HomeMy WebLinkAbout2013 Adopted Budget
Wally Bobkiewicz, City Manager
www.cityofevanston.org
Fiscal Year 2013 Budget
Elizabeth B. Tisdahl, Mayor
Submitted by
As Amended on 05/20/13
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
As Amended on 05/20/13
CITY OF EVANSTON
FY 2013 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…………………………………………………………………………………… 22
Part II – Charts and Summaries
Organization Chart……………………………………………………………………...........…………32
General Information……………………………………………………………………...........……… 33
Budget Calendar………………………………………………………………………………………. 34
Budget Process…………………………………………………………………………………………35
Budgetary Basis of Accounting…………………………………………………………………………37
Budget Policy……………………………………………………………………………………………38
Fund Descriptions………………………………………………………………………………………42
Total Budget – All Funds……………………………..………………….………….............…………46
Total Budget – All Funds (Adjusted for Interfund Transfer)……….………………...........……… 47
Analysis of Budget for Transfers Summary…………………………………….…………..…………48
Fund Balance Summary……………………………………………………………………………… 49
Revenues and Expenses by Category……………………………………………………………… 50
Expenditures by Department - All Funds…………………………………………………………… 51
Tax Bill Charts……………………………………………………………………………………………52
2012 Property Tax Levy Charts……………………………………………………………………… 53
2012 Property Tax Levy Graphs………………………………………………………………………59
Revenues Assumptions and Trends………………………………………………………………… 60
Debt Service…………………………………………………………………………………………… 64
Debt Service Charts………………………………………………………………..……………….… 65
Part III – General Fund Budget
General Fund Summary……………………………………………………………………..…………67
General Fund Revenues……………………………………………………………………..…………68
City Council…………………………………………………………………………………..………… 76
City Clerk’s Office……………………………………………………………………………………… 79
City Manager…………………………………………………………………………………………… 82
Law Department……………………………………………………………………...........……………87
Administrative Services Department……………………………………………………….…………90
Community and Economic Development Department..…………………………………………… 97
Police Department...……………………………………………………………………………………105
Fire Department..…………………………………………………………………………….…………111
Health Department………….……………………………………………………………….…………115
Public Works Department ……………….………………………………………………….…………122
Library Department………………….……………………………………………………….…………128
Parks, Recreation and Community Services Department………...…………………………………130
As Amended on 05/20/13
Page
Part IV – Other Funds Budget
Library Fund……………………………………....…………………….……………….………… 144
Homelessness Prevention & Rapid Re-Housing Program (HPRP)..…………………….…………148
Neighborhood Stabilization Program…………………………………………………………………150
Motor Fuel Tax…………………………………………………………………………...........……… 153
Emergency Telephone System…………………………………………………………........……… 155
Special Service Area No. 4…………...……………………………………………………………… 157
Community Development Block Grant……………………………………………………………… 159
CDBG Loan………………………………………………………………………………………………163
Economic Development …………………………………………………………………….…………165
Neighborhood Improvement……………………………………………………………………..……168
HOME……………………………………………………………………………………………………170
Affordable Housing Fund…….………………………………………………………….......…………172
Washington National Special Tax Allocation – Debt Service Fund……………………….………174
Special Service Area No. 5…………...……………………………………………………………… 176
Southwest II TIF(Howard-Hartrey TIF) Special Tax Allocation – Debt Service Fund……………178
Southwest Special Tax Allocation – Debt Service Fund…………………………………..……… 180
Debt Service Fund…………………………………………………………………………….…………182
Howard-Ridge TIF.………………………………………………………………………….………… 184
West Evanston TIF.…………………………………………………………………………….………186
Dempster-Dodge TIF……………………………………………………………………………………188
Capital Improvement Fund………………………………………………………………………….…190
Special Assessment Fund……………………………………………………………………….…… 191
Parking System Fund………………………………...………………………………………….………193
Water Fund………………………………………………………………………………………….……197
Sewer Fund…………………………………………………………………………………….…………202
Solid Waste Fund………………………………………………………………………………….……206
Fleet Services Fund…………………………………………………………………………….………208
Equipment Replacement Fund…………………………………………………………………….… 211
Insurance Fund..…………………………………………………………………………………….… 213
Fire Pension Fund.……………………….………………………………………………….…………217
Police Pension Fund………………………………………………………………………………….…219
Part V - Position Information
Position Comparison Charts…………………………………………………………………….…… 222
Part VI - Capital Improvement Plan
Capital Improvement Plan Overview………………………………………………………….………240
Capital Improvement Fund Policy………………………………………………………….…………241
Capital Projects Summary Charts…………………………………………………….………… 246
Capital Projects Summary…………………………………………………………………….……… 248
Part VII - Comprehensive Performance Measurement
Comprehensive Performance Measurement Report………………………...……………………. 256
Part VIII - Glossary
Glossary………………………...……………………..………………………….………………………266
As Amended on 05/20/13
As Amended on 05/20/13
PART I
BUDGET MESSAGE
As Amended on 05/20/13
January 1, 2013
Mayor Elizabeth B. Tisdahl and
Members of the City Council
Ladies and Gentlemen:
Herewith, please find the Fiscal Year 2013 Budget for the City of Evanston, Illinois for the
period beginning January 1, 2013 and ending December 31, 2013. 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 2013 is $247,359,877, which includes all funds and interfund
transfer expenses. When interfund transfers are excluded from this calculation the total
budget for all funds is $215,501,801. The General Fund budget is projected to have
$84,523,051 in revenues and $84,520,422 in expenditures, which will produce a small
surplus of $2,629. In order to balance the budget, difficult but necessary decisions were
made to adjust revenues and expenditures City-wide, including staffing reductions,
operational efficiencies, and service adjustments.
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.
FY 2012 SUCCESSES
General Fund Closes Fiscal Year 2011 on Target: The FY 2011 audited General Fund
revenue performed within a quarter of a percent of budget. Additionally, General Fund
expenditures were held three percent below budget. This outcome is the result of staff’s
continued efforts to be fiscally responsible in the distribution of public funds to provide
desired City services.
Citizen Engagement: The FY 2013 Budget marks the fourth consecutive budget year in
which the City has facilitated a community budget process. In addition, the FY 2013 Budget
7 As Amended on 05/20/13
process represents the second 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 newly implemented 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 Event. During the
Community Outreach Event, City staff was available to interact with individuals in the
community to discuss budget-related comments and ideas at various locations throughout
Evanston. In total, City staff interacted with approximately 150 residents during the
Community Outreach Event. The input of residents gathered during the City’s Engage
Evanston initiative is highly valued and has been incorporated into the development of the
2013 Budget as has been done in previous years.
In March of 2011, the City successfully launched the 311 Center. Within the first year and
half of service to residents, the Center handled over 200,000 calls and over 35,000 service
requests. The 311 Center enhances staff accountability and responsiveness via phone or
website. The Public Technology Institute (PTI) named Evanston as a Citizen-Engaged
Community and Web 2.0 award winner for 2012-2014. The two awards recognize
Evanston’s excellence in multi-channel contact centers and best practices for the City’s use
of Citizen Relationship/Records Management (CRM) systems, 311 services, web portal
technology, telephony systems and mobile communications infrastructure. Evanston was
the only city in the under 75,000 population category to win both awards.
The 3-1-1 Call Center launched several additional online tools to increase the ease and
number of ways in which residents, workers, and visitors interact with municipal government.
The new technologies include: Live Web Chat, Click to Call, SMS/Text messaging, a 3-1-1
online satisfaction survey, and a Mobile Optimized Website. The implementation of these
new technologies firmly places the City of Evanston as one the leaders of communities its
size throughout the United States.
The Division also has significantly refreshed many of its print materials by using a
professional graphic designer; increased it social media footprint with some of the highest
followings in Illinois (4,216 Facebook likes and 3,359 Twitter followers); garnered significant
media coverage in the Chicago media market; helped coordinate large community
engagement projects, such as Fire, Police and Water Tweet-a-longs, Paint Evanston Purple
and the first annual Jalisco en Evanston event; and has significantly increased its saturation
in disseminating information to the public via its electronic newsletter that now reaches over
23,000 residents, visitors and businesses.
Comprehensive Performance Measurement: The FY 2013 Budget document contains
the inaugural edition of the Comprehensive Performance Measurement (CPM) Report.
This 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 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
8 As Amended on 05/20/13
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 services.
Public Safety: The City continues to focus on maintaining Public Safety services without
reduction in services or funding. The 2013 budget does not include any reductions to Public
Safety Services over 2013 levels. Year-to-date, the Police Department has responded to
over 12,000 calls for service and Police crime statistics reveal a 2.6% reduction in serious
crime. The Fire Department is on track to respond to approximately 9,000 calls for service
this year. In addition, the City of Evanston and Village of Skokie recently entered into an
inter-governmental agreement for partnership and joint use of Skokie’s Live Fire Training
Tower which will significantly address the training needs for the Fire Department.
Youth Services: The Mayor’s 2012 Super Summer Initiative consisted of new 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. New recreational programs included
open microphone nights, youth entertainment at festivals, 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 2012 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. A strategic operational plan was developed for the Division, which included the
following vision statement: “To provide opportunities for all Evanston youth and young
adults to become active and productive citizens of the community through strengthening
existing youth services, establishing a network of partnerships, increasing opportunities,
creating marketable job training and placement and increasing social and recreational
outlets for disengaged youth.” Among the many responsibilities of this Division is
overseeing the Mayor’s Summer Youth Employment Program. The Mayor’s Summer Youth
Employment Program placed one hundred sixty-nine youth in employment positions for the
2012 program. The Division also manages the newly developed Building Career Pathways
to Sustainable Employment Career Mentoring Program, which will pursue job training and
employment opportunities for young adults.
Neighborhood Stabilization Program 2: Having received over $18 million dollars in federal
funds to purchase and rehabilitate foreclosed properties, it is important to note that 48
properties have been completed to date, with 28 units currently occupied. Approximately
$6.3 million in subcontracts have been awarded, 76% of which was awarded to minority,
women, and Evanston based businesses. This affordable housing initiative allows the City to
preserve the beauty and diversity of our neighborhoods, while providing needed job
opportunities for Evanston-based businesses. The newly renovated properties are being
marketed through the Live Evanston campaign, complete with newspaper inserts and
website advertising.
9 As Amended on 05/20/13
Economic Development 2012: Creating jobs and expanding sources of tax revenue are
the focus of the City’s economic development staff. Staff has been working to implement the
City’s economic development plan adopted in March, with its focus on entrepreneurship and
innovation in five targeted industries. The pursuit of retail revitalization is also underway as
staff begins pursuing strategies to attract new retailers to Evanston, create new Evanston-
based retailers, and help existing retailers grow. In 2013, 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 2012, economic development staff continues to target revitalization efforts throughout
Evanston including:
• Trader Joe’s – The City’s $2 million investment to bring Trader Joe’s to Evanston is
projected to create 30 new jobs and $500,000 in annual tax revenues.
• IRMCO – The City’s investment of approximately $14,000 assisted IRMCO in
finishing build-out of their laboratory flooring and façade improvement. These actions
will ensure that IRMCO will remain in Evanston and grow their staff in the future.
• Howard Street revitalization is rapidly underway with the opening of the Ward 8 Wine
Bar, bidding of plans for a theater, and the recent opening of Howard Street Gallery
and Leonie’s Delice Bakery.
• The revitalization of Church and Dodge is a key priority, with active negotiations for
1801 Church Street, grant proposals for the redevelopment of 1911-17 Church
Street, and supporting new tenants at 1901 and 1903 Church Street. City Council
approved the sale and loan for 1817 Church Street to rehab the Evanston historic
landmark for the reuse as the headquarters of the Evanston North Shore Contractors
Cooperative.
• Staff is actively recruiting tenants and startup companies for the office development
at Main and Chicago and throughout the City. This includes pursuing opportunities to
support events and programs that support these businesses.
• Gordon Food Services opened at 2424 Dempster. The City’s $100,000 investment
in the property supported the environmental remediation allowing Gordon Foods to
build on the site and hire 20 new employees and is projected to generate $100,000 in
annual tax revenues.
• Economic Development staff continues to support local business districts with
merchant grants and façade improvement funds working closely with Central Street,
Main Street, Dempster, Howard, and West End business districts.
• The Dempster-Dodge Tax Increment Financing (TIF) district was approved, which
has the potential to result in the short term revitalization of the Evanston Plaza
shopping center and the long-term revitalization of the neighborhood.
• Connecting with local businesses and marketing Evanston’s assets is a priority for
the Economic Development Division. A new economic development website will be
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launched in the fall. The Economic Development Summit will solicit private and
institutional support for implementing the plan. As a result, the staff is currently
drafting a work plan and will call on our private and institutional partners to help
implement it.
