 770,000
Parking Garages - Capital Maintenance - Sherman Robinson Public Works Parking Parking - 135,000 135,000
SUBTOTAL 1,352,000 3,828,000 5,180,000
Water Main Replacement Stoneback Utilities Water Water - 2,922,500 2,922,500
Howard Street Water Main Replacement (No Resurface) Stoneback Utilities Water Water - 427,500 427,500
Security Equipment Stoneback Utilities Water Water - 50,000 50,000
Finished Water Reservoir Study Stoneback Utilities Water Water - 100,000 100,000
Filter Wash Water Valve Replacement Stoneback Utilities Water Water - 40,000 40,000
Masonry Evaluation and Tuckpointing Stoneback Utilities Water Water 30,000 250,000 280,000
SUBTOTAL 30,000 3,790,000 3,820,000
AMR Radio Transmitter Replacement Stoneback Utilities GO Debt Water 200,000 600,000 800,000
Master Meter and Chemical Feed Improvements Stoneback Utilities GO Debt Water 520,000 430,000 950,000
Chlorination Equipment Replacement Stoneback Utilities GO Debt Water 200,000 - 200,000
Standpipe Painting and Mixing Equipment Stoneback Utilities GO Debt Water - 1,250,000 1,250,000
Roof Improvement Projects Stoneback Utilities GO Debt Water 165,000 585,000 750,000
SUBTOTAL 1,085,000 2,865,000 3,950,000
48" Intake Improvement and Zebra Mussel Control Stoneback Utilities IEPA Water 1,270,000 630,000 1,900,000
258 of 292
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A B C D F M N O
City of Evanston
Recommended 2014-2017 Capital Projects
Sorted by Fund & Funding Source
Project Funding Fund Carryover Est. New Total
Description Head Department Source Responsible FY14 FY14 FY 14
352
353
354
355
356
357
358
359
360
361
362
363
364
365
366
371
372
Plant Reliability Improvements Stoneback Utilities IEPA Water - 500,000 500,000
SUBTOTAL 1,270,000 1,130,000 2,400,000
CIPP Sewer Rehabilitation Stoneback Utilities Sewer Sewer - 515,000 515,000
Emergency Sewer Repairs Stoneback Utilities Sewer Sewer - 75,000 75,000
Stormwater Management Improvements Stoneback Utilities Sewer Sewer - 260,000 260,000
Sewer Repairs on Street Improvements Stoneback Utilities Sewer Sewer - 185,000 185,000
SUBTOTAL - 1,035,000 1,035,000
Large Diameter Sewer Rehabilitation Stoneback Utilities IEPA Sewer - 2,190,000 2,190,000
SUBTOTAL - 2,190,000 2,190,000
TOTAL - ALL FUNDS 8,673,220 32,095,082 40,768,302
259 of 292
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7
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9
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12
16
17
18
19
22
23
25
27
28
29
30
31
32
33
35
36
37
38
39
40
41
47
48
49
50
51
55
56
57
59
60
65
66
67
68
69
72
73
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A B C D F P Q R
City of Evanston
Recommended 2014-2017 Capital Projects
Sorted by Fund & Funding Source
Project Funding Fund
Description Head Department Source Responsible FY15 FY16 FY17
CIP SUMMARY ALL FUNDS
MFT Fund Funding N/A N/A N/A N/A 1,400,000 1,400,000 1,400,000
CDBG Fund Funding N/A N/A N/A N/A 325,000 225,000 225,000
Washington National TIF Fund Funding N/A N/A N/A N/A 6,260,789 225,000 4,690,000
West Evanston TIF Fund Funding N/A N/A N/A N/A 360,000 - 6,036,000
Dempster-Dodge TIF Fund Funding N/A N/A N/A N/A 495,000 - -
Chicago-Main TIF Fund Funding N/A N/A N/A N/A 4,300,000 680,000 1,100,000
CIP Fund - General Obligation (GO) Debt N/A N/A N/A N/A 16,195,369 7,920,000 14,895,000
CIP Fund - Grants N/A N/A N/A N/A 5,636,632 - -
CIP Fund - IDNR Grant Funding N/A N/A N/A N/A - 200,000 400,000
CIP Fund - Private Donations N/A N/A N/A N/A 200,000 - -
Special Assessment Fund Funding N/A N/A N/A N/A 500,000 500,000 500,000
Parking Fund Funding N/A N/A N/A N/A 3,310,000 920,000 500,000
Water Fund Funding N/A N/A N/A N/A 3,340,000 4,430,000 6,090,000
Water Fund - GO Debt N/A N/A N/A N/A 1,500,000 25,000 400,000
Water Fund - IEPA Loan N/A N/A N/A N/A 4,650,000 21,875,000 9,435,000
Sewer Fund Funding N/A N/A N/A N/A 1,075,000 1,115,000 1,155,000
Sewer Fund - IEPA Loan N/A N/A N/A N/A - 1,672,000 1,564,000
TOTAL - ALL FUNDS 49,547,790 41,187,000 48,390,000
EXPENDITURES
Street Resurfacing - MFT Robinson Public Works MFT MFT 1,400,000 1,400,000 1,400,000
SUBTOTAL 1,400,000 1,400,000 1,400,000
Block, Curb, Sidewalk & ADA Ramps Robinson Public Works Grant CDBG CDBG 150,000 150,000 150,000
SNAP Lighting Robinson Public Works Grant CDBG CDBG 75,000 75,000 75,000
Fitzsimons Park Renovations Robinson Public Works Grant CDBG CDBG 100,000 - -
SUBTOTAL 325,000 225,000 225,000
Improvements to CTA Tracks Muenzer CED TIF Increment Washington TIF 300,000 - 4,200,000
Fountain Square Reconstruction Study Robinson Public Works TIF Increment Washington TIF 3,000,000 - -
Orrington Avenue Improvements Robinson Public Works TIF Increment Washington TIF 1,400,000 - -
Chicago Ave Utility Improvements / Streetscape (Davis to Church) Robinson Public Works TIF Increment Washington TIF 865,000 - -
Sheridan-Chicago Bike Path Phase I, II, III Engineering and Construction Robinson Public Works TIF Increment Washington TIF 80,789 - -
Street Furniture Package Robinson Public Works TIF Increment Washington TIF 150,000 - -
Chicago Ave Watermain only Stoneback Utilities TIF Increment Washington TIF 235,000 - -
Orrington Ave. Watermain (Davis to Church) Stoneback Utilities TIF Increment Washington TIF 230,000 - -
Sherman Avenue Water Main Replacement Stoneback Utilities TIF Increment Washington TIF - 225,000 -
Church Street Watermain Replacement Stoneback Utilities TIF Increment Washington TIF - - 490,000
SUBTOTAL 6,260,789 225,000 4,690,000
260 of 292
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A B C D F P Q R
City of Evanston
Recommended 2014-2017 Capital Projects
Sorted by Fund & Funding Source
Project Funding Fund
Description Head Department Source Responsible FY15 FY16 FY17
99
100
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
128
130
131
132
137
143
144
145
147
148
150
151
152
153
155
156
157
158
160
162
Dodge Avenue Streetscape (Dempster to Lake) Robinson Public Works TIF Increment West Evanston TIF 360,000 - -
Water Main Replacement - Church St and north Stoneback Utilities TIF Increment West Evanston TIF - - 2,034,000
Water Main Replacement - between Church and Dempster Stoneback Utilities TIF Increment West Evanston TIF - - 1,195,000
Water Main Replacement - Dempster St and south Stoneback Utilities TIF Increment West Evanston TIF - - 722,000
Large Diameter Sewer Rehabilitation Stoneback Utilities TIF Increment West Evanston TIF - - 1,456,000
Small Diameter Sewer Rehabilitation Stoneback Utilities TIF Increment West Evanston TIF - - 629,000
SUBTOTAL 360,000 - 6,036,000
Traffic Configuration - Dempster / Dodge Robinson Public Works TIF Increment Dempster-Dodge TIF 250,000 - -