• Finally, staff has fielded nearly 100 business inquiries to date and is actively tracking
over 100 targeted properties and/or businesses for leasing or redevelopment.
Selling Water: The City of Evanston is continuing its efforts to sell water to other
communities. The City is working with the Northwest Water Commission to expand water
sales to adjacent communities using the existing pipeline that connects Evanston to the
Commission. The City is also working with the commission on a plan to increase the flow of
water currently being piped west to allow for greater capacity that could allow new
communities between Evanston and the Commission to be added as water customers.
Finally, the Commission is considering engineering plans to construct a second pipe to
serve Commission members and customers. The City is also engaged in discussion with
Lincolnwood, Niles, Park Ridge, and Des Plaines regarding the provision of water to these
communities.
FUTURE CHALLENGES
Balancing Quality of Life with Available Resources: Many residents have expressed
concern that efforts to balance the City’s budget may adversely impact the quality of life in
Evanston through reductions in City services. Evanston is a wonderful place, in part,
because of the high quality of municipal services provided. As the cost to provide quality
services continues to escalate, it will be vitally important to solicit resident feedback through
creative initiatives such as the Engage Evanston community budget process to assist the
City Council in making difficult decisions regarding the City’s limited resources.
Debt: The City continues to maintain the top credit rating possible from both Moody’s and
Fitch ratings agencies for 2012. The Municipal Bond Market expresses its confidence in the
City’s ability to meet all debt service payments through this ranking. This being said, 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 City’s Sewer Fund is proposing to issue $4.0 million in G.O. debt in 2013. After
2014, previous debt obligations from major work done in the 1990’s will end, reducing
the Sewer Fund indebtedness.
• Capital Projects, traditionally funded through G.O. debt, were reduced to $3.9 million
in 2012. The Capital Improvements Plan (CIP) includes approximately $5.9 million in
new debt for 2013, which would still keep our average debt issued over the two years
below a target of $5.0 million annually for these projects.
• The 2012 Budget was amended in June 2012 to add an additional $1.25 million in
projects to be funded from General Fund reserves.
11 As Amended on 05/20/13
Pensions: In 2011, major revisions to the Police and Fire Pension benefit levels and
funding requirements were approved by the Illinois General Assembly. Some of these
changes will provide immediate relief to the increasing costs of public safety pensions.
Other changes will only become beneficial through staff turnover when Tier One benefited
employees are replaced with Tier Two employees.
The 2012 Tax Levy, which is included in the 2013 Budget, will use the 2012 Actuarial Study
prepared by Tepfer Consulting Group (TCG) as a basis for setting funding levels. No
changes are included in the actuarial assumptions for the 2013 year. Using the same
assumptions and updating the analysis for the 2011 experience TCG calculated the Annual
Required Contribution (ARC) as noted below:
Police
Pension Fund
Firefighter's
Pension Fund
2013 State Minimum Contribution per PA 96-1945 5,970,034$ 4,412,942$
Funded Ratio 48.0% 46.9%
Governmental Accounting Standards Board
Minimum Contribution (GASB)7,576,919$ 5,729,977$
2013 Recommended Minimum Contribution 8,109,454$ 6,126,383$
Funded Ratio 45.6% 45.3%
Reduction in Funding by using State Minimum (2,139,420)$ (1,713,441)$
Reduction in Funding by using GASB (532,535)$ (396,406)$
The City is again funding police and fire pensions at a level that is $3.85 million above the
minimum funding required by State of Illinois statute.
The 2012 Actuarial Study recommends a reduction from the 2011 level by $412,297 for
Police Pension funding and $275,010 for the Firefighter’s Pension funding as noted in the
table below:
Police Pension
Fund
Firefighter's
Pension Fund
2012 Contribution (used in 2011 Tax Levy) $ 8,521,751 $ 6,401,393
Funded Ratio 45.7% 45.6%
2013 Contribution (used in 2012 Tax Levy) $ 8,109,454 $ 6,126,383
Funded Ratio 45.6% 45.3%
Contribution Change $ (412,297) $ (275,010)
Funded Ratio Change -0.1% -0.3%
12 As Amended on 05/20/13
During discussion of the actuarial report in September 2012, the City Council considered
increasing the funding for both pension funds above the actuarially recommended level.
The Adopted FY 2013 Budget document includes a combined funding increase of $500,000
for the Police and Fire Pension Funds in comparison to the actuarially recommended level.
Of this amount, $284,825 will be applied to the Police Pension Fund and the remaining
$215,175 will be allocated to the Fire Pension Fund.
Senior Services: The City of Evanston has a variety of outstanding senior programs based
at the Levy Center. These programs combine a variety of educational, nutritional, and
physical activities that serve a wide range of Evanston residents. However, as the
population of Evanston ages, the City must carefully reassess programs for seniors.
Existing senior programs staff are already overburdened working on existing programs and
have no time to plan for the future and begin implementing new approaches to our
programs. The FY 2013 budget has additional resources to begin addressing these future
needs. Further new resources will be required in FY 2014 and beyond to serve the needs of
our senior community.
Diverse Communities: The population of Evanston has traditionally been diverse racially
and socio-economically. The 2010 Census shows that Evanston now 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 2011 the City changed the service delivery model for recycling
and refuse removal. Refuse and yard waste is now removed contractually and recycling is
handled through the use of in-house staff. This change was done to limit costs in two main
areas regarding fleet and workers compensation/liability costs. The City’s Solid Waste
operations are still not self-sufficient and the FY 2013 Budget shows the General Fund
contributing $1.25 million into the fund for 2013. Even with this contribution, the Solid Waste
Fund is projected to operate at a deficit of $254,222 in 2013.
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2013 CITY COUNCIL GOALS
New goals
The FY 2013 Budget includes many programs and initiatives to further the adopted goals of
the City Council. The adopted 2013 City Council Goals are as follows:
• At-Risk and At-Need Families
• Capital Improvement Program Planning
• Climate Action Plan
• Development Services and Design Review
• Economic Development
• Innovation
• Northwestern University
• Police and Fire Pension Funding Issues
• Robert Crown Center Improvements
• Safety Issues
• Senior Programs
• Services to the Latino Population
• Visual & Performing Arts
• Youth Services
New additions to the previous year goals included:
• Senior Programs
• At Risk and At Need Families
• Services to Latino Population
Feeling satisfied with the due diligence of staff in other areas, the City Council removed the
following goals recognizing that significant research and/or progress has been made in
these respective areas:
• Efficiency and Effectiveness of Services
• Affordable Housing
As always, implementing the City Council’s goals will be the staff’s main priority in FY 2013.
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FISCAL YEAR 2013 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 2012 FY 2012 FY 2012 FY 2013
FY 2011* Adopted Amended Estimated Adopted
Actual Budget Budget** Actual Budget
Revenues $73,969,578 $82,700,787 $82,700,787 $82,045,112 $84,523,051
Expenditures $71,629,059 $82,696,543 $82,696,543 $80,884,049 $84,520,422
Net $2,340,519 $4,244 $4,244 $1,161,063 ($2,629)
Transfer to Capital $0 $0 ($1,250,000) ($1,250,000) $0
Transfer to Equip.
Replacement
$0 $0 ($500,000)
($500,000) $0
Surplus/(Deficit)
$2,340,519 $4,244 ($1,745,756)
($588,937) ($2,629)
* FY 2011 was a ten-month transitional fiscal year.
** 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.
Staffing/Compensation:
The 2013 Budget includes modest compensation increases in the form of a cost of living
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. During the
past year, two-year contracts were settled with the Evanston chapters of the American
Federation of State, County and Municipal Employees (AFSCME) and the International
Association of Fire Fighters (IAFF). The City is currently in contract negotiations with the
local chapter of the Fraternal Order of Police (FOP) Officers and will begin negotiations with
the FOP Sergeants in November.
Fiscal Year 2012 Status:
FY 2012 revenues are estimated to perform at approximately 99.2% of budget. As a result
of Cook County maintaining a normal schedule for distributing property tax bills, the City has
received nearly all property taxes due for FY 2012. Income tax and Real Estate Transfer
taxes are performing above budgeted levels, and building permit revenues have exceeded
FY 2012 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 2012 Departmental General Fund expenditures are estimated to be below budget by
approximately $1.8 million or about 2.2%. However, on June 11, 2012, the General Fund
budget was amended to include fund balance transfers of $1.25M to the Capital
Improvement Fund and $500,000 to the Equipment Replacement Fund. As a result, at
year-end, the General Fund was projected to have a deficit totaling $1.75M. However, due
to General Fund expenditures being held below budget in FY 2012, this deficit projection
has been reduced to $588,937.
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As Evanston moves toward the next year, staff will continue to refine operations based on
feedback from the community and overall service level demands. Some of this refinement
will include partnerships with surrounding communities to achieve operational efficiencies
and cost savings including the utilization of the Skokie fire training facility in FY 2013. This
partnership will allow the City to maintain a staff of well-trained personnel while avoiding
costs associated with the construction and maintenance of a new training facility for the
department that was projected to cost over $871,000.
The FY 2013 Budget contains a series of staffing adjustments. The list of staff position
reductions and additions for FY2013 is shown below.
POSITION DEPARTMENT FUND FTE
Development Officer (vacant) City Manager’s Office Economic
Development 1.00
Information Services Trainer Administrative Services General 1.00
Planner Community and Economic Development General 1.00
Inspector/Customer Service Supervisor Community and Economic Development General 1.00
Service Desk Officer (vacant) Police Department General 0.50
Service Desk Officer (vacant) Police Department General 0.50
Clerk II (vacant) Health Department General 1.00
Dental Assistant (vacant) Health Department General 1.00
Dentist (vacant) Health Department General 0.80
TOTAL REDUCTIONS 7.80
Part-Time Custodian – Levy Center Parks/Recreation/Community Services General 0.53
Facility Supervisor – Levy Center Parks/Recreation/Community Services General 0.50
Facility Supervisor – Levy Center Parks/Recreation/Community Services General 0.25
Office Assistant – Levy Center Parks/Recreation/Community Services General 0.25
TOTAL ADDITIONS 2.53
NET TOTAL REDUCTIONS 5.27
The total staffing level for FY 2013 is 789.47 full-time equivalents, compared to a high level
of 884 in 2006-07. In addition to the position reductions, there have been several other
adjustments to existing positions, which have resulted in some reductions in hours or
transfers of duties. All of the changes have been made in an effort to continue to focus
efficiency and effectiveness of service delivery.
Along with the position reductions made in the General Fund, there are several increased
revenue projections. The 2013 Budget does not include an increase to the General Fund
Operating Property Tax Levy. Below is a summary listing of all included adjustments:
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Enhance Collections $ 200,000
Net Impact of 2002C Bond Refunding (Levy Deferral) $ 185,000
Total Revenue Increases $ 385,000
Overall, revenues for the General Fund are projected to be relatively flat in FY 2013 with
modest increases in some areas. In total, staff projects that General Fund revenues will
increase by approximately 2.2% in comparison with the prior year budget. The following
chart provides a comparison of the major budgeted revenues in the General Fund compared
to actual revenues collected in 2012.
Description
FY12
Budget
FY13
Budget Difference Reason
ATHLETIC CONTEST TAX 700,000$ 760,000$ 60,000$
Increased ticket sales are
projected in 2013 based on
home games vs. Michigan,
Michigan State and Ohio State.
NATURAL GAS UTILITY TAX 1,583,000$ 1,400,000$ (183,000)$ Based on State of Illinois Budget
Office projections.
LIQUOR TAX 2,070,063$ 2,350,000$ 279,937$
Increase based on Trader Joe's
and Whole Foods' anticipated
liquor sales.
SALES TAX 15,206,475$ 15,152,800$ (53,675)$
Based on State of Illinois Budget
Office projections. Adjusted for
anticipated revenue from sales at
Trader Joe's
REAL ESTATE TRANSFER
TAX 1,725,000$ 2,100,000$ 375,000$
Based on recent trend data and
anticipation of an improving real
estate market.
BUILDING PERMIT REVENUE 2,500,000$ 3,000,000$ 500,000$
Based on recent permit trend
data and anticipation of major
projects for Northwestern
University.
STATE USE TAX 1,091,215$ 1,176,879$ 85,664$ Based on recent trend data.
TELECOMMUNICATIONS TAX 3,150,000$ 3,244,500$ 94,500$ 3% increase based on State of IL
projections
RECREATION PROGRAM FEE
INCREASES 5,630,990$ 5,852,897$ 221,907$ Based on fee increases for FY
2013.
PEG FEES -$ 100,000$ 100,000$ Based on City assuming cable
infrastructure maintenance.
CABLE FRANCHISE FEE 865,000$ 1,000,000$ 135,000$ Based on recent trend data
BOOT RELEASE FEES 60,376$ 80,000$ 19,624$
Increase due to enhanced
enforcement as a result of
automated license-plate
recognition system.
PAYMENT IN LIEU OF TAXES 152,092$ 250,000$ 97,908$
Increase is due to 2012 PILOT
payment from the Mather
continuing care retirement
community.
Totals 34,734,211$ 36,467,076$ 1,732,865$
17 As Amended on 05/20/13
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 Department Directors and their respective staff for their
assistance in helping to find solutions to this year’s budgetary challenges. Last but
certainly not least, I would like to thank Deputy City Manager Joseph McRae, the
members of the Budget Team, including Finance Manager Louis Gergits, Senior
Management Analyst Brandon Dieter, Management Analyst Ashley Porta,
Intergovernmental Affairs Coordinator Matt Swentkofske, and ICMA Fellow Godwin
Chen for their research, analysis and diligent efforts in the development of the annual
budget.
Sincerely,
Wally Bobkiewicz
City Manager
18 As Amended on 05/20/13
FY 2013 FY 2013
INITIAL FINAL
GENERAL FUND - RECOMMENDED REVENUES ADJUSTMENTS ADJUSTMENTS
GENERAL FUND BUDGET ADJUSTMENTS - REVENUES
Citywide
Enhance Collections 200,000 200,000
Net Impact of 2002C Bond Refunding (Levy Deferral) 185,000 185,000
(Assumes $500,000 increase to Police / Fire Pension Funding)
(Assumes abatement of $685,000 in debt service payments due to 2012 bond refunding)
SUBTOTAL REVENUE ADJUSTMENTS 385,000$ 385,000$
FY 2013 FY 2013
INITIAL FINAL
GENERAL FUND - RECOMMENDED REDUCTIONS ADJUSTMENTS ADJUSTMENTS
CITY-WIDE BUDGET ADJUSTMENTS - EXPENDITURES
Department Reduction Detail
General Fund
Restructuring of Cell Phone Stipends 30,000 30,000
Reduction of Printer, Copier, and Toner Expenses 37,000 37,000
Increase transfer to Fleet Fund (50,000) (50,000)
Utilize Vacancy Savings 325,000 325,000
Subtotal General Fund 342,000$ 342,000$
City Manager's Office
Addition of M/W/EBE Contract Compliance Officer (30,000) (30,000)
Allocation to City Manager's Reserve Account for Crisis Intervention Services - (85,000)
Reduction in ECTV agreement by $50,000 50,000 50,000
Subtotal City Manager's Office 20,000$ (65,000)$
Administrative Services
Administrative Services Personnel Reduction (IS Trainer) 112,000 112,000
Increase for IT Mobile Computing Initiative (46,000) (46,000)
Increase to IT Equipment for Installation of Security Cameras at ETHS - (25,000)
Retain Contractual Collection Coordinator Services (60,000) (60,000)
Subtotal Administrative Services 6,000$ (19,000)$
Community and Economic Development
Community and Economic Development Staffing Reduction (Planner) 98,000 98,000
Community and Economic Development Staffing Reduction (Insp/Cust Service Supervisor) 108,000 108,000
25% Allocation of CED Director Salary to Economic Development Fund 47,864 47,864
Subtotal Community and Economic Development 253,864$ 253,864$
FY 2013 BUDGET REDUCTION WORKSHEET
CITY OF EVANSTON
19 As Amended on 05/20/13
FY 2013 BUDGET REDUCTION WORKSHEET
CITY OF EVANSTON
FY 2013 FY 2013
INITIAL FINAL
GENERAL FUND - RECOMMENDED REDUCTIONS ADJUSTMENTS ADJUSTMENTS
Police
311 Part-time Reductions - 2 part-time positions 42,630 42,630
Reduce Police Department payout budget 50,000 50,000
Subtotal Police 92,630$ 92,630$
Fire
Subtotal Fire -$ -$
Health
Addition of Crisis Intervention Coordinator (10 Months starting 3/1/13) (85,000) -
Subtotal Health (85,000)$ -$
Parks, Recreation and Community Services
Additional PT Custodians at Levy Center (15,966) (15,966)
Additional PT Facility Supervisors at Levy Center (24,828) (24,828)
Additional PT Office Assistant at Levy Center (4,721) (4,721)
Subtotal Parks, Recreation and Community Services (45,515)$ (45,515)$
Public Works
Subtotal Public Works -$ -$
TOTAL REVENUE ADJUSTMENTS (General Fund)385,000$ 385,000$
TOTAL EXPENDITURE REDUCTIONS (General Fund)583,979$ 558,979$
TOTAL PROPOSED REVENUES (General Fund)84,138,051$ 84,138,051$
TOTAL PROPOSED EXPENDITURES (General Fund)85,079,401$ 85,079,401$
TOTAL PROJECTED DEFICIT (General Fund)941,350$ 941,350$
TOTAL DEFICIT REDUCTION (General Fund)968,979$ 943,979$
NET BALANCE (General Fund)27,629$ 2,629$
20 As Amended on 05/20/13
FY 2013 BUDGET REDUCTION WORKSHEET
CITY OF EVANSTON
FY 2013 FY 2013
INITIAL FINAL
OTHER FUNDS - RECOMMENDED REVENUES ADJUSTMENTS ADJUSTMENTS
Fleet Maintenance
Increase General Fund Transfer to Fleet Maintenance Fund 50,000 50,000
Subtotal Fleet Maintenance 50,000$ 50,000$
Fire Pension
Increase Funding to Police and Fire Pension Funds by $500,000 (Fire Pension Portion) 215,175 215,175
Subtotal Fire Pension 215,175$ 215,175$
Police Pension
Increase Funding to Police and Fire Pension Funds by $500,000 (Police Pension Portion) 284,825 284,825
Subtotal Police Pension 284,825$ 284,825$
SUBTOTAL REVENUE ADJUSTMENTS (Other Funds)550,000$ 550,000$
FY 2013 FY 2013
INITIAL FINAL
OTHER FUNDS - RECOMMENDED REDUCTIONS ADJUSTMENTS ADJUSTMENTS
Economic Development
City Manager's Office - Community Outreach Adjustments 93,392 93,392
25% Allocation of CED Director Salary to Economic Development Fund (47,864) (47,864)
Subtotal Economic Development 45,528$ 45,528$
Water
Fund 48" Intake Improvements and Zebra Mussel Control Project Solely from IEPA Loan - 70,000
Subtotal Water -$ 70,000$
TOTAL EXPENSE REDUCTIONS (Other Funds)45,528$ 115,528$
21 As Amended on 05/20/13
City of Evanston
FY 2013 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 2013 is $247,359,877 for all budgeted funds,
including inter-fund transfers. This represents a decrease of $11,500,116 as
compared to the FY 2012 Budget. The major change in the FY 2013 budget in
comparison to the FY 2012 is the creation of a new fund, the Dempster-Dodge
Tax Increment Financing (TIF) District Fund. This fund will account for all of the
activity associated with this TIF as outlined in the enabling ordinance.
III. Fiscal Considerations
The City continues to take a guarded approach to budgeting its revenues and
expenditures for FY 2013 due to the continued uncertainty of the economy.
While there are many adjustments included in the budget to allow it to balance,
they are primarily related to efforts to become more efficient and effective in
service delivery, which is a stated goal of the City Council.
Revenues across all funds are projected to decrease by approximately 1.79% in
comparison to FY 2012. FY 2013 General Fund revenues are projected to
increase slightly over the prior year by 0.09%. Some increases and decreases
have been included in the budget and the estimates are based on trend data,
22 As Amended on 05/20/13
departmental input, and recommendations from the Illinois Municipal League and
the State of Illinois Budget Office. The current budget does not include many
increases that would affect the residents of Evanston—the tax levy and most
fees remain level.
Police and Fire pension costs continue to provide the City Council with difficult
decisions for current and future funding. Currently, each of these funds is
budgeted at a 6.70% and 6.34% increase, respectively and total costs are
projected to be $17.0 million for 2013. Long term funding for Police and Fire
pensions is calculated by an independent actuary each year and for 2013 the
projected required contribution from the City to both funds combined is $14.2
million.
IV. General Fund
Expenditures
The FY 2013 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 2012 adopted budget served as the baseline for non-personnel
Departmental expenditure budgets in 2013. 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 2013 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.
The FY 2013 budget public input process began in September, 2012 through the
City’s “Engage Evanston” program. Residents submitted approximately 60
budget ideas using the Engage Evanston website, 311, outreach efforts from
staff, and written comments sent to the Civic Center. In addition, approximately
150 residents took part in the Community Outreach Event, in which members of
staff were available at various locations throughout the City to discuss budget-
related comments and ideas.
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.
23 As Amended on 05/20/13
1. Property Tax:
The General Fund portion of the levy is expected to remain flat for FY
2013 at $12,096,386. The property tax will decrease for non-General
Fund expenditures which include Sewer debt, general obligation debt, and
Police and Fire pensions. As a result, the property tax levy will decrease
by approximately 0.59%. It should be noted that in FY 2012 a portion of
the General Fund property tax levy was allocated to the newly created
Library Fund. For FY 2013, the tax levy will be directly applied to the
Library Fund in the amount of $4,253,214.
2. State Sales Tax:
General Fund revenue from the State of Illinois sales tax is expected to be
$9,291,000, which represents an approximate increase of 0.89% in
comparison to the FY 2012 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 for the
Trader Joe’s store in Evanston.
3. Home Rule Sales Tax:
For FY 2013, this General Fund revenue is budgeted at $5,861,800, which
is a 2.25% decrease over the FY 2012 budget. The year-end estimate for
FY 2012 Home Rule Sales Tax revenue is projected at $5,700,000. This
tax is not assessed on food, prescription medication, or registered/titled
property purchases (i.e., vehicles) so it is often less than the local share of
the retailers’ occupation tax.
4. State Income Tax:
Based upon projections from the Illinois Municipal League, revenue
budgeted for FY 2013 is $6,322,645, representing an 8.01% increase from
FY 2012. 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
2013, these taxes are budgeted at $8,514,306, which represents a 1.82%
decrease compared to FY 2012 budget.
6. Real Estate Transfer Tax:
Real estate transfer tax revenue is budgeted to increase by approximately
$375,000 or 21.74% in comparison to the FY 2012 budget; the projected
FY 2013 revenue is $2,100,000. Staff anticipates FY 2012 real estate
transfer tax revenues will exceed budget and expects this trend to
continue in FY 2013.
24 As Amended on 05/20/13
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 2013, the revenue projection for vehicle licenses is
$2,600,000, which represents a 0.06% increase from the FY 2012 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 $6,799,640, which represents a 12.31% increase in
comparison to FY 2012. There are several revenue sources which
comprise the licenses, permit and fee category including building permits,
liquor licenses and the cable franchise fee.
9. Fines and Forfeitures:
Parking tickets, regular, and other fine revenues are budgeted to be
$4,386,022 in FY 2013, which represents a 7.11% decrease in
comparison to FY 2012 based on recent trends.
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 $7,904,198 in FY 2013, which is a 0.65%
increase over FY 2012.
11. State and Federal Aid
This revenue is completely dependent on grants offered by the State and
Federal governments. For FY 2013, the revenue is projected to be
$786,789, which represents a 17.45% increase from FY 2012. 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 2012 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 2013 revenues
for the Library Fund are projected to be $5,104,814 and expenditures are
budgeted at $5,080,920. Prior to FY 2012, revenues and expenditures
associated with the Evanston Public Library were part of the City’s General Fund.
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
25 As Amended on 05/20/13
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 2012.
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 2013.
Awarded in early 2010, the City estimates spending approximately $4,011,917 in
FY 2013.
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 2013.
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 2013 revenues for the fund
are budgeted at $1,034,560, while expenditures for 2013 total $1,197,280.
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 2013 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 2013 is $1,925,100, a
$228,907 increase over FY 2012. This increase 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 2013
expenditures total is $20,000.
26 As Amended on 05/20/13
Economic Development Fund
Revenues for this fund are primarily generated from locally administered hotel
and amusement taxes. Expenditures for the Economic Development Fund are
budgeted to be $2,367,603 for FY 2013, a $136,015 decrease from FY 2012.
The City uses these funds to stimulate economic development according to the
City’s strategic economic development plan.
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 2013,
which is equivalent to the FY 2012 budget.
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 2013 budgeted expenditures are $797,400 or $133,442 more than FY
2012.