Dodge Avenue Protected Bike Lane - Howard to Church Robinson Public Works TIF Increment Dempster-Dodge TIF 50,000 - -
Dodge Avenue Large Diameter Sewer Rehabilitation Stoneback Utilities TIF Increment Dempster-Dodge TIF 195,000 - -
SUBTOTAL 495,000 - -
Public Art Bike Rack Program McRae PRCS TIF Increment Chicago-Main TIF 100,000 - -
Main (Sherman to Hinman) Streetscape and Resurfacing Robinson Public Works TIF Increment Chicago-Main TIF 1,700,000 - -
St. Paul's Park Renovations Robinson Public Works TIF Increment Chicago-Main TIF 1,500,000 - -
Custer Avenue Relief Sewer Extension Stoneback Utilities TIF Increment Chicago-Main TIF - 140,000
Custer Avenue Water Main Replacement Stoneback Utilities TIF Increment Chicago-Main TIF 140,000
Sherman Avenue Water Utility Improvements / Street Resurfacing Stoneback Utilities TIF Increment Chicago-Main TIF 675,000
Small Diameter Sewer Rehabilitation Stoneback Utilities TIF Increment Chicago-Main TIF 220,000 -
Washington Street Water Main Replacement Stoneback Utilities TIF Increment Chicago-Main TIF - 145,000
Chicago Avenue Water Main Replacement Stoneback Utilities TIF Increment Chicago-Main TIF 680,000 -
Main (Sherman to Hinman) Watermain Stoneback Utilities TIF Increment Chicago-Main TIF 780,000 - -
SUBTOTAL 4,300,000 680,000 1,100,000
Cultural Arts Master Plan McRae PRCS GO Debt Capital Improvement 125,000 - -
Crown Center Minor Projects McRae PRCS GO Debt Capital Improvement 50,000 50,000
Playgrounds Equipment at Lakefront Beaches McRae PRCS GO Debt Capital Improvement 100,000 100,000 100,000
Street Resurfacing - CIP Robinson Public Works GO Debt Capital Improvement 1,800,000 1,800,000 1,800,000
Emerson/Ridge/Green Bay Intersection Robinson Public Works GO Debt Capital Improvement 670,000 - -
Ladd Arboretum Bike Path Renovations Robinson Public Works GO Debt Capital Improvement 123,000 - -
Engineering Services Robinson Public Works GO Debt Capital Improvement 475,000 475,000 475,000
50 / 50 Sidewalk Replacement Program Robinson Public Works GO Debt Capital Improvement 100,000 100,000 100,000
Neighborhood Traffic Calming & Pedestrian/Bike Accommodations Robinson Public Works GO Debt Capital Improvement 50,000 50,000 50,000
Pedestrian Safety, Pavement Marking, Streetlight Improvements Robinson Public Works GO Debt Capital Improvement 150,000 150,000 150,000
Traffic Signal Modernization Robinson Public Works GO Debt Capital Improvement 250,000 250,000
Ackerman Park HVAC and Exhaust Upgrade Robinson Public Works GO Debt Capital Improvement 10,000 - -
Animal Shelter Renovations Robinson Public Works GO Debt Capital Improvement 330,000 - -
Baker Park HVAC Upgrade Robinson Public Works GO Debt Capital Improvement - 10,000 -
Bent Park HVAC Upgrade Robinson Public Works GO Debt Capital Improvement - - 10,000
Cartwright Park Renovations Robinson Public Works GO Debt Capital Improvement 590,000 - -
Chandler Center Study / Minor Improvements Robinson Public Works GO Debt Capital Improvement - 1,550,000 -
Civic Center Boiler Building Renovations Robinson Public Works GO Debt Capital Improvement - 140,000 -
Crown Center Renovations Robinson Public Works GO Debt Capital Improvement 2,000,000 320,000
Fire Station #3 Renovations Robinson Public Works GO Debt Capital Improvement 350,000 - -
261 of 292
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A B C D F P Q R
City of Evanston
Recommended 2014-2017 Capital Projects
Sorted by Fund & Funding Source
Project Funding Fund
Description Head Department Source Responsible FY15 FY16 FY17
163
164
165
167
168
169
170
171
172
173
174
176
177
178
179
181
182
183
184
185
186
187
188
189
190
193
194
195
198
205
213
214
218
221
222
223
254
255
259
263
264
266
267
268
269
270
273
274
Fire Station #4 Renovations Robinson Public Works GO Debt Capital Improvement 140,000 - 75,000
Fitzsimons Park Renovations Robinson Public Works GO Debt Capital Improvement 200,000 - -
Flag Pole Lighting Robinson Public Works GO Debt Capital Improvement - - 80,000
Foster Field Athletic Field Renovations Robinson Public Works GO Debt Capital Improvement 450,000 - -
Independence Park Renovations Robinson Public Works GO Debt Capital Improvement 100,000 700,000 -
James Park Field House Washroom Renovations Robinson Public Works GO Debt Capital Improvement 150,000
James Park Renovations Robinson Public Works GO Debt Capital Improvement 1,100,000 500,000 5,100,000
Lakefront - Arts Center Coach House Renovations Robinson Public Works GO Debt Capital Improvement - - 550,000
Lakefront - Beach House Plumbing Repairs Robinson Public Works GO Debt Capital Improvement 35,000 - -
Lakefront - Clark Street Beach Access Boardwalk Robinson Public Works GO Debt Capital Improvement 435,000
Lakefront - Dempster Street Boat Launch Ramp Replacement Robinson Public Works GO Debt Capital Improvement 100,000
Lakefront - Dog Beach Breakwall Installation Robinson Public Works GO Debt Capital Improvement - - 1,000,000
Lakefront - Fog / Signal Houses Renovations Robinson Public Works GO Debt Capital Improvement 800,000 - -
Lakefront - Garden Park Renovations Robinson Public Works GO Debt Capital Improvement 375,000 - -
Lakefront - Greenwood Street Beach Entry Facility Robinson Public Works GO Debt Capital Improvement - - 1,500,000
Lakefront - Pedestrian Path Reconstruction Robinson Public Works GO Debt Capital Improvement 700,000 - -
Larimer Park Renovations Robinson Public Works GO Debt Capital Improvement - 600,000 -
Leahy Park Shelter Renovations Robinson Public Works GO Debt Capital Improvement 30,000 - -
Levy Center Renovations Robinson Public Works GO Debt Capital Improvement 450,000 350,000 80,000
McCulloch Park Renovations Robinson Public Works GO Debt Capital Improvement 700,000 - -
Noyes Center Renovations Robinson Public Works GO Debt Capital Improvement - - 1,520,000
Philbrick Park Renovations Robinson Public Works GO Debt Capital Improvement - - 500,000
Police - Fire Headquarters Renovations Robinson Public Works GO Debt Capital Improvement 160,000 - -
Service Center Renovations Robinson Public Works GO Debt Capital Improvement 675,000 575,000 725,000
Southwest Park Renovations Robinson Public Works GO Debt Capital Improvement - 200,000 -
Grove Street - Maple Avenue to Sherman Avenue Robinson Public Works GO Debt Capital Improvement 600,000 - -
Sheridan Road Improvement Project (Emerson to North City Limits) Robinson Public Works GO Debt Capital Improvement 1,100,000 - -
Sheridan Road Signal Upgrade Project (Main to Burnham) Robinson Public Works GO Debt Capital Improvement 250,000 - -