Affordable Housing Fund
The Fund seeks to support housing related programs as adopted by the City
Council. The FY 2013 budget is $297,790, a $67,200 increase over FY 2012.
Washington National TIF Debt Service Fund
Expenditures for the Washington National TIF Debt Fund are budgeted to be
$8,746,726 for FY 2013, an increase of $168,350 compared to FY 2012. 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 2013 budget for this
fund is $418,816 of debt service costs, which represents a $4,416 decrease from
FY 2012.
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 2013 budget for this fund is $3,765,011
and includes $1.9 million in capital improvements and land acquisition and a $1
million distribution of surplus.
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
FY 2013 are $609,500 which is $580 above FY 2012. For FY 2013, $29,500 is
27 As Amended on 05/20/13
budgeted as a transfer to the General Fund, with the remaining $580,000
budgeted for capital projects.
Debt Service Fund
The 2012 tax year levy, to be filed with Cook County in December 2012, has
been budgeted as revenue for the FY 2013. 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.
Total debt service for FY 2013 is projected at $13,824,528.
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 2013 total $1,578,900, with a
significant portion of this amount budgeted for economic development projects,
capital projects, and 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 2013 are budgeted at $3,635,000
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, 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. FY
2013 expenses totaling $650,000 are primarily related to economic development
projects.
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 $11,269,172, which is a decrease of
$3,381,186 in comparison to FY 2012.
Special Assessment Fund
The Special Assessment Fund’s budgeted expenditures for FY 2013 total
$817,660, which represents a decrease of $655,000 compared to FY 2012. The
majority of this increase is attributable to capital improvement projects in the
fund.
28 As Amended on 05/20/13
Parking Fund Summary
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 2013 budgeted expenses total $14,423,983, a
decrease of $827,157.
Water Fund
The Water Fund has budgeted FY 2013 expenses totaling $20,611,479. Capital
improvements are budgeted at $7,435,000 and include main replacements and
improvements to the Water Plant.
Sewer Fund
The Sewer Fund has budgeted FY 2013 expenses totaling $18,443,588, which
represents a $3,017,555 decrease compared to FY 2012. The Sewer Fund
includes $4,100,000 worth of capital improvements and $11,542,740 in debt
service.
Solid Waste Fund
This fund was created in FY 2011 and tracks revenues and expenses associated
with the City’s refuse, recycling, and yard-waste collection services. The FY
2013 budget for Solid Waste operations is projected at $5,264,222. Staff
anticipates the fund will close FY 2013 with a deficit totaling $254,222.
Fleet Services Fund
Budgeted expenditures for FY 2013 total $3,509,065, a $2,209,448 decrease in
comparison to FY 2012. 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 2013 expenditures budgeted for the fund total $2,450,000.
Insurance Fund
Budgeted expenditures for FY 2013 total $17,424,026. 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.
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-
29 As Amended on 05/20/13
101 of the Illinois Revised Statutes. Fire Pension Fund expenditures for FY 2013
are budgeted at $7,560,000.
Police Pension Fund
Every Illinois municipality having a population of not less than 5,000 and not
more than 500,000 must have a Police Pension fund as prescribed in 40 ILCS
5/3-101 of the Illinois Revised Statutes. The Police Pension Fund expenditures
for FY 2013 are budgeted at $9,486,769.
30 As Amended on 05/20/13
PART II
CHARTS & SUMMARIES
31 As Amended on 05/20/13
City of Evanston, Illinois
Organization Chart
Residents
Mayor
City Council
City Clerk
Police
Fire
Community and
Economic
Development
Public Works
Health
Utilities
Parks, Recreation
& Community
Services
Law
Administrative
Services
City ManagerAssistant City
Manager / CFO
Deputy City
Manager
Boards and
Commissions
Library
32 As Amended on 05/20/13
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. These
include 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 2
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 (2010 Census) 74,486 Number of City-maintained Parks and
Playgrounds
75
Park Area in Acres 265
Number of Households (2010 Census) 30,047 Number of Public Swimming Beaches 5
Number of Housing Units (2010 Census) 33,181 Municipal Parking Utility
Number of Parking Meters 2,300
Equalized Assessed Valuation (2011) $2,727,367,573 Number of Parking Lots 35
Capacity of Parking Lots 1,919
Per Capita Income (2010 Census) $42,651 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
33 As Amended on 05/20/13
DATE TIME ACTIVITY
Monday, August 13, 2012 7PM* Presentation of FY 2013 Budget Calendar
Mid-Year 2012 Budget Review
Tuesday, September 18, 2012 7PM City Council Goal Setting Session
Wednesday, September 19, 2012 7PM Citizen Budget Input Session
Friday, October 12, 2012 5PM Proposed Budget to City Council
Monday, October 29, 2012 7PM City Council Budget Discussion
Saturday, November 10, 2012 9AM - 1PM Special City Council Meeting
Public Hearing - Truth in Taxation
Public Hearing - FY 2013 Proposed Budget
Preliminary Tax Levy Estimate
Tuesday, November 13, 2012 7PM Optional Special City Council Meeting - Budget Discussion
Monday, November 26, 2012 7PM Budget Adoption
Monday, December 10, 2012 7PM* Tax Levy Adoption & Tax Levy Abatement
* Meeting Times are Approximate
City of Evanston
City Council Budget Calendar
Fiscal Year 2013
Rosh Hashanah is September 17th and 18th. Yom Kippur is September 25th and 26th.
Columbus Day is October 8th. Thanksgiving is November 22nd.
34 As Amended on 05/20/13
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.
35 As Amended on 05/20/13
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.
36 As Amended on 05/20/13
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.
37 As Amended on 05/20/13
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.
38 As Amended on 05/20/13
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
39 As Amended on 05/20/13
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
40 As Amended on 05/20/13
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.
41 As Amended on 05/20/13
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.
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 Area 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.
Affordable Housing Fund - to account for costs associated with affordable housing programs for
low and moderate income City of Evanston residents.
42 As Amended on 05/20/13
City of Evanston
Fund Descriptions
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.
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.
43 As Amended on 05/20/13
City of Evanston
Fund Descriptions
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.
44 As Amended on 05/20/13
General, 33.3%
Library, 2.0%
Federal Programs,
2.0%
Motor Fuel, 0.9%
Emergency
Telephone, 0.5%
Special Service
Areas, 0.6%Economic
Development, 1.8%
TIF Funds, 7.5%
Debt Service (GO
Bonds), 5.4%
Capital Improvement,
5.3%
Parking, 6.8%
Water, 8.4%
Sewer, 7.6%
Solid Waste, 2.1%
Internal Service
Funds, 9.2%
Police/Fire Pension,
6.7%
FY 2013 Adopted Budget
Summary - All Funds (prior to interfund transfers)
All Funds = $253,935,256
Fund
Fund
#
FY11 Actual
Expenditures*
FY12 Budgeted
Expenditures
FY12 Estimated
Expenditures
FY13 Adopted
Expenditures Net Change
Percent
Change
General 100 $ 71,629,059 $ 84,446,543 $ 82,634,049 $ 84,520,422 73,879 0.1%
Library 185 $ - $ 4,649,599 $ 4,617,672 $ 5,080,920
HPRP 190 $ 288,460 $ 80,000 $ 83,648 $ - 80,000 -100.0%
Neighborhood Stabilization 195 $ 5,409,752 $ 7,449,363 $ 7,449,363 $ 4,011,917 3,437,446 -46.1%
Motor Fuel 200 $ 1,678,433 $ 2,236,990 $ 2,236,990 $ 2,233,000 3,990 -0.2%
Emergency Telephone 205 $ 979,798 $ 1,266,845 $ 1,213,117 $ 1,247,280 19,565 -1.5%
Special Service Area # 4 210 $ 388,000 $ 398,000 $ 398,000 $ 370,000 28,000 -7.0%
CDBG 215 $ 1,760,057 $ 1,696,193 $ 1,740,432 $ 2,084,100 387,907 22.9%
CDBG Loan 220 $ 8,460 $ 20,000 $ 20,000 $ 20,000 - 0.0%
Economic Development 225 $ 1,918,277 $ 2,503,618 $ 2,291,369 $ 2,367,603 136,015 -5.4%
Neighborhood Improvement 235 $ - $ 50,000 $ - $ 50,000 - 0.0%
HOME 240 $ 97,011 $ 663,958 $ 1,085,858 $ 797,400 133,442 20.1%
Affordable Housing Fund 250 $ 74,238 $ 230,590 $ 94,440 $ 297,790 67,200 29.1%
Washington National TIF 300 $ 4,301,048 $ 8,578,376 $ 6,966,376 $ 8,696,726 118,350 1.4%
Special Service Area # 5 305 $ 53,853 $ 423,232 $ 423,232 $ 418,816 4,416 -1.0%
Southwest II TIF 310 $ 853,858 $ 3,656,203 $ 1,957,941 $ 3,765,011 108,808 3.0%
Southwest TIF 315 $ 724,100 $ 608,920 $ 28,920 $ 609,500 580 0.1%
Debt Service 320 $ 12,994,882 $ 13,122,403 $ 13,117,928 $ 13,824,528 702,125 5.4%
Howard-Ridge TIF 330 $ 147,952 $ 2,037,736 $ 877,900 $ 1,578,900 458,836 -22.5%
West Evanston TIF 335 $ 113,875 $ 4,020,000 $ 2,302,250 $ 3,635,000 385,000 -9.6%
Dempster-Dodge TIF 340 $ - $ - $ - $ 650,000 - 0.0%
Capital Improvement 415 $ 6,116,994 $ 14,650,358 $ 10,575,000 $ 13,575,351 1,075,007 -7.3%
Special Assessment 420 $ 1,057,781 $ 1,472,660 $ 1,017,660 $ 678,660 794,000 -53.9%
Parking 505 $ 6,789,114 $ 15,251,140 $ 11,944,537 $ 17,219,983 1,968,843 12.9%
Water 510 $ 10,598,976 $ 20,663,758 $ 20,144,879 $ 21,242,179 578,421 2.8%
Sewer 515 $ 7,120,450 $ 21,461,143 $ 17,457,405 $ 19,266,088 2,195,055 -10.2%
Solid Waste 520 $ 4,471,891 $ 5,187,861 $ 5,187,860 $ 5,264,222 76,361 1.5%
Fleet 600 $ 3,857,345 $ 5,718,513 $ 4,876,106 $ 3,509,065 2,209,448 -38.6%
Equipment Replacement 601 $ - $ 3,550,000 $ 2,432,000 $ 2,450,000 1,100,000 -31.0%
Insurance 605 $ 15,901,060 $ 16,765,991 $ 16,738,771 $ 17,424,026 658,035 3.9%
Fire Pension 700 $ 5,854,015 $ 7,109,000 $ 7,327,472 $ 7,560,000 451,000 6.3%
Police Pension 705 $ 7,445,245 $ 8,891,000 $ 9,159,450 $ 9,486,769 595,769 6.7%
Total All Funds 172,633,984 258,859,993 236,400,625 253,935,256 (4,924,737) -1.9%
* FY11 represents a 10-month transitional budget year
All budget totals in this summary are gross figures prior to eliminating interfund transfers.
Total Budgeted Expenditures- All Funds
FY12 vs. FY13
(Prior to Interfund Transfers)
In this summary, the total budgets for all funds are compared with the approved fund totals for FY12.