Dempster Signals Phase II & III and Construction Engineering Robinson Public Works GO Debt Capital Improvement 250,000
Sheridan-Chicago Bike Path Phase I, II Engineering and Construction Robinson Public Works GO Debt Capital Improvement 242,369
Ecology Center Renovations Robinson Public Works GO Debt Capital Improvement 30,000
Lakefront - Arts Center Renovations Robinson Public Works GO Debt Capital Improvement 100,000 - 830,000
New Salt Dome and Service Center Storage Robinson Public Works GO Debt Capital Improvement 100,000 - -
SUBTOTAL 16,195,369 7,920,000 14,895,000
Ridge/Emerson/Green Bay Intersection Phase 1 Engineering Robinson Public Works Grant Capital Improvement 1,059,000 - -
Ladd Arboretum Bike Path Renovations Robinson Public Works Grant Capital Improvement 492,000 - -
Sheridan Road Signal Upgrade Project (Main to Burnham) Robinson Public Works Grant Capital Improvement 476,000 - -
Sheridan Road Improvement Project (Emerson to North City Limits) Robinson Public Works Grant Capital Improvement 1,600,000 - -
Sheridan-Chicago Bike Path Phase I, II, III Engineering and Construction Robinson Public Works Grant Capital Improvement 1,292,632
Dempster Signals Phase II & III and Construction Engineering Robinson Public Works Grant Capital Improvement 717,000 - -
SUBTOTAL 5,636,632 - -
James Park Renovations Robinson Public Works IDNR Grant Capital Improvement - - 400,000
Southwest Park Renovations Robinson Public Works IDNR Grant Capital Improvement - 200,000 -
SUBTOTAL - 200,000 400,000
262 of 292
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A B C D F P Q R
City of Evanston
Recommended 2014-2017 Capital Projects
Sorted by Fund & Funding Source
Project Funding Fund
Description Head Department Source Responsible FY15 FY16 FY17
275
276
280
285
290
291
292
293
294
295
296
300
303
306
307
308
309
310
311
312
313
315
316
318
319
321
322
323
325
326
327
328
329
331
332
333
337
339
340
341
342
344
345
346
347
348
349
350
Currey Park Renovations Robinson Public Works Private Donation Capital Improvement 200,000 - -
SUBTOTAL 200,000 - -
Alley Maintenance Robinson Public Works SA Reserves Special Assessment - - -
Alley Paving Robinson Public Works GO Debt Special Assessment 500,000 500,000 500,000
SUBTOTAL 500,000 500,000 500,000
Comprehensive Signage Program Voss Admin Serv Parking Parking 250,000 250,000 250,000
Resurfacing of City Owned Surface Lots Robinson Public Works Parking Parking 250,000 250,000 250,000
Parking Garages - Capital Maintenance - Church Robinson Public Works Parking Parking 770,000 140,000 -
Parking Garages - Capital Maintenance - Maple Robinson Public Works Parking Parking 880,000 140,000 -
Parking Garages - Capital Maintenance - Sherman Robinson Public Works Parking Parking 1,160,000 140,000 -
SUBTOTAL 3,310,000 920,000 500,000
Water Main Replacement Stoneback Utilities Water Water 3,000,000 3,390,000 3,490,000
Pitner Avenue Large Diameter Water Main Lining Stoneback Utilities Water Water 290,000
SCADA System Improvements Stoneback Utilities Water Water - 250,000 -
Security Equipment Stoneback Utilities Water Water 50,000 50,000 50,000
Concrete Structure Rehabilitation Stoneback Utilities Water Water - 500,000 1,300,000
Concrete Water Main Testing Stoneback Utilities Water Water - 150,000 -
Transformer Room Electrical Improvements Stoneback Utilities Water Water - - 150,000
Low Lift 4/5/6 - Pump & Motor Replace Stoneback Utilities Water Water - - 125,000
Filter Workshop Sprinkler System Stoneback Utilities Water Water - - 150,000
Wash Water Pumps Rehabilitation Stoneback Utilities Water Water - - 75,000
Filter Freight Elevator and Controls Rehab Stoneback Utilities Water Water - - 150,000
Chemical Storage Tank Repairs and Lining Stoneback Utilities Water Water - - 250,000
South Standpipe Storage Shed Rehab Stoneback Utilities Water Water - - 50,000
Laboratory HVAC Replacement Stoneback Utilities Water Water - 90,000 300,000
SUBTOTAL 3,340,000 4,430,000 6,090,000
Standpipe Painting and Mixing Equipment Stoneback Utilities GO Debt Water 1,500,000 - -
Roof Improvement Projects Stoneback Utilities GO Debt Water - 25,000 400,000
SUBTOTAL 1,500,000 25,000 400,000
Finished Water Reservoir Stoneback Utilities IEPA Water 2,000,000 18,075,000 6,025,000
30" Feeder Main Replacement Stoneback Utilities IEPA Water - 3,800,000 3,410,000
Plant Reliability Improvements Stoneback Utilities IEPA Water 2,650,000 - -
SUBTOTAL 4,650,000 21,875,000 9,435,000
CIPP Sewer Rehabilitation Stoneback Utilities Sewer Sewer 535,000 555,000 575,000
263 of 292
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A B C D F P Q R
City of Evanston
Recommended 2014-2017 Capital Projects
Sorted by Fund & Funding Source
Project Funding Fund
Description Head Department Source Responsible FY15 FY16 FY17
351
352
353
354
355
356
357
358
359
360
365
366
Emergency Sewer Repairs Stoneback Utilities Sewer Sewer 75,000 75,000 75,000
Stormwater Management Improvements Stoneback Utilities Sewer Sewer 270,000 280,000 290,000
Sewer Repairs on Street Improvements Stoneback Utilities Sewer Sewer 195,000 205,000 215,000
SUBTOTAL 1,075,000 1,115,000 1,155,000
Large Diameter Sewer Rehabilitation Stoneback Utilities IEPA Sewer - 1,672,000 1,564,000
SUBTOTAL - 1,672,000 1,564,000
TOTAL - ALL FUNDS 49,547,790 41,187,000 48,390,000
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A L M N O P Q R S
City of Evanston
Recommended 2014-2017 Capital Projects
Capital Improvement Plan (CIP) Summary
Approved Year-End Est. Carryover Est. New Total
Description FY13 FY13 FY14 FY14 FY14 FY15 FY16 FY17
CIP Summary - By Category
Facilities
Parks and Recreation 2,703,000 583,550 1,746,450 1,554,500 3,300,950 8,615,000 2,310,000 9,990,000
Community Centers 2,079,058 1,707,500 73,070 750,000 823,070 2,530,000 2,270,000 1,600,000
City Facilities 1,561,293 861,393 499,900 2,560,000 3,059,900 1,755,000 715,000 800,000
Parking Garages and Lots 3,685,000 2,296,300 1,102,000 3,423,000 4,525,000 3,060,000 670,000 250,000
Total - Facilities 10,028,351 5,448,743 3,421,420 8,287,500 11,708,920 15,960,000 5,965,000 12,640,000
Right-of-Way
Streets 10,383,000 7,113,000 2,160,000 10,663,582 12,823,582 18,469,790 3,750,000 7,950,000
Sidewalks 385,800 125,000 260,800 400,000 660,800 250,000 250,000 250,000
Traffic Signals 145,000 94,000 51,000 219,000 270,000 1,693,000 250,000 250,000
Signage 460,000 56,000 175,000 200,000 375,000 250,000 250,000 250,000
Lighting 829,000 469,000 - 525,000 525,000 225,000 225,000 305,000
Total - Right-of-Way 12,202,800 7,857,000 2,646,800 12,007,582 14,654,382 20,887,790 4,725,000 9,005,000
Utilities
Water Distribution 4,755,700 4,125,000 - 3,350,000 3,350,000 4,535,000 8,245,000 12,351,000