Fund Fund #
FY12 Net
Budget
FY13 Adopted
Expenditures
Less Transfers
to Other Funds
FY13 Adopted Net
Expenditures Net Change
Percent
Change
General 100 67,176,080 84,520,422 (16,180,858) 68,339,564 1,163,484 1.7%
Library 185 4,330,700 5,080,920 (400,646) 4,680,274 349,574 8.1%
HPRP 190 80,000 - - - (80,000) -100.0%
Neighborhood Stabilization 195 7,110,112 4,011,917 (165,295) 3,846,622 (3,263,490) -45.9%
Motor Fuel 200 1,400,000 2,233,000 (833,000) 1,400,000 - 0.0%
Emergency Telephone 205 1,035,415 1,247,280 (236,158) 1,011,122 (24,293) -2.3%
Special Service Area # 4 210 398,000 370,000 - 370,000 (28,000) -7.0%
CDBG 215 888,443 2,084,100 (814,240) 1,269,860 381,417 42.9%
CDBG Loan 220 20,000 20,000 - 20,000 - 0.0%
Economic Development 225 1,962,825 2,367,603 (533,894) 1,833,709 (129,116) -6.6%
Neighborhood Improvement 235 50,000 50,000 - 50,000 - 0.0%
HOME 240 604,000 797,400 (28,400) 769,000 165,000 27.3%
Affordable Housing Fund 250 206,600 297,790 (23,990) 273,800 67,200 32.5%
Washington National TIF 300 4,376,650 8,696,726 (3,962,350) 4,734,376 357,726 8.2%
Special Service Area # 5 305 423,232 418,816 - 418,816 (4,416) -1.0%
Southwest II TIF 310 2,214,603 3,765,011 (144,400) 3,620,611 1,406,008 63.5%
Southwest TIF 315 580,000 609,500 (29,500) 580,000 - 0.0%
Debt Service 320 13,122,403 13,824,528 - 13,824,528 702,125 5.4%
Howard-Ridge TIF 330 1,917,336 1,578,900 (168,900) 1,410,000 (507,336) -26.5%
West Evanston TIF 335 3,960,000 3,635,000 (60,000) 3,575,000 (385,000) -9.7%
Dempster-Dodge TIF 340 - 650,000 - 650,000 650,000 N/A
Capital Improvement 415 14,175,358 13,575,351 (475,000) 13,100,351 (1,075,007) -7.6%
Special Assessment 420 1,155,000 678,660 (317,660) 361,000 (794,000) -68.7%
Parking 505 14,051,029 17,219,983 (1,186,469) 16,033,514 1,982,485 14.1%
Water 510 16,082,729 21,242,179 (4,543,935) 16,698,244 615,515 3.8%
Sewer 515 20,603,377 19,266,088 (948,157) 18,317,931 (2,285,446) -11.1%
Solid Waste 520 4,554,082 5,264,222 (589,422) 4,674,800 120,718 2.7%
Fleet 600 3,277,899 3,509,065 (207,468) 3,301,597 23,698 0.7%
Equipment Replacement 601 3,550,000 2,450,000 - 2,450,000 (1,100,000) -31.0%
Insurance 605 16,758,282 17,424,026 (8,325) 17,415,701 657,419 3.9%
Fire Pension 700 7,109,000 7,560,000 - 7,560,000 451,000 6.3%
Police Pension 705 8,891,000 9,486,769 - 9,486,769 595,769 6.7%
Total All Funds 222,064,155 253,935,256 (31,858,067) 222,077,189 13,034 0.0%
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 FY13 City Budget.
The total for each fund is compared with that of the approved FY12 budget.
Budget Budget
Fund Transfers To Fund Transfers From
Revenue To General 145,000 Expense From NSP2 (145,000)
Revenue To General 833,000 Expense From Motor Fuel (833,000)
Revenue To General 125,950 Expense From E911 (125,950)
Revenue To General 781,278 Expense From CDBG (781,278)
Revenue To General 452,707 Expense From Economic Dev (452,707)
Revenue To General 28,400 Expense From Home (28,400)
Revenue To General 23,990 Expense From Affordable Housing (23,990)
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 120,400 Expense From Howard Ridge TIF (120,400)
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 644,242 Expense From Parking (644,242)
Revenue To General 3,356,300 Expense From Water (3,356,300)
Revenue To General 142,200 Expense From Sewer (142,200)
Subtotal 7,693,367 Subtotal (7,693,367)
Revenue To Economic Development 48,500 Expense From Howard Ridge TIF (48,500)
Subtotal 48,500 Subtotal (48,500)
Revenue To Debt Service 646,820 Expense From General (646,820)
Revenue To Debt Service 71,986 Expense From Library (71,986)
Revenue To Debt Service 3,905 Expense From NSP2 (3,905)
Revenue To Debt Service 11,215 Expense From E911 (11,215)
Revenue To Debt Service 2,928 Expense From CDBG (2,928)
Revenue To Debt Service 13,771 Expense From Economic Development (13,771)
Revenue To Debt Service 317,660 Expense From Special Assessment (317,660)
Revenue To Debt Service 190,210 Expense From Sewer Fund (190,210)
Revenue To Debt Service 24,054 Expense From Fleet (24,054)
Revenue To Debt Service 8,325 Expense From Insurance (8,325)
Subtotal 1,290,874 Subtotal (1,290,874)
Revenue To Parking 3,631,350 Expense From Washington National TIF (3,631,350)
Subtotal 3,631,350 Subtotal (3,631,350)
Revenue To Solid Waste 1,245,967 Expense From General (1,245,967)
Subtotal 1,245,967 Subtotal (1,245,967)
Revenue To Fleet 2,507,356 Expense From General (2,507,356)
Revenue To Fleet 2,381 Expense From Library (2,381)
Revenue To Fleet 21,991 Expense From Parking (21,991)
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 3,130,279 Subtotal (3,130,279)
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 10,538,125 Expense From General (10,538,125)
Revenue To Insurance 324,579 Expense From Library (324,579)
Revenue To Insurance 16,390 Expense From NSP2 (16,390)
Revenue To Insurance 98,993 Expense From E911 (98,993)
Revenue To Insurance 30,034 Expense From CDBG (30,034)
Revenue To Insurance 67,416 Expense From Economic Dev (67,416)
Revenue To Insurance 490,236 Expense From Parking (490,236)
Revenue To Insurance 1,064,884 Expense From Water (1,064,884)
Revenue To Insurance 438,018 Expense From Sewer (438,018)
Revenue To Insurance 114,220 Expense From Solid Waste (114,220)
Revenue To Insurance 183,414 Expense From Fleet (183,414)
Subtotal 13,366,309 Subtotal (13,366,309)
Total 31,858,067 Total (31,858,067)
City of Evanston
Budgeted Interfund Transfers
Fiscal Year 2013
49 As Amended on 05/20/13
Fund Name
Fund
#
12/31/12
Estimated
Fund
Balance*
FY13 Revenues
(Excluding
Applied F.B.)
FY13 Adopted
Expenditures
FY13
Adopted
Surplus
(Deficit)
12/31/13
Estimated
Unreserved
Fund Balance
Fund Balance
as a % of
Expenditures
Fund
Balance
Reserve
Policy
General Fund 100 19,554,232 84,523,051 84,520,422 2,629 19,556,861 23% 8.3%
Library 185 324,687 5,104,814 5,080,920 23,894 298,581 6% N/A
HPRP 190 - - - - - 0% N/A
Neighborhood Stabilization 195 - 4,011,917 4,011,917 - - 0% N/A
Motor Fuel Tax Fund 200 865,254 2,127,000 2,233,000 (106,000) 759,254 34% N/A
Emergency Telephone Fund 205 1,098,443 1,034,560 1,247,280 (212,720) 885,723 71% N/A
Special Service Area # 4 210 (89,031) 370,000 370,000 - (89,031) -24% N/A
CDBG 215 469,622 1,925,100 2,084,100 (159,000) 310,622 15% N/A
CDBG Loan 220 1,991,080 9,000 20,000 (11,000) 1,980,080 9900% N/A
Economic Development Fund 225 1,745,240 1,949,300 2,367,603 (418,303) 1,326,937 56% N/A
Neighborhood Improvement 235 129,915 20,000 50,000 (30,000) 99,915 N/A N/A
HOME 240 2,720,118 797,400 797,400 - 2,720,118 341% N/A
Affordable Housing Fund 250 2,319,305 155,228 297,790 (142,562) 2,176,743 731% N/A
Washington National TIF 300 5,852,972 4,625,000 8,696,726 (4,071,726) 1,781,246 20% N/A
Special Service Area #5 305 453,693 448,875 418,816 30,059 483,752 116% N/A
Howard-Hartrey TIF 310 4,202,932 1,110,000 3,765,011 (2,655,011) 1,547,921 41% N/A
Southwest TIF 315 322,097 465,100 609,500 (144,400) 177,697 29% N/A
Debt Service 320 2,322,122 13,090,393 13,824,528 (734,135) 1,587,987 11% N/A
Howard-Ridge TIF 330 1,623,252 500,400 1,578,900 (1,078,500) 544,752 35% N/A
West Evanston TIF 335 794,343 3,701,000 3,635,000 66,000 860,343 24% N/A
Dempster-Dodge TIF 340 - 750,000 650,000 100,000 100,000 15% N/A
Capital Projects Fund 415 2,783,810 11,130,988 13,575,351 (2,444,363) 339,447 3% N/A
Special Assessment Fund 420 2,237,229 560,000 678,660 (118,660) 2,118,569 312% N/A
Parking System Fund 505 15,576,434 12,099,647 17,219,983 (5,120,336) 10,456,098 61% 10.0%
Water 510 7,114,615 17,560,000 21,242,179 (3,682,179) 3,432,436 16% 10.0%
Sewer 515 4,134,566 20,850,365 19,266,088 1,584,277 5,718,843 30% 10.0%
Solid Waste 520 (1,740,546) 5,010,000 5,264,222 (254,222) (1,994,768) -38% N/A
Fleet Service 600 (40,417) 3,166,078 3,509,065 (342,987) (383,404) -11% N/A
Equipment Replacement 601 1,116,800 1,661,638 2,450,000 (788,362) 328,438 13% N/A
Insurance 605 (6,720,158) 17,211,983 17,424,026 (212,043) (6,932,201) -40% N/A
Fire Pension 700 55,496,150 8,064,075 7,560,000 504,075 56,000,225 741% N/A
Police Pension 705 75,721,814 12,403,075 9,486,769 2,916,306 78,638,120 829% N/A
TOTALS 202,380,573 236,435,987 253,935,256 (17,499,269) 184,881,304
* Fund balances above may exclude certain reserved amounts and fixed/illiquid assets.