Water Plant 4,335,000 2,275,000 2,385,000 4,435,000 6,820,000 6,200,000 18,990,000 8,975,000
Sewer 5,632,500 5,320,500 - 3,410,000 3,410,000 1,490,000 2,787,000 4,944,000
Total - Utilities 14,723,200 11,720,500 2,385,000 11,195,000 13,580,000 12,225,000 30,022,000 26,270,000
Other
Technology 716,000 521,000 220,000 130,000 350,000 - - -
General Economic Development 1,650,000 - - - - - - -
General Engineering Services 475,000 475,000 - 475,000 475,000 475,000 475,000 475,000
Total - Other 2,841,000 996,000 220,000 605,000 825,000 475,000 475,000 475,000
Grand Total - All Projects 39,795,351 26,022,243 8,673,220 32,095,082 40,768,302 49,547,790 41,187,000 48,390,000
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A L M N O P Q R S
City of Evanston
Recommended 2014-2017 Capital Projects
Facilities Projects Summary
Approved Year-End Est. Carryover Est. New Total
Description FY13 FY13 FY14 FY14 FY14 FY15 FY16 FY17
PARKS AND RECREATION:
Ackerman Park HVAC and Exhaust Upgrade - - - - - 10,000 - -
Park and Facilities Contingency Account - - - 636,500 636,500 - - -
Baker Park 100,000 100,000
Baker Park HVAC Upgrade - - - - - - 10,000 -
Bent Park HVAC Upgrade - - - - - - - 10,000
Cartwright Park Renovations - - - - - 590,000 - -
Cultural Arts Master Plan - - - - - 125,000 - -
Currey Park Renovations - - - - - 200,000 - -
Firemen's Park Renovations 310,000 280,000 - - - - - -
Fitzsimons Park Renovations - - - - - 300,000 - -
Foster Field Athletic Field Renovations - - - - - 450,000 - -
Grey Park Renovations 60,000 3,550 56,450 - 56,450 - - -
Independence Park Renovations - - - - - 100,000 700,000 -
James Park Field House Washroom Renovations - - - 150,000
James Park Renovations - - - - - 1,100,000 500,000 5,500,000
Ladd Arboretum Bike Path Renovations 602,000 - 110,000 - 110,000 615,000 - -
Lakefront - Arts Center Coach House Renovations - - - - - - - 550,000
Lakefront - Arts Center Renovations - 150,000 - - - 100,000 - 830,000
Lakefront - Beach House Plumbing Repairs - - - - - 35,000 - -
Lakefront - Boat Ramp Renovations 350,000 - 350,000 200,000 550,000 - - -
Lakefront - Clark Street Beach Access Boardwalk - - - 435,000
Lakefront - Clark Street Beach Bird Habitat - - - 173,000 173,000 - - -
Lakefront - Dempster Street Boat Launch Ramp Replacement - - - 100,000
Lakefront - Dempster Street Boat Rack Installations - - 75,000 75,000
Lakefront - Dog Beach Breakwall Installation - - - - - - - 1,000,000
Lakefront - Fog / Signal Houses Renovations - - - - - 800,000 - -
Lakefront - Garden Park Renovations - - - - - 375,000 - -
Lakefront - Greenwood Street Beach Entry Facility - - - - - - - 1,500,000
Lakefront - Lagoon Area Improvements 1,170,000 70,000 1,100,000 275,000 1,375,000 - - -
Lakefront - Lagoon Building Furnace Replacement - - - - - - - -
Lakefront - Pedestrian Path Reconstruction - - - - - 700,000 - -
Larimer Park Renovations - - - - - - 600,000 -
Leahy Park Shelter Renovations - - - - - 30,000 - -
McCulloch Park Renovations - - - - - 700,000 - -
Neighborhood Public Art Program - - - 75,000 75,000 - - -
Penny Park Renovations 130,000 - 130,000 20,000 150,000 - - -
Philbrick Park Renovations - - - - - - - 500,000
Playgrounds Equipment at Lakefront Beaches - - 100,000 100,000 100,000
Public Art Bike Rack Program - - - - - 100,000
Sherman Public Art 81,000 80,000 - - - - - -
Southwest Park Renovations - - - - - - 400,000 -
St. Paul's Park Renovations - - - - - 1,500,000 - -
SUBTOTAL - PARKS AND RECREATION 2,703,000 583,550 1,746,450 1,554,500 3,300,950 8,615,000 2,310,000 9,990,000
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A L M N O P Q R S
City of Evanston
Recommended 2014-2017 Capital Projects
Facilities Projects Summary
Approved Year-End Est. Carryover Est. New Total
Description FY13 FY13 FY14 FY14 FY14 FY15 FY16 FY17
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COMMUNITY CENTERS:
Chandler Center Study / Minor Projects - - - 250,000 250,000 - 1,550,000 -
Crown Center Minor Projects 50,000 48,500 - 50,000 50,000 50,000 50,000
Crown Center Partnership Study 73,070 - 73,070 - 73,070 - - -
Crown Center Refridgerant System Reconstruction - -
Crown Center Renovations - - - - - 2,000,000 320,000
Ecology Center Greenhouse Reconstructions (Carryover Portion) 115,000 - - - - - - -
Ecology Center Renovations 71,988 - 100,000 100,000 30,000
Fleetwood-Jourdain Study / Minor Improvements 85,000 85,000 - 250,000 250,000 - - -
Levy Center Renovations 270,000 270,000 - 100,000 100,000 450,000 350,000 80,000
Noyes Center Renovations - - - - - - - 1,520,000
Noyes Center Roof 1,254,000 1,254,000 - - - - - -
Noyes Center Seat Replacements 160,000 50,000 - - - - - -
SUBTOTAL - COMMUNITY CENTERS 2,079,058 1,707,500 73,070 750,000 823,070 2,530,000 2,270,000 1,600,000
CITY FACILITIES:
Animal Shelter Renovations - - - 120,000 120,000 330,000 - -
Strategic Plan Capital Studies (Facilities, Infrastructure, Asset Appraisal) - - - 300,000 300,000
MWRD Grant Funded Projects - - - 850,000 850,000
Civic Center Boiler Building Renovations - - - 120,000 120,000 - 140,000 -
Civic Center Renovations 415,000 415,000 - - - - - -
Civic Center Security Improvements 300,000 300,000
Collector's Office Renovations 75,000 - 75,000 210,000 285,000 - - -
Facilities Capital Improvement Contingency - - - 250,000 250,000
Fire Station #2 Renovations 53,000 53,000 - 360,000 360,000 - - -
Fire Station #3 Renovations - - - - - 350,000 - -
Fire Station #4 Renovations 86,293 86,293 - - - 140,000 - 75,000
Main Library Renovations 200,000 - - - - - -
Metra Station Heating Control Replacements 10,000 - 10,000 - 10,000 - - -
New Salt Dome and Service Center Storage 410,000 30,000 380,000 - 380,000 100,000 - -
Police - Fire Headquarters Renovations 175,000 175,000 - 50,000 50,000 160,000 - -
Police 1st Floor Conference Room Renovation 62,000 62,000 - - - - - -
Service Center Renovations 75,000 40,100 34,900 - 34,900 675,000 575,000 725,000
Service Center Storage Buildings - -
SUBTOTAL - CITY FACILITIES 1,561,293 861,393 499,900 2,560,000 3,059,900 1,755,000 715,000 800,000
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A L M N O P Q R S
City of Evanston
Recommended 2014-2017 Capital Projects
Facilities Projects Summary
Approved Year-End Est. Carryover Est. New Total
Description FY13 FY13 FY14 FY14 FY14 FY15 FY16 FY17
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PARKING GARAGES AND LOTS:
717 Howard Street Parking Lot Development - - - 450,000 450,000
Church and Darrow Parking Lot - Mini Park 440,000 - - - - - - -
Citywide Parking Meter Upgrades 1,000,000 844,000 250,000 - 250,000 - - -
McDaniel Diagonal Parking (Crain St. to Cul-De-Sac) 75,000 75,000 - - - - - -
New Parking Access & Revenue Control System - DT Prk Garages - - - 1,100,000 1,100,000
Maple Garage Storefront Improvements - - - 150,000 150,000
Parking Garages - Capital Maintenance - - - - - - - -
Parking Garages - Capital Maintenance - Church 680,000 156,000 524,000 886,000 1,410,000 770,000 140,000 -
Parking Garages - Capital Maintenance - Maple 330,000 62,000 268,000 502,000 770,000 880,000 140,000 -
Parking Garages - Capital Maintenance - Sherman 200,000 799,300 - 135,000 135,000 1,160,000 140,000 -
Parking Lot 4 Improvements 540,000 360,000 60,000 - 60,000 - - -
Resurfacing of City Owned Surface Lots 420,000 - - 200,000 200,000 250,000 250,000 250,000
SUBTOTAL - PARKING GARAGES AND LOTS 3,685,000 2,296,300 1,102,000 3,423,000 4,525,000 3,060,000 670,000 250,000
TOTAL - FACILITIES PROJECTS 10,028,351 5,448,743 3,421,420 8,287,500 11,708,920 15,960,000 5,965,000 12,640,000
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A L M N O P Q R S
City of Evanston
Recommended 2014-2017 Capital Projects
Right-of-Way Project Summary
Approved Year-End Est. Carryover Est. New Total
Description FY13 FY13 FY14 FY14 FY14 FY15 FY16 FY17
STREETS:
Alley Maintenance 125,000 125,000 - - - - - -
Alley Paving 481,000 481,000 - 700,000 700,000 500,000 500,000 500,000
Bike Plan Update - - - 125,000 125,000
Bike Stations City Portion - - - 120,000 120,000
Bridge Rehab Isabella Phase II Design & Construction 50,000 - 50,000 150,000 200,000 - -
Bridge Street Bridge Construction - McCormick to Brown 100,000 - 100,000 2,300,000 2,400,000 - - -
Bridge Street Bridge Phase III - Construction Engineering 200,000 150,000 50,000 40,000 90,000 - - -
Central Street Resurfacing 630,000 630,000 - - - - - -
Chicago Ave Utility Improvements / Streetscape (Davis to Church) - - - - - 865,000 - -
Davis Street Streetscape - Benson to Chicago - Repaving 1,300,000 1,200,000 100,000 - 100,000 - - -
Davis Streetscape / Resurfacing / Bike Lane - Asbury - Dodge - - - 300,000 300,000 - - -
Davis Streetscape / Resurfacing / Bike Lane - Ridge to Benson 1,197,000 797,000 400,000 - 400,000 - - -
Dodge Avenue Protected Bike Lane - Howard to Church - - - 600,000 600,000 50,000 - -
Dodge Avenue Streetscape (Dempster to Lake) 360,000 - - - - 360,000 - -
ETHS/Church St Bike Path 250,000 250,000
Fountain Square Reconstruction - - - 300,000 300,000 3,000,000 - -
Grove Street - Maple Avenue to Sherman Avenue - - - - - 600,000 - -
Howard Street - Target Access Drive Improvements 1,400,000 150,000 500,000 - 500,000 - - -
Improvements to CTA Tracks - - - - 300,000 - 4,200,000
Isabella/Sheridan Rehabilitation Project (Wilmette Reimbursement)190,000 - 190,000 280,000 470,000 - - -
Main (Sherman to Hinman) Streetscape and Resurfacing - - - - - 1,700,000 - -
Neighborhood Traffic Calming & Pedestrian/Bike Accommodations - - - 50,000 50,000 50,000 50,000 50,000
Orrington Avenue Improvements - - - - 1,400,000 - -
Emerson/Ridge/Green Bay Intersection 250,000 80,000 170,000 174,000 344,000 1,729,000 - -
Safe Routes to School Improvements - - - 249,862 249,862
Sheridan Road / Chicago Avenue ITEP Grant - 800,000 800,000
Sheridan Road Improvement Project (Emerson to North City Limits) - - - 250,000 250,000 2,700,000 - -
Sheridan-Chicago Bike Path Phase I, II Engineering and Construction - - 249,720 249,720 1,615,790
Sheridan Road - IDOT Payment 83,000 -
Sherman Avenue - Lake Street to Grove Street - - - - - - - -
Street Furniture Package - - - - - 150,000 - -
Street Resurfacing - CIP 2,700,000 2,017,000 600,000 2,325,000 2,925,000 1,800,000 1,800,000 1,800,000
Street Resurfacing - MFT 1,400,000 1,400,000 - 1,400,000 1,400,000 1,400,000 1,400,000 1,400,000
Traffic Configuration - Dempster / Dodge - - - - - 250,000 - -
SUBTOTAL - STREETS 10,383,000 7,113,000 2,160,000 10,663,582 12,823,582 18,469,790 3,750,000 7,950,000
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A L M N O P Q R S
City of Evanston
Recommended 2014-2017 Capital Projects
Right-of-Way Project Summary
Approved Year-End Est. Carryover Est. New Total
Description FY13 FY13 FY14 FY14 FY14 FY15 FY16 FY17
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SIDEWALKS:
50 / 50 Sidewalk Replacement Program 125,000 125,000 - 250,000 250,000 100,000 100,000 100,000
Block, Curb, Sidewalk & ADA Ramps 85,800 - 85,800 50,000 135,800 150,000 150,000 150,000
Central Street Sidewalk - Eastwood to Hartrey Design 175,000 - 175,000 100,000 275,000 - - -
SUBTOTAL - SIDEWALKS 385,800 125,000 260,800 400,000 660,800 250,000 250,000 250,000
TRAFFIC SIGNALS:
CMAQ Chicago Avenue Signal Improvement Reimbursement - - 60,000 60,000 Tra
Dempster Signal Phase I Engineering 94,000 94,000 - - - - -
Dempster Signals Phase II & III and Construction Engineering 51,000 - 51,000 59,000 110,000 967,000 Tra
Sheridan Road Signal Upgrade Project (Main to Burnham) - - - 100,000 100,000 726,000 - -
Traffic Signal Modernization - - - 250,000 250,000
SUBTOTAL - TRAFFIC SIGNALS 145,000 94,000 51,000 219,000 270,000 1,693,000 250,000 250,000
SIGNAGE:
Comprehensive Sign Package 460,000 56,000 175,000 200,000 375,000 250,000 250,000 250,000
SUBTOTAL - SIGNAGE 460,000 56,000 175,000 200,000 375,000 250,000 250,000 250,000
LIGHTING
Church Street Streetlights - Darrow to Pitner 85,000 85,000 - - - - - -
City Works Sign, Signal, Street Light and Tree Inventory & Upgrade 55,000 - - 250,000 250,000 - - -
Civic Center Parking Lot Lighting 130,000 - - - - - - -
ETHS/Dodge Ave Pedestrian Light Improvement 100,000 100,000
Flag Pole Lighting - - - - - - - 80,000
Pedestrian Lighting 175,000 - - - - - - -
Pedestrian Safety, Pavement Marking, Streetlight Improvements 275,000 275,000 - 150,000 150,000 150,000 150,000 150,000
SNAP Lighting 59,000 59,000 - 25,000 25,000 75,000 75,000 75,000
Street Light Improvements - - - - - - -
Street Lights - Chicago Avenue / Kedzie / AMLI 50,000 50,000 - - - - - -
SUBTOTAL - LIGHTING 829,000 469,000 - 525,000 525,000 225,000 225,000 305,000
TOTAL - RIGHT-OF-WAY 12,202,800 7,857,000 2,646,800 12,007,582 14,654,382 20,887,790 4,725,000 9,005,000
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A L M N O P Q R S
City of Evanston
Recommended 2014-2017 Capital Projects
Utilities Project Summary
Approved Year-End Est. Carryover Est. New Total
Description FY13 FY13 FY14 FY14 FY14 FY15 FY16 FY17
WATER DISTRIBUTION:
30" Feeder Main Replacement - - - - 3,800,000 3,410,000
Chicago Ave Watermain only - 235,000
Chicago Avenue Water Main Replacement - 680,000
Church Street Watermain Replacement - - - - - - - 490,000
Concrete Water Main Testing - - - - - - 150,000 -
Custer Avenue Water Main Replacement - 140,000