City of Evanston
Fund Balance Summary
FY 2013
Fund
Fund
# Taxes
Licenses,
Permits &
Fees
Fines and
Forfeitures
Charges for
Services
Inter-
overnmental
Other
Revenue Transfers Fund Total
General 100 52,928,583 9,399,640 4,586,022 7,904,198 786,798 1,224,443 7,693,367 84,523,051
Library Fund 185 4,303,414 - 185,000 163,850 76,300 376,250 - 5,104,814
HPRP 190 - - - - - - - -
Neighborhood Stabilization 195 - - - - 4,011,917 - - 4,011,917
Motor Fuel 200 - - - - 2,125,000 2,000 - 2,127,000
E911 System Fund 205 - - - 1,033,560 - 1,000 - 1,034,560
Special Service Area #4 210 370,000 - - - - - - 370,000
CDBG 215 - - - 352,000 1,540,000 33,100 - 1,925,100
CDBG Loan 220 - - - 9,000 - - - 9,000
Economic Development 225 1,900,000 - - - - 800 48,500 1,949,300
Neighborhood Improvement 235 20,000 - - - - - - 20,000
Home 240 - - - - 797,400 - - 797,400
Affordable Housing Fund 250 - - - - - 155,228 - 155,228
Washington National TIF 300 4,600,000 - - - - 25,000 - 4,625,000
Special Service Area #5 305 448,875 - - - - - - 448,875
Southwest II TIF 310 1,100,000 - - - - 10,000 - 1,110,000
Southwest TIF 315 465,000 - - - - 100 - 465,100
Debt Service (G.O. Bonds) 320 11,798,019 - - - - 1,500 1,290,874 13,090,393
Howard/Ridge TIF 330 500,000 - - - - 400 - 500,400
West Evanston TIF 335 300,000 - - - - 3,401,000 - 3,701,000
Dempster-Dodge TIF 340 100,000 - - - - 650,000 - 750,000
Capital Improvement 415 - - - - 1,675,000 9,455,988 - 11,130,988
Special Assessment 420 - - - 300,000 - 260,000 - 560,000
Parking 505 - - - 6,407,823 - 2,060,474 3,631,350 12,099,647
Water 510 - 399,300 - 13,157,500 1,370,000 2,633,200 - 17,560,000
Sewer 515 - - - 12,908,000 3,100,000 4,842,365 - 20,850,365
Solid Waste 520 - - - 3,449,033 - 315,000 1,245,967 5,010,000
Fleet 600 - - - - - 35,799 3,130,279 3,166,078
Equipment Replacement 601 - - - - - 210,217 1,451,421 1,661,638
Insurance 605 - - - - - 3,845,674 13,366,309 17,211,983
Fire Pension 700 6,126,400 - - - - 1,937,675 - 8,064,075
Police Pension 705 8,109,500 - - - - 4,293,575 - 12,403,075
TOTALS - REVENUE 93,069,791 9,798,940 4,771,022 45,684,964 15,482,415 35,770,788 31,858,067 236,435,987
Fund
Fund
#
Program
ctivities
Contractual
Services /
Supplies
Capital
Projects /
Capital Outla
Other / Debt
Service Transfers Fund Total
General 100 1,943,810 2,226,531 - - 16,180,858 84,520,422
Library Fund 260 - 985,342 - - 400,646 5,080,920
HPRP 190 - - - - - -
Neighborhood Stabilization 195 3,505,000 - - - 165,295 4,011,917
Motor Fuel 200 1,400,000 - - - 833,000 2,233,000
E911 System Fund 205 - - 120,000 - 236,158 1,247,280
Special Service Area #4 210 - 370,000 - - - 370,000
CDBG 215 612,500 - 494,800 - 814,240 2,084,100
CDBG Loan 220 20,000 - - - - 20,000
Economic Development 225 1,830,209 - 3,500 - 533,894 2,367,603
Neighborhood Improvement 235 50,000 - - - - 50,000
Home 240 765,000 - - - 28,400 797,400
Affordable Housing Fund 250 273,800 - - - 23,990 297,790
Washington National TIF 300 1,250,000 145,000 2,886,000 453,376 3,962,350 8,696,726
Special Service Area #5 305 - - - 418,816 - 418,816
Southwest II TIF 310 - - 1,400,000 2,220,611 144,400 3,765,011
Southwest TIF 315 - - 580,000 - 29,500 609,500
Debt Service (G.O. Bonds) 320 - - - 13,749,528 - 13,824,528
Howard/Ridge TIF 330 - 610,000 800,000 - 168,900 1,578,900
West Evanston TIF 335 650,000 - 1,285,000 1,640,000 60,000 3,635,000
Dempster-Dodge TIF 340 650,000 - - - - 650,000
Capital Improvement 415 - - 12,504,351 596,000 475,000 13,575,351
Special Assessment 420 - - 361,000 - 317,660 678,660
Parking 505 8,970,446 - 3,455,000 2,823,461 1,186,469 17,219,983
Water 510 7,325,955 - 8,314,200 67,506 4,543,935 21,242,179
Sewer 515 1,832,091 - 4,943,100 11,542,740 948,157 19,266,088
Solid Waste 520 1,415,226 3,259,574 - - 589,422 5,264,222
Fleet 600 3,009,590 - - - 207,468 3,509,065
Equipment Replacement 601 - - 2,450,000 - - 2,450,000
Insurance 605 17,027,515 - - - 8,325 17,424,026
Fire Pension 700 7,406,000 - - - - 7,560,000
Police Pension 705 9,236,769 - - - - 9,486,769
TOTALS - EXPENDITURES 69,173,911 7,596,447 39,596,951 33,512,038 31,858,067 253,935,256
-
162,560
-
64,169,223
72,197,842
-
-
292,007
388,186
154,000
-
-
250,000
-
784,607
990,583
75,000
-
-
FY 2013 Revenues by Category
FY 2013 Expenditures by Category
Personnel, Administration
& Support
3,694,932
-
-
-
341,622
-
-
City of Evanston
-
-
-
4,000
-
891,122
-
Department Fund Amount Total
Le islative General 635,096$
Total - Legislative 635,096$
Cit Administration General 1,873,088$
Total - City Administration 1,873,088$
Law General 989,154$
Total - Law 989,154$
Administrative Services General 8,776,493$
Administrative Services Capital Improvement 1,071,000$
dministrative Services Parkin 17,219,983$
Total - Administrative Services 27,067,476$
Communit & Economic Develo ment General 2,721,262$
Communit & Economic Develo ment ffordable Housin Fund 297,790$
Communit & Economic Develo ment CDBG 2,084,100$
Communit & Economic Develo ment CDBG Loan 20,000$
Communit & Economic Develo ment Economic Develo ment 2,367,603$
Communit & Economic Develo ment Home 797,400$
Communit & Economic Develo ment Nei hborhood Im rovement 50,000$
Communit & Economic Develo ment Nei hborhood Stabilization 4,011,917$
Communit & Economic Develo ment S ecial Service Area # 4 370,000$
Communit & Economic Develo ment S ecial Service Area # 5 418,816$
Communit & Economic Develo ment Ca ital Im rovement 50,000$
Total - Community & Economic Development 13,188,888$
Police General 25,552,038$
Police Emer enc Tele hone 1,247,280$
Police Police Pension 9,486,769$
Total - Police 36,286,087$
Fire General 13,741,148$
Fire Fire Pension 7,560,000$
Total - Fire 21,301,148$
Health General 2,633,716$
Total - Health 2,633,716$
Public Works General 9,660,554$
Public Works Ca ital Im rovement 6,652,000$
Public Works Fleet 3,509,065$
Public Works E ui ment Re lacement 2,450,000$
Public Works Motor Fuel 2,233,000$
Public Works Solid Waste 5,264,222$
Public Works S ecial Assessment 678,660$
Total - Public Works 30,447,501$
Parks, Recreation & Comm. Services General 17,937,873$
Parks, Recreation & Comm. Services Ca ital Im rovement 5,802,351$
Total - Parks. Recreation & Comm. Services 23,740,224$
Librar Librar 5,080,920$
Total - Library 5,080,920$
Utilities Water 21,242,179$
Utilities Sewer 19,266,088$
Total - Utilities 40,508,267$
Non-De artmental Funds Debt Service G.O. Bonds 13,824,528$
Non-De artmental Funds Howard-Rid e TIF 1,578,900$
Non-De artmental Funds Southwest II TIF 3,765,011$
Non-De artmental Funds Southwest TIF 609,500$
Non-Departmental Funds Washington National TIF 8,696,726$
Non-Departmental Funds West Evanston TIF 3,635,000$
Non-Departmental Funds Dempster-Dodge TIF 650,000$
Non-Departmental Funds Insurance 17,424,026$
Total - Non-Department Funds 50,183,691$
Total Appropriation 253,935,256$
City of Evanston
FY 2013 Expenditures by Department
18.55%
18.95%
19.56%
19.74%19.81%19.73%
19.97%
19.62%
20.07%
21.08%
17.00%
17.50%
18.00%
18.50%
19.00%
19.50%
20.00%
20.50%
21.00%
21.50%
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
City of Evanston Percentage of Tax Bill
Last Ten Fiscal Years
City of Evanston
21.08%
Consolidated Elections
0.33%
Cook County
6.12%
Cook County Forest
Preserve District
0.77%
Suburban T.B. Sanitarium
0.00%
Metropolitan Water
Reclamation District
4.24%
North Shore Mosquito
Abatement District
0.13%
Evanston Township
0.15%
Community College 535
2.59%
School District 202
27.29%
School District 65
37.31%
Your Real Estate Tax Bill (2011 Rate)
52 As Amended on 05/20/13
CITY OF EVANSTON, ILLINOIS
Property Tax Rates
Last Ten Fiscal Years
Tax Levy Year 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
General Corporate 0.8554 0.8977 0.7685 0.7502 0.7765 0.6248 0.5662 0.5120 0.4763 0.4995
Debt Service 0.4404 0.4494 0.4025 0.3929 0.3918 0.3332 0.3508 0.3129 0.3625 0.4439
1.2958 1.3471 1.1710 1.1431 1.1683 0.9580 0.9170 0.8249 0.8388 0.9434
Police Pension 0.1812 0.1981 0.1991 0.1943 0.1885 0.1707 0.2071 0.2077 0.2495 0.3067
Firefighters' Pension 0.1321 0.1520 0.1573 0.1535 0.1697 0.1536 0.1707 0.1706 0.2032 0.2289
I.M.R.F. Pension - - - - - - - - 0.0722 0.1122
0.3133 0.3501 0.3564 0.3478 0.3582 0.3243 0.3778 0.3783 0.5249 0.6478
Total All Funds 1.6091 1.6972 1.5274 1.4909 1.5265 1.2823 1.2948 1.2032 1.3637 1.5912
Actual Rate Extended* 1.6100 1.6980 1.5280 1.4910 1.5270 1.2830 1.2950 1.2040 1.3640 1.5920
* This is the actual tax rate levied for each fiscal year.
Fund
53 As Amended on 05/20/13
CITY OF EVANSTON, ILLINOIS
Property Tax Rates per $100 - Direct and Overlapping Governments
Last Ten Levy Years
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
City of Evanston 1.610 1.698 1.528 1.491 1.527 1.283 1.295 1.204 1.365 1.592
Consolidated Elections - 0.029 - 0.014 - 0.012 - 0.021 - 0.025
Cook County 0.690 0.630 0.593 0.533 0.500 0.446 0.415 0.394 0.423 0.462
Cook County Forest Preserve District 0.061 0.059 0.060 0.060 0.057 0.053 0.051 0.049 0.051 0.058
Suburban T.B. Sanitarium 0.006 0.004 0.001 0.005 0.005 - - - - -
Metropolitan Water Reclamation District 0.371 0.361 0.347 0.315 0.284 0.263 0.252 0.261 0.274 0.320
North Shore Mosquito Abatement District 0.009 0.009 0.008 0.008 0.009 0.008 0.008 0.008 0.009 0.010
Evanston Township 0.062 0.065 0.056 0.055 0.058 0.050 0.050 0.042 0.046 0.011
Community College 535 0.179 0.186 0.161 0.158 0.166 0.141 0.140 0.140 0.160 0.196
School District 202 2.349 2.444 2.078 2.023 2.099 1.750 1.722 1.616 1.819 2.061
School District 65 3.343 3.475 2.978 2.890 3.045 2.535 2.552 2.401 2.655 2.818
Total tax rate for property not in park district
or special service district 8.680 8.960 7.810 7.552 7.750 6.541 6.485 6.136 6.802 7.553
Percent of total tax rate levied by City of Evanston 18.5% 19.0% 19.6% 19.7% 19.7%19.6% 20.0% 19.6% 20.1% 21.1%
Source: Cook County Assessor's office
Government Unit
54 As Amended on 05/20/13
CITY OF EVANSTON, ILLINOIS
Analysis of City Government Tax Levies
Last Ten Fiscal Years
Tax Levy Year 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
General Corporate 14,862,245 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
Debt Service 7,650,852 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
22,513,097 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
Police Pension 3,147,859 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
Firefighters' Pension 2,296,159 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
I.M.R.F. Pension - - - - - - - - 2,195,345 3,059,093
27,957,115 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
***Source Document is Cook County Assessors Agency Tax Report
55 As Amended on 05/20/13
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 Not available Not available Not available Not available 829,769 3,041,884,087 9,125,652,261 1.364
2011 Not available Not available Not available Not available 881,024 2,727,367,573 8,182,102,719 1.592
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 $100 of Equalized assessed value.
56 As Amended on 05/20/13
CITY OF EVANSTON, ILLINOIS
Principal Property Taxpayers
Current year and Nine Years Ago
2010 EAV 2001 EAV
Percentage Percentage
Total of Total City Total of Total City
Equalized Assessed Taxable Equalized Assessed Taxable
Tax Payer Value (EAV)Rank EAV Tax Payer Value (EAV)Rank EAV
Grubb & Ellis 26,384,464$ 1 0.87% Golub & Company 21,168,471$ 1 1.24%
Rotary International 22,171,027 2 0.70% Rotary International 16,515,288 2 0.97%
Lowe Enterprises 21,378,083 3 0.65% Church & Chicago Ltd Partnership 11,937,901 3 0.70%
Church Street Plaza 19,787,246 4 0.43% Evanston Plaza Freed 11,376,183 4 0.67%
NNN Church Street Office Center 13,145,431 5 0.42% Albertson's (Jewel & Osco) 11,029,194 5 0.64%
Evanston Hotel Assoc. 12,892,618 6 0.40% Lynn Minnici 10,122,537 6 0.59%
Inland 12,171,067 7 0.38% The Orrington Hotel 9,608,768 7 0.56%
Church & Chicago Limited Partnership 11,616,218 8 0.38% Presbyterian Homes 9,554,459 8 0.56%
Northshore University Healthcare 11,572,829 9 0.36% 1810 Sherman Avenue 9,443,781 9 0.55%
Paradigm Tax Group 10,816,879 10 0.00% St. Francis Hospital 9,374,716 10 0.55%
Total 161,935,862$ 5.32% Total 120,131,298$ 7.02%
Total EAV 3,041,884,087$ Total EAV 1,710,663,113$
Source: Cook County
57 As Amended on 05/20/13
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
2002 74,239 2,497,771,155$ 33,645$ 32.5 91.3% 10,889.0 5.0%
2003 74,239 2,694,578,744 36,296 32.5 91.3% 9,766.0 5.4%
2004 74,239 2,694,578,744 36,296 32.5 91.3% 9,849.0 5.0%
2005 74,239 2,775,350,776 37,384 32.5 94.0% 9,740.0 5.0%
2006 74,239 2,902,967,617 39,103 32.5 94.0% 9,550.0 4.5%
2007 74,239 2,902,967,617 39,103 32.5 94.0% 9,550.0 4.4%
2008 74,239 2,902,967,617 39,103 32.5 94.0% 9,550.0 4.6%
2009 74,239 2,902,967,617 39,103 32.5 94.0% 9,550.0 4.7%
2010 74,486 3,157,759,484 42,394 34.3 94.0% 9,550.0 7.9%
2011 74,486 3,197,311,550 42,925 34.3 94.0% 11,369.0 7.3%
Source: Various Government agencies
58 As Amended on 05/20/13
2009 2010 2011 2012 VARIANCE PERCENT
ADOPTED ADOPTED ADOPTED ADOPTED INCREASE INCREASE
LEVY LEVY LEVY LEVY (DECREASE) (DECREASE)
GENERAL FUND
Gross Levy 16,926,411$ 14,487,920$ 13,624,172$ 9,774,369$ (3,849,802)$ -28.26%
Loss Factor*338,528$ 289,758$ 272,483$ 195,487$ (76,995)$ -28.26%
Net Levy 16,587,883$ 14,198,162$ 13,351,689$ 9,578,882$ (3,772,807)$ -28.26%
IMRF PENSION
Gross Levy -$ 2,195,345$ 3,059,093$ 2,757,657$ (301,436)$ -9.85%
Loss Factor*-$ 43,907$ 61,182$ 55,153$ (6,029)$ -9.85%
Net Levy -$ 2,151,438$ 2,997,911$ 2,702,504$ (295,407)$ -9.85%
LIBRARY FUND
Gross Levy -$ -$ -$ 4,038,579$ 4,038,579$ 0.00%
Loss Factor*-$ -$ -$ 80,772$ 80,772$ 0.00%
Net Levy -$ -$ -$ 3,957,807$ 3,957,807$ 0.00%
LIBRARY FUND- IMRF PENSION
Gross Levy -$ -$ -$ 301,435$ 301,435$ 0.00%
Loss Factor*-$ -$ -$ 6,028$ 6,028$ 0.00%
Net Levy -$ -$ -$ 295,407$ 295,407$ 0.00%
TOTAL OPERATING LEVY 16,926,411$ 16,683,265$ 16,683,265$ 16,872,041$ 188,776$ 1.13%
FIRE PENSION FUND
Gross Levy 5,639,910$ 6,180,885$ 6,244,279$ 6,185,281$ (58,998)$ -0.94%
Loss Factor*112,798$ 123,618$ 124,886$ 123,706$ (1,180)$ -0.94%
Net Levy 5,527,112$ 6,057,267$ 6,119,393$ 6,061,575$ (57,818)$ -0.94%
POLICE PENSION FUND
Gross Levy 6,867,980$ 7,588,132$ 8,364,032$ 8,234,005$ (130,027)$ -1.55%
Loss Factor*137,360$ 151,763$ 167,281$ 164,680$ (2,601)$ -1.55%
Net Levy 6,730,620$ 7,436,369$ 8,196,751$ 8,069,325$ (127,426)$ -1.55%
DEBT SERVICE FUND
Gross Levy 10,345,063$ 11,027,117$ 12,106,014$ 12,038,795$ (67,219)$ -0.56%
Loss Factor*206,901$ 220,542$ 242,120$ 240,776$ (1,344)$ -0.56%
Net Levy 10,138,162$ 10,806,575$ 11,863,894$ 11,798,019$ (65,875)$ -0.56%
Gross Levy 39,779,364$ 41,479,399$ 43,397,590$ 43,330,120$ (67,469)$ -0.16%
Loss Factor* 795,587$ 829,588$ 867,952$ 866,601$ (1,350)$ -0.16%
Net Levy 38,983,777$ 40,649,811$ 42,529,638$ 42,463,519$ (66,119)$ -0.16%
City of Evanston
2012 Adopted Property Tax Levy
* Loss Factor is 2%
General Fund, $9,578,882
IMRF Pension, $2,702,504
Library Fund, $3,957,807
Library Fund - IMRF Pension,
$295,407
Fire Pension, $6,061,575
Police Pension, $8,069,325
Debt Service Fund,
$11,798,019
2012 Levy by Fund
$13,351,689
$9,578,882
$2,997,911 $2,702,504
$-
$3,957,807
$-$295,407
$6,119,393 $6,061,575
$8,196,751 $8,069,325
$11,863,894 $11,798,019
-
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
2011 2012
2012 Property Tax Levy by Fund
Comparison with 2011 Levy by Fund
General Fund
IMRF Pension
Library Fund
Library Fund - IMRF
Pension
Fire Pension
Police Pension
59 As Amended on 05/20/13
City of Evanston
REVENUE SOURCES, ASSUMPTIONS, AND TRENDS
The following is a summary of major revenue sources, trends, and assumptions for FY 2013:
PROPERTY TAXES – Evanston property owners pay property tax to multiple entities including the City of Evanston. The 2012
property tax levy is collected in 2013. The FY 2013 Adopted Budget includes an overall decrease to the net property tax levy of
$66,119. The City’s net debt service levy decreased by $65,875 and the net Firefighters’ and Police Pension levies decreased by a
combined total of $185,244.
$34,839,671
$37,323,777
$38,983,777 $40,649,811
$42,529,638 $42,463,519
-
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
40,000,000
45,000,000
2007 2008 2009 2010 2011 2012
Re
v
e
n
u
e
s
Property Tax Revenue Amount
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 2013 is $9.3 million and the home rule sales tax budget for FY
2013 is approximately $5.9 million.
8,857,994 8,546,173 8,791,573
7,671,007
9,209,455 9,291,000
5,572,880 5,463,561
5,724,904
4,902,429
5,997,020 5,861,800
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
10,000,000
FY08/09 Actual FY09/10 Actual FY10/11 Actual FY2011 Actual* FY2012 Budget FY2013 Budget
Re
v
e
n
u
e
Sales Tax RevenueREGULARHOME RULE
* FY2011 Actual represents a ten‐month transitional fiscal year.
60 As Amended on 05/20/13
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 $6.3 million in income tax revenues in FY 2013.
$6,821,169
$5,912,082 $5,808,360
$4,924,177
$5,853,839
$6,322,645
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
FY08/09 Actual FY09/10 Actual FY10/11 Actual FY2011 Actual* FY2012 Budget FY2013 Budget
Re
v
e
n
u
e
Income Tax RevenueAmount
* FY2011 Actual represents a ten‐month transitional fiscal year. 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.
$8,802,973
$7,856,422 $7,872,181
$6,375,788
$8,671,806 $8,514,306
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
$10,000,000
FY08/09 Actual FY09/10 Actual FY10/11 Actual FY2011 Actual* FY2012 Budget FY2013 Budget
Re
v
e
n
u
e
Utility Tax RevenueAmount
* FY2011 Actual represents a ten‐month transitional fiscal year.
61 As Amended on 05/20/13
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.
$2,064,170
$1,640,274
$1,790,182
$1,989,587
$1,725,000
$2,100,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
$2,000,000
$2,200,000
FY08/09 Actual FY09/10 Actual FY10/11 Actual FY2011 Actual* FY2012 Budget FY2013 Budget
Re
v
e
n
u
e
Real Estate Transfer Tax RevenueAmount
* FY2011 Actual represents a ten‐month transitional fiscal year.
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.
5,698,960
5,102,756
5,419,316
4,751,615
5,600,000 5,684,000
2,689,305 2,594,765
2,885,096
2,304,066
2,800,000 2,856,000
4,820,075
4,506,067
4,781,645
3,710,581
4,414,000 4,517,000
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
FY08/09 Actual FY09/10 Actual FY10/11 Actual FY2011 Actual* FY2012 Budget FY2013 Budget
Re
v
e
n
u
e
Water Sales Revenue
Evanston
Skokie
Northwest Commission
* FY2011 Actual represents a ten‐month transitional fiscal year.
62 As Amended on 05/20/13
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.
$13,773,957
$13,242,839
$13,393,286
$11,378,695
$13,000,236 $12,927,865
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
$10,000,000
$11,000,000
$12,000,000
$13,000,000
$14,000,000
$15,000,000
FY08/09 Actual FY09/10 Actual FY10/11 Actual FY2011 Actual* FY2012 Budget FY2013 Budget
Re
v
e
n
u
e
Sewer RevenueAmount
* FY2011 Actual represents a ten‐month transitional fiscal year. 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.
$6,719,006
$5,680,576
$5,987,466
$4,918,204
$6,145,167
$6,407,823
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
FY08/09 Actual FY09/10 Actual FY10/11 Actual FY2011 Actual* FY2012 Budget FY2013 Budget
Re
v
e
n
u
e
Parking RevenueAmount
* FY2011 Actual represents a ten‐month transitional fiscal year.
63 As Amended on 05/20/13
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 July 26, 2012 when the City sold $15,720,000 Series 2012A General
Obligation bonds to provide financing for public improvement projects, to provide debt service funds for
the City’s sewerage system, and to refund certain outstanding obligations.
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 $2,117
General Obligation Debt as a percentage of Equalized Assessed Valuation 5.78%
Total unabated debt service (principal + interest) expenditures as a % of 16.19%
General Fund expenditure (FY 2011)
Current Bonds Rating - Moody's Investor Services Aaa
Current Bonds Rating - Fitch Ratings AAA
Equalized Assessed Valuation - Tax year 2011 $2,727,367,573
Governmental Activity General Obligation Debt (FY 2011) $122,579,206
Business Activity General Obligation Debt (FY 2011) $35,115,794
Debt Washington Howard Special
Service Natl TIF Hartery TIF Assessment SSA #5 Parking Water Sewer Sanitation
FY 2013 Fund Fund Fund Fund Fund Fund Fund Fund Fund Total
Principal 7,477,736 425,000 645,000 219,000 340,000 2,962,708 207,875 1,270,289 15,035 13,562,643
Interest 4,320,283 78,375 75,610 93,298 78,816 867,353 296,671 298,161 3,148 6,111,715
Total 11,798,019 503,375 720,610 312,298 418,816 3,830,061 504,546 1,568,450 18,183 19,674,358
64 As Amended on 05/20/13
-
500
1,000
1,500
2,000
2,500
FY06/07 FY07/08 FY08/09 FY09/10 FY10/11 FY11
1,494 1,552 1,591
1,949 2,061 2,117
Per Capita General Obligation Debt
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
TY 2006 TY 2007 TY 2008 TY 2009 TY 2010 TY 2011
4.94%
4.16%4.02%
4.58%
5.05%
5.78%
Ratio of General Obligation Debt to Equalized Assessed Valuation
65 As Amended on 05/20/13
PART III
GENERAL FUND BUDGET
66 As Amended on 05/20/13
FY 2011 *
Actual
FY 2012
Budget
FY 2012
Estimate
FY 2013
Approved
Budget-to-Budget
Increase
(Decrease)
Operating Revenue
Property Tax 16,235,517$ 12,296,386$ 12,296,386$ 12,481,386$ 185,000$
Other Taxes 32,557,786$ 39,387,930$ 39,015,444$ 40,447,197$ 1,059,267$
Licenses/Permits/Fees 6,782,028$ 8,652,861$ 9,148,449$ 9,419,640$ 766,779$
Fines and Forfeitures 3,279,785$ 4,721,639$ 3,776,573$ 4,366,022$ (355,617)$
Charges for Services 6,184,831$ 7,853,023$ 7,910,399$ 7,904,198$ 51,175$
Intergovernmental Revenue 795,336$ 669,897$ 630,181$ 786,798$ 116,901$
Other Revenue 676,344$ 1,216,983$ 1,371,612$ 1,418,443$ 201,460$
Interest Income 767,335$ 12,000$ 6,000$ 6,000$ (6,000)$
Transfers In (Other Funds) 6,557,462$ 7,890,068$ 7,890,068$ 7,693,367$ (196,701)$
Library 133,154$ -$ -$ -$ -$
TOTAL REVENUE 73,969,578$ 82,700,787$ 82,045,112$ 84,523,051$ 1,822,264$
Operating Expense
Legislative 516,342$ 616,034$ 647,815$ 635,096$ 19,062$
City Manager's Office 1,363,079$ 1,856,258$ 1,521,384$ 1,873,088$ 16,830$
Law 821,667$ 999,106$ 993,315$ 989,154$ (9,952)$
Administrative Services 7,297,540$ 8,643,197$ 8,252,215$ 8,776,493$ 133,296$
Community and Econ. Development 2,616,811$ 3,148,339$ 3,215,708$ 2,721,262$ (427,077)$
Police 20,444,887$ 24,752,938$ 25,086,460$ 25,552,038$ 799,100$
Fire 11,019,489$ 13,314,621$ 13,179,011$ 13,741,148$ 426,527$
Health 1,991,209$ 2,413,969$ 2,383,402$ 2,633,716$ 219,747$
Public Works 6,426,231$ 9,559,460$ 9,220,753$ 9,660,554$ 101,094$
Library**3,695,279$ -$ -$ -$ -$
Parks, Recreation and Comm. Services 15,436,525$ 17,392,621$ 16,383,986$ 17,937,873$ 545,252$
Transfer to Capital Improvement Fund*** -$ 1,250,000$ 1,250,000$ -$ (1,250,000)$
Transfer to Equipment Replacement Fund*** -$ 500,000$ 500,000$ -$ (500,000)$
TOTAL EXPENDITURES 71,629,059$ 84,446,543$ 82,634,049$ 84,520,422$ 73,879$
NET SURPLUS (DEFICIT) 2,340,519$ (1,745,756)$ (588,937)$ 2,629$ 1,748,385$
BEGINNING FUND BALANCE 22,003,752$ 18,393,169$ 17,804,232$
Adjustment for GAAP Basis of Accounting (5,951,102)$
ENDING FUND BALANCE 18,393,169$ 17,804,232$ 17,806,861$
* FY 2011 was a ten-month transitional fiscal year.