Davis Street Streetscape - Benson to Chicago - Utility Improvements 1,025,000 1,025,000 - - - - - -
Davis Street Watermain Replacement 630,700 - - - - - - -
Howard Street Water Main Replacement (No Resurface) - - - 427,500 427,500 - - -
Main (Sherman to Hinman) Watermain - - - - - 780,000 - -
Orrington Ave. Watermain (Davis to Church)- - 230,000 - -
Pitner Avenue Large Diameter Water Main Lining - - - - 290,000
Sherman Avenue Water Main Replacement - - - - - - 225,000 -
Sherman Avenue Water Utility Improvements / Street Resurfacing - 675,000
South Standpipe Storage Shed Rehab - - - - - - - 50,000
Washington Street Water Main Replacement - - 145,000
Water Main Replacement 3,100,000 3,100,000 - 2,922,500 2,922,500 3,000,000 3,390,000 3,490,000
Water Main Replacement - between Church and Dempster - - - - - 1,195,000
Water Main Replacement - Church St and north - - - - - 2,034,000
Water Main Replacement - Dempster St and south - - - - - 722,000
SUBTOTAL - WATER DISTRIBUTION 4,755,700 4,125,000 - 3,350,000 3,350,000 4,535,000 8,245,000 12,351,000
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A L M N O P Q R S
City of Evanston
Recommended 2014-2017 Capital Projects
Utilities Project Summary
Approved Year-End Est. Carryover Est. New Total
Description FY13 FY13 FY14 FY14 FY14 FY15 FY16 FY17
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WATER PLANT:
48" Intake Improvement and Zebra Mussel Control 1,370,000 100,000 1,270,000 630,000 1,900,000 - - -
AMR Radio Transmitter Replacement 1,800,000 1,600,000 200,000 600,000 800,000 - - -
Chemical Storage Tank Repairs and Lining - - - - - - - 250,000
Chlorination Equipment Replacement 250,000 50,000 200,000 - 200,000 - - -
Concrete Structure Rehabilitation - - - - - - 500,000 1,300,000
Filter Freight Elevator and Controls Rehab - - - - - - - 150,000
Filter Wash Water Valve Replacement - - - 40,000 40,000
Filter Workshop Sprinkler System - - - - - - - 150,000
Finished Water Reservoir - - - 2,000,000 18,075,000 6,025,000
Finished Water Reservoir Study - - - 100,000 100,000 - - -
Laboratory HVAC Replacement - - - - - - 90,000 300,000
Low Lift 4/5/6 - Pump & Motor Replace - - - - - - - 125,000
Masonry Evaluation and Tuckpointing 30,000 - 30,000 250,000 280,000 - - -
Master Meter and Chemical Feed Improvements 575,000 55,000 520,000 430,000 950,000
Plant Reliability Improvements - - - 500,000 500,000 2,650,000 - -
Rate of Flow and Loss of Head Transmitters 85,000 85,000 - - - - - -
Roof Improvement Projects 175,000 10,000 165,000 585,000 750,000 - 25,000 400,000
SCADA System Improvements - 325,000 - - - - 250,000 -
Security Equipment 50,000 50,000 - 50,000 50,000 50,000 50,000 50,000
Standpipe Painting and Mixing Equipment - - - 1,250,000 1,250,000 1,500,000 - -
Transformer Room Electrical Improvements - - - - - - - 150,000
Wash Water Pumps Rehabilitation - - - - - - - 75,000
SUBTOTAL - WATER PLANT 4,335,000 2,275,000 2,385,000 4,435,000 6,820,000 6,200,000 18,990,000 8,975,000
SEWER:
CIPP Sewer Rehabilitation 500,000 500,000 - 515,000 515,000 535,000 555,000 575,000
Cleveland Street (extended) Sewer Rehabilitation (Channel to Pitner) 580,000 469,000 - - - - - -
Custer Avenue Relief Sewer Extension - - 140,000
Davis Street Sewer (If No IEPA Loan) 130,000 129,000 - - - - - -
Davis Street Sewer Improvements - MWRD 822,500 822,500 -
Dodge Avenue Large Diameter Sewer Rehabilitation - - - - - 195,000 - -
Emergency Sewer Repairs 75,000 75,000 - 75,000 75,000 75,000 75,000 75,000
Large Diameter Sewer Rehabilitation 3,100,000 2,900,000 - 2,190,000 2,190,000 - 1,672,000 1,564,000
Large Diameter Sewer Rehabilitation (TIF) - - - - - - - 1,456,000
Sewer Repairs on Street Improvements 175,000 175,000 - 185,000 185,000 195,000 205,000 215,000
Small Diameter Sewer Rehabilitation (Chicago-Main TIF) - 185,000 185,000 220,000 -
Small Diameter Sewer Rehabilitation (Washington TIF)- 629,000
Small Diameter Sewer Rehabilitation (West Evanston TIF)-
Stormwater Management Improvements 250,000 250,000 - 260,000 260,000 270,000 280,000 290,000
SUBTOTAL - SEWER 5,632,500 5,320,500 - 3,410,000 3,410,000 1,490,000 2,787,000 4,944,000
TOTAL - UTILITIES 14,723,200 11,720,500 2,385,000 11,195,000 13,580,000 12,225,000 30,022,000 26,270,000
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A L M N O P Q R S
City of Evanston
Recommended 2014-2017 Capital Projects
Other Project Summary
Approved Year-End Est. Carryover Est. New Total
Description FY13 FY13 FY14 FY14 FY14 FY15 FY16 FY17
TECHNOLOGY:
City Council Chambers Camera System - 25,000 -
Dual Factor Authentication (2FA) Software - - - 20,000 20,000 - - -
Emergency Alert System 120,000 - 120,000 110,000 230,000 - - -
New World Financial Software Licensing & Implementation 596,000 496,000 100,000 - 100,000 - - -
SUBTOTAL - TECHNOLOGY 716,000 521,000 220,000 130,000 350,000 - - -
GENERAL ECONOMIC DEVELOPMENT:
Church and Dodge Development 350,000 - - - - - - -
Economic Development - CIP for City-Owned Building at 623 Howard St. 200,000 - - - - - - -
Economic Development - CIP for City-Owned Building at 727 Howard St. 600,000 - - - - - - -
Economic Development - General Funding Assistance - - - - - - -
Economic Development - Outlot Development 500,000 - - - - - - -
West Evanston Planning - - - - - - -
SUBTOTAL - GENERAL ECONOMIC DEVELOPMENT 1,650,000 - - - - - - -
GENERAL ENGINEERING SERVICES:
Engineering Services 475,000 475,000 - 475,000 475,000 475,000 475,000 475,000
SUBTOTAL - GENERAL ENGINEERING SERVICES 475,000 475,000 - 475,000 475,000 475,000 475,000 475,000
TOTAL - OTHER PROJECTS 2,841,000 996,000 220,000 605,000 825,000 475,000 475,000 475,000
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PART VII
COMPREHENSIVE
PERFORMANCE
MEASUREMENT
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City of Evanston
Comprehensive Performance Measurement
The following Comprehensive Performance Measurement (CPM) Report has been created in accordance with the City Council’s goal of improving the
“Efficiency and Effectiveness of Services.” In creating these metrics, Departments have identified performance measures for benchmarking the efficiency and
effectiveness of City operations and service provision to the public. These performance measures aim to capture all major operational activities of the
organization and yield meaningful and actionable information which can be utilized by the City Council, managerial staff, residents, and other community
stakeholders. The implementation of the CPM Report will provide the City Council and public with a simplified tool for quickly and easily assessing the
effectiveness of City service provision.
2013 Mid-year
Actual
2013
Yearend
Target 2014 Target Target on Track
City Manager's Office
1 Sustainability
Total energy savings Citywide during a specific
period of time calculated in terms of kWh and
Therms
1,800,000 kWh; 0
Therms
25,000 kWh;
150,000
Therms
25,000 kWh;
150,000
Therms
NO
2 Sustainability Annual grant funding secured. $555,456.00 $100,000 $100,000 YES
3 Community
Engagement
Number of service requests received by 311
Staff 10,927 20,500 20,500 NO
4 Community
Engagement
Number of administrative services assumed by
311.3 2 2 YES
5 Community
Engagement
Change in number of subscribers to City
communication channels annually.11,701 24,000 30,000 NO
6 Community
Engagement
Number of citizen engagement events and/or
activities.139 72 80 YES
Law
7 Ordinance
Prosecution
Ordinance cases prosecuted during a specified
period of time (animal, aggressive panhandling,
curfew, disorderly conduct).
185 350 400 Yes
8 Traffic Prosecution
Traffic prosecution cases during a specific
period of time, including percentage of
successful prosecutions.
1,170 total cases
(83% successful
prosecutions)
2,200 total
cases
2,200 total
cases Yes
9 Ordinances and
Resolutions
Ordinances and resolutions written and/or
reviewed during a specific period of time.136 240 240 Yes
10
Loss
Minimization/Risk
Management
Cases tried to verdict. 5 4 8 Yes
11 Administrative
Adjudication
Number of administrative adjudication cases
tried per year (including appeals).17 35 40 Yes
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Administrative Services
12 Purchasing Calendar days from requisition to purchase
order (formal and informal bids).
2.53 business
days
3 business
days
3 business
days YES
13 Human Resources -
Recruitment
Calendar days from requisition to
hire/recruitment for internal and external hires.80.69 60 60 NO
14 Human Resources -
Satisfaction
Percentage of employees who rate training
opportunities, work environment and quality of
HR services as satisfactory.
TBD
15 Human Resources -
Retention
Length of time that employees maintain
employment with City.12 12 12 YES
16
Telephone System
and Network
Problem
Resolution/Repair
Percentage of telephone system and network
problems corrected within 48 hours during a
specific period of time.
61.5%. 65% 65% NO
17 Finance /
Accounting
Total number of financial reporting documents
published and/or certified during a specific
period of time.
17 38 38 YES
18 Parking - Revenue
Number of parking tickets issued and parking-
related revenue generated during a specific
period of time.
Parking
Tickets Issued
through
6/30/2013:
40,736
Parking
related
revenue
through
6/30/2013:
$4,190,200
Tickets:
95,000
Parking
Related
Revenue:
$9,500,000
Tickets:
95,000
Revenue:
$9,500,000
NO
19 Parking -
Compliance
Number of e-mail and text alert subscribers for
street cleaning notifications.4,996 5,000 5,250 NO
Employee Satisfaction Survey is currently
in process. Current satisfaction ratings
and future targets will be included in the
Adopted FY 2013 Budget document.
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Community Development
20
Property
Maintenance
Compliance
Total inspections performed per 1,000
population.
21
Property
Maintenance
Compliance
Percent of compliant rental units of the Housing
Code Compliance Program within a calendar
year.
22 Plan Reviews
Average number of days to review Single Family
& Accessory Structures and Commercial &
Accessory Structures.
Residential: 14 Days
Commercial: 24 Days N/A
Residential:
14 Days
Commercial
: 24 Days
YES/NO
23 Planning & Zoning
Reviews
Plan Commission: Average review time (days)
of rezoning cases in committee.90 days N/A 120 days YES
24 Planning & Zoning
Reviews Average review time for Subdivision cases 90 days N/A 90 days YES
25 Planning & Zoning
Reviews
Plan Commission: Average review time (days)
of Plan Unit Development cases in committee.60 days N/A 90 days YES
26 Planning & Zoning
Reviews
Zoning Board of Appeals: Average review time
(days) of Variation & Special Use permit cases
in committee.
30 days N/A 30 days YES
27 Planning & Zoning
Reviews
Historic Preservation: Average review time
(days) of Certificates of appropriateness cases
in committee
30 days N/A 30 days YES
28 New Businesses Number of new and closing businesses in Evans t 24 new businesses
opened N/A
New
Business
Openings:
80
Businesses
Closed: 35
NO
29 Affordable Housing
Production/Rehab
Number of housing units (owner and rental)
improved per $100,000 of grant funding.61 N/A 80 NO
No Longer Part of CED. Property Maintenance was moved to the Health
Department as of January 1, 2013
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Police
30 Crime Rates Benchmark of crime level against that of other
communities.-5.40% TBD TBD TBD
31 Calls for Service
Number of police calls per 1,000 residential
population compared with the percentage of
dispatched police calls.
16,952 TBD TBD TBD
32 Peacekeeping and
Domestic Quarrels
Number of domestic quarrels, referrals to Victim
Services and follow-on services provided.
Domestic
Quarrels 31
Referrals 140
Follow-on
Services 85
TBD TBD TBD
33 Crimes Solved Percentage of UCR (Uniform Crime Reports)
Part I Crimes Cleared.TBD TBD TBD
34 Response Time Response time in minutes to Top Priority Calls. 2.55 TBD TBD TBD
35 Seizure Data
Benchmark of quantity of illicit drugs and
firearms seized against that of other
communities.
Firearms 73
Illicit Drugs
265
TBD TBD
36 FTE to Population Sworn and civilian FTE's per 1,000. 3.08 TBD TBD TBD
37
Proactive Activities
by the Problem
Solving Team
Compare year-to-year volume and results in
reduced in crime opportunities TBD
38 Complaints Compare trendlines in citizen comments at
Human Services Committee 26 TBD TBD TBD
1) Police Beat Meetings with every ward to
inform the public on crime trends, quality of
life issues, establishment of
block/neighborhood groups and feedback
from the community on how
police are serving their respective areas.
2) Crime Prevention Tip webpage
established to alert community members
on recently reported crime patterns and
how to reduce those from happening.
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Fire
39 Response Time
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.
98% 95% 95% YES
40 Fire Incidents Fire Incidents confined to room of origin. 60% 65% 65% NO
41 Injuries
Number of on the Job (OJI) related injuries per
100 members that resulted in time lost from duty
in a 1 year period.
10 <5 <5 NO
42 Vehicle Accidents
Job related vehicle crashes, deemed
preventable, per 100 members in a 1 year
period.
3 <5 <5 YES
43 FTE to Population Sworn and civilian FTE's per 1,000 population. 1.4 1.4 1.4
44 EMS Response
Time Emergency responses (in seconds). 223 <240 <241 YES
45 Alarm Response
Time
Turnout Time for emergency and non-
emergency alarms.
E 45sec NE
78sec
E>70
NE>100
E 45sec NE
78sec
46 Loss Minimization Estimated property value preserved. $20,374,743 0 0 NO
Health
47
Communicable
Disease
Epidemiological
Investigations
Number of investigations and complaints. 617 755 800 Yes
48 Health Inspections Number of restaurant, temporary food and
farmer's market inspections.623 1,600 1,600 Yes
49
Educational
Outreach - Lead
Poisoning
Track local trends in testing sites for lead,
childhood blood lead screening rates, and
incidence in childhood lead poisoning rates.
10 30 35 Yes
50 Vital Records Number of birth and death certificates issued. 9,682 15,000 15,000 Yes
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Public Works
51 Waste Diversion Total waste diversion rate. 21% 30% 30% NO
52 Road Rehabilitation Road Rehabilitation Expenditures per paved lane
mile.$647,730 Same $752,062 YES
53 Timely Capital
Improvements
Percentage of capital improvement projects on
time and under budget.On Target Completed Under
Development YES
54 Resident
Satisfaction
Survey of residents impacted by all Public
Works projects.Very Satisfied Satisfied Satisfied YES
55
Time to complete
maintenance and
minor repairs
Percentage of minor vehicle repairs completed
within 2 days and percent of preventative
maintenance completed within 30 days of due
date.
Minor Repairs
= 96%, P.M.'s
= 94%
Minor Repairs
= 95%, P.M.'s
= 95%
Minor
Repairs =
95%, P.M.'s
= 95%
Yes
56
Cost of
maintenance and
minor repairs
Average maintenance and repair cost per
vehicle.
$2,824.00
based on all
units (348)
$5,648.00
based on all
units (348)
$5,000.00
based on all
units (348)
YES
57 Snow Removal Snow and ice control expenditures per capita
compared with inches of snowfall.
$8.99 Per
Capita - 26.5"
$8.99 Per
Capita - 26.5"
$7.90 Per
Capita - 38"YES
58 Timely waste and
recycling collection
Percent of residential and commercial waste
and recycling picked up on schedule.99.00% 98% 98% YES
59 Residential Street
Sweeping
Street-sweeping expenditures per linear mile
swept.
$4,298 Per
Mile
$4,298 Per
Mile
$4,298 Per
Mile YES
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Parks, Recreation and Community Services
60 Youth Employment
Percentage of applicants for youth employment
and vocational training opportunities who
received such opportunities.
46%
274 Youth
Hired 20
Vocational
Program
352 NO
61 Facilities
Management
Total number and response time of completing
in-house work orders.1455 2179 2200 YES
62 Forestry Response Total number and response time of completing
Forestry Division requests.698/12 days 1,500/15 days 1,500/15
days NO
63 Recreation User
Activity
Evaluate total program participation and
recreation services by age and Ward.
Data collection period
runs through
November 2013
Historical
Comparison
between 2012
and 2013
TBD TBD
64 Youth Engagement Evaluate employee and employer satisfaction
with youth employment programs.
2013 Program runs
through end of August 93% 95% TBD
65 Park Attendance Attendance at PR&CS special events and park
permits 8,393 46,000 47,100 NO
66 Park User
Experience
User survey of facility conditions, safety and
cleanliness.
Park and facility user
survey to be
distributed in fall
2013.
80%
satisfaction
85%
satisfaction TBD
67 The Arts Number of functional aspects added to
evanstonartsbuzz.com web site
Arts organizations
and events planners
have been provided
access to template
form for inputting
event information on
their own. A features
article page was
added to provide
opportunities for more
in-depth event
promotion than a
simple calendar
listing.
Evanston Arts
Council
compiled a
wish list of
functional
enhancement
s to the
evanstonartsb
uzz.com site,
in consultation
with leaders of
local arts
organizations.
Continue to
focus on
marketing
efforts to
drive traffic
to the newly
enhanced
arts site.
Functionalities will be added
to the online arts site, which
may include a message
board; classified ads for
auditions, job openings,
studio availability, etc.; a
link for posting performance
reviews and photos; Google
maps identifying arts
venues; an interactive public
art map; useful arts links;
etc. Focus on marketing
efforts to drive traffic to the
newly enhanced arts site.
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Library
68 Customer
Satisfaction
Percentage of citizens who rated library service
as satisfactory.96% 96% 97% Yes
69 Customer Service
Percentage of library users who rated the
helpfulness and the general attitude of library
staff as satisfactory.
97% 97% 98% Yes
70 Collection Percentage of library users who rated the
availability of library materials as satisfactory.91% 91% 93% Yes
71 Circulation Number of items circulated per resident. 6.8 13.4 14.7 Yes
72 Purchasing Costs Number of dollars spent for materials acquisition
per resident.$8.31 $8.50 $8.75 Yes
73 Facility Usage Number of meeting room requests and
estimated attendees.4,025/26,605 7,821/51,761 8,212/52,79
6 Yes
74 Second Visits Number of library program participants that
enroll in additional programs.
Survey results show
that 70% of
respondents visit the
library in person at
least once per month.
70% return
visits at least
once per
month.
75% Yes
75 Outreach
Effectiveness
Surveys gathering information on how they
learned about programs.
E-newsletter, library
displays, word of
mouth
Expand use of
social media
including
Facebook,
Twitter and E-
newsletter
Conduct
another user
survey April,
2014 to
track
changes
Yes
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Utilities
76 Reliable Distribution Number of customers experiencing an
unscheduled disruption of service.458 720 720 YES
77 Water Complaints Number of customer complaints for water's
technical quality.54 100 100 YES
78 Sewer Complaints
Number of customer complaints for sewers'
technical quality (seepage, backups, overflows,
etc.).
332 200 200 NO
79 Employee Health
and Safety
Benchmark days lost from work due to illness or
injury again.3.5 3.6 3.6 YES
80 Regulatory
Compliance Number of EPA regulatory violations. 0 0 0 YES
81 Water Main Failure
Rate
Number of known breaks/leaks per mile of water
main.0.2 0.3 0.3 YES
82 Water Sales Millions of gallons of water sold to outside
communities.5,141 11,500 11,500 NO
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PART VIII
GLOSSARY
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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
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Glossary
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 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.
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Glossary
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.
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
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Glossary
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.
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.
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.
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Glossary
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 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.
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Glossary
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 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.
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Glossary
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.
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.
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City of Evanston
Glossary
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 project
costs within the zone, including debt
service obligations.
TRUST AND AGENCY FUNDS: Funds
created to account for assets held by
the City in a trustee capacity or as an
agent for individuals, private
organizations, other governmental units,
and/or other funds. These include
pension trust funds and agency funds.
USER CHARGES: The payment of a
fee for direct receipt of a public service
by the party benefiting from the service.
YEP: Youth and Young Adult Job
Training and Employment Program.
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