** Revenues and expenses associated with the Evanston Library were moved from the General Fund to the Library Fund in FY 2012.
*** Per FY 2012 Budget Amendment approved on June 11, 2012.
CITY OF EVANSTON
GENERAL FUND BUDGET SUMMARY (FUND #100)
67 As Amended on 05/20/13
FISCAL YEAR 2013
GENERAL FUND REVENUES
REVENUE TITLE
2011
ACTUAL
2012
BUDGET
2012
ESTIMATE
2013
APPROVED
2012 vs. 2013
VARIANCE
50000 REVENUES
50100 OPERATING REVENUES
51000 PROPERTY TAXES
51015 PROPERTY TAXES 15,915,091 12,096,386 12,096,386 12,281,386 185,000
51025 PRIOR YEAR'S TAXES 320,426 200,000 200,000 200,000
51000 PROPERTY TAXES 16,235,517 12,296,386 12,296,386 12,481,386 185,000
51500 OTHER TAXES
51515 STATE USE TAX 921,494 1,091,215 1,149,816 1,176,879 85,664
51525 SALES TAX - BASIC 7,671,007 9,209,455 9,000,000 9,291,000 81,545
51530 SALES TAX - HOME RULE 4,902,429 5,997,020 5,700,000 5,861,800 (135,220)
51535 AUTO RENTAL TAX 34,004 36,445 40,699 40,000 3,555
51540 ATHLETIC CONTEST TAX 718,538 700,000 760,000 760,000 60,000
51545 STATE INCOME TAX 4,924,177 5,853,839 6,168,434 6,322,645 468,806
51565 ELECTRIC UTILITY TAX 2,358,266 3,069,806 3,069,806 3,069,806
51570 NATURAL GAS UTILITY TAX 871,281 1,583,000 1,266,400 1,400,000 (183,000)
51575 NAT GAS USE TAX HOME RULE 539,228 869,000 808,170 800,000 (69,000)
51585 CIGARETTE TAX 301,219 485,000 381,159 485,000
51590 EVANSTON MOTOR FUEL TAX 481,751 761,587 700,660 707,667 (53,920)
51595 LIQUOR TAX 1,857,121 2,070,063 2,200,000 2,350,000 279,937
51600 PARKING TAX 1,942,347 2,160,000 2,200,000 2,200,000 40,000
51605 PERS. PROP. RPL. TAX 357,908 580,000 580,000 591,600 11,600
51610 PERS. PROP. RPL. TAX REC 38,583 46,300 46,300 46,300
51615 PERS. PROP. RPL. TAX LIB 41,833
51620 REAL ESTATE TRANSFER TAX 1,989,587 1,725,000 1,794,000 2,100,000 375,000
51625 TELECOMMUNICATIONS TAX 2,607,013 3,150,000 3,150,000 3,244,500 94,500
51630 AMUSEMENT TAX 200 (200)
51500 OTHER TAXES 32,557,786 39,387,930 39,015,444 40,447,197 1,059,267
52000 LICENSES, PERMITS & FEES
52005 LICENSES
52010 VEHICLE LICENSES 2,056,523 2,598,341 2,500,000 2,600,000 1,659
52015 BUSINESS LICENSES 55,838 171,000 150,000 150,000 (21,000)
52020 PET LICENSES 40,740 22,000 25,000 25,000 3,000
52030 CONTRACTORS' LICENSES 68,775 77,302 77,302 77,302
52035 ROOMING HOUSE LICENSES 192,396 193,000 193,000 193,000
52040 LIQUOR LICENSES 331,352 330,000 330,000 330,000
52041 ONE DAY LIQUOR LICENSE 5,518 8,600 8,600 8,200 (400)
52045 FARMERS' MARKET LICENSES 29,036 30,000 41,525 33,000 3,000
52046 RENTAL BUILDING REGISTRA 73,011 95,000 95,000 95,000
68 As Amended on 05/20/13
FISCAL YEAR 2013
GENERAL FUND REVENUES
REVENUE TITLE
2011
ACTUAL
2012
BUDGET
2012
ESTIMATE
2013
APPROVED
2012 vs. 2013
VARIANCE
52050 OTHER LICENSES 21,091 20,000 20,000 20,000
52055 LONG TERM CARE LICENSES 70,740 98,400 98,400 98,400
52061 SEASONAL FOOD ESTABL.LIC 6,673
52062 MOBILE FOOD VEHICLE VEND 4,905
52063 HEN COOP LICENSE 400
52070 RESIDENT CARE HOME LICEN 80 640 600 520
52005 LICENSES 2,956,998 3,643,723 3,539,467 3,630,502 (13,221)
52075 PERMITS
52080 BUILDING PERMITS 1,834,961 2,500,000 3,000,000 3,020,000 520,000
52085 PLAN REVIEW 6,162 6,248 6,248 6,248
52090 PLUMBING PERMITS 75,923 135,000 145,000 135,000
52095 ELECTRICAL PERMITS 87,302 130,000 143,000 130,000
52105 SIGNS AND AWNING PERMITS 6,392 8,330 8,330 8,330
52110 OTHER/MISC PERMITS 123,259 183,260 235,008 183,260
52115 ELEVATOR PERMITS 46,856 41,650 47,405 41,650
52120 HEATING VENT. A/C PERMIT 246,946 210,000 350,909 210,000
52126 RIGHT-OF- WAY PERMIT 383,244 290,000 400,000 290,000
52130 RESIDENTS ANNUAL PRKG PE 95,822 128,000 128,000 128,000
52131 VISITOR PARKING PERMITS 11,566 12,300 12,300 12,300
52135 FIRE SUPRESSION/ALARM PE 59,356 40,000 66,000 65,000 25,000
52075 PERMITS 2,977,789 3,684,788 4,542,200 4,229,788 545,000
52140 FEES
52145 ANNUAL SIGN FEES 26,242 25,000 25,000 25,000
52146 MOVING VAN PERMIT FEE 50,000 50,000 50,000
52155 PLAT PR.&SIGN APP HRG FE 1,320 2,100 2,100 2,100
52170 ALARM PANEL FRANCHISE FE 6,840 6,000 7,500 6,000
52175 NU/CENTEL EASEMENT 47,000
52180 CABLE FRANCHISE FEE 730,956 865,000 865,000 1,000,000 135,000
52181 PEG FEES - COMCAST 34,883 22,182 100,000 100,000
52185 NICOR FRANCHISE FEE 95,000 95,000 95,000
52187 TRANSFER STATION FEES 281,250 281,250
52140 FEES 847,241 1,324,350 1,066,782 1,559,350 235,000
52000 LICENSES, PERMITS & FEES 6,782,028 8,652,861 9,148,449 9,419,640 766,779
52500 FINES AND FORFEITURES
52505 TICKET FINES-PARKING 2,469,554 3,805,241 3,000,000 3,450,000 (355,241)
52510 REGULAR FINES 174,236 298,449 250,000 298,449
69 As Amended on 05/20/13
FISCAL YEAR 2013
GENERAL FUND REVENUES
REVENUE TITLE
2011
ACTUAL
2012
BUDGET
2012
ESTIMATE
2013
APPROVED
2012 vs. 2013
VARIANCE
52530 BOOT RELEASE FEE 48,602 60,376 82,000 80,000 19,624
52540 FIRE FALSE ALARM FINES 98,370 170,000 57,000 170,000
52545 POLICE FALSE ALARM FINES 20,400
52555 HOUSING CODE VIOL FINES 100,056 117,248 117,248 97,248 (20,000)
52560 PERMIT PENALTY FEES 7,214 7,500 7,500 7,500
52570 NONPARKING ORDINANCE VIOL 235,042 262,825 262,825 262,825
52605 LANDLORD/TENANT VIOL FINE
52610 LIBRARY FINES & FEES 126,311
52500 FINES AND FORFEITURES 3,279,785 4,721,639 3,776,573 4,366,022 (355,617)
53000 CHARGES FOR SERVICES
53005 HEALTH DEPT.- CHRGS FOR S
53010 BIRTH AND DEATH RECORDS 5,325
53050 SANITATION CLASSES 1,680 1,700 1,920 1,700
53075 DENTAL CLINIC 108,076 125,000 125,000 (125,000)
53105 HEALTH FOOD ESTBLSMNT LI 133,573 185,000 185,000 185,000
53135 DENTAL CHECK UP 1,875
53140 EMERGENCY DENTAL EXAM 40
53150 AMALGAM FILLING 195
53151 DENTAL CO- PAY 5
53155 RESIN FILLING 365
53160 SEDATIVE FILLING 10
53165 EXTRACTION 30
53170 PULPOTOMY 40
53171 ROOT CANAL PAYMENTS 15
53175 SEALANT OFFICE VISIT 110
53180 ADDITIONAL SEALANTS 40
53185 TEMPORARY FOOD LICENSE F 5,775 6,500 7,000 7,000 500
53190 FOOD DELIVERY VEHICLE 1,300 5,500 5,500 5,500
53200 BEV.SNACK VENDING MACHIN 24,540 28,000 28,000 28,000
53210 TOBACCO LICENSE 10,500 19,000 19,000 19,000
53211 BEEKEEPER LICENSE FEE 100
53215 BIRTH CERTIFICATE 58,426 70,000 70,000 70,000
53220 DEATH CERTIFICATE-16.23 23,292 40,000 40,000 40,000
53230 FUNERAL DIRECTOR LICENSE 4,830 6,000 6,000 6,000
53235 TEMP FUNERAL DIREC LICEN 4,700 4,200 4,200 4,200
53005 HEALTH DEPT.- CHRGS FOR S 384,842 490,900 491,620 366,400 (124,500)
53240 PARKING - CHRGS FOR SVCS
70 As Amended on 05/20/13
FISCAL YEAR 2013
GENERAL FUND REVENUES
REVENUE TITLE
2011
ACTUAL
2012
BUDGET
2012
ESTIMATE
2013
APPROVED
2012 vs. 2013
VARIANCE
53251 PARKING METER FEE INCREA 641,667 641,667 641,667
53240 PARKING - CHRGS FOR SVCS 641,667 641,667 641,667
53412 LOT 15 RENTAL
53560 RECREATION - CHRGS FOR SV
53565 RECREATION PROGRAM CHARG 4,525,891 5,217,839 5,343,512 5,365,015 147,176
53566 RECREATION DEFERRED REVE 1,625
53568 TRANS.FROM RESTRICTED AC 66,785 73,216 106,000 78,716 5,500
53569 Special Events Revenue 28,602 38,000 18,500 25,000 (13,000)
53560 RECREATION - CHRGS FOR SV 4,622,903 5,329,055 5,468,012 5,468,731 139,676
53570 WATER, SEWER & RECYCLING
53600 SEWER SERV CHARG-PENALTY
53620 OTHER CHRGS FOR SVCS
53635 WEIGHTS AND MEASURES EX 2,140 1,000 1,000 1,000
53640 SENIOR TAXI COUPON SALES 73,081 108,000 108,000
53650 STATE HIGHWAY MAINTENANC 50,138 58,000 58,000 58,000
53655 FIRE COST RECOVERY CHARG 2,515 10,000 3,000 10,000
53656 OTHER SERVICE CHARGES 774
53666 HISTORIC PRESERVATION RE 5,446 6,500 6,500 6,500
53620 OTHER CHRGS FOR SVCS 134,094 75,500 68,500 183,500 108,000
53667 TREE PRESERVATION PERMIT 8,475
53675 AMBULANCE SERVICE 819,367 1,049,901 1,051,300 1,052,400 2,499
53680 TOWING CHARGES 3,000 3,000
53685 POLICE REPORT FEES 9,258 14,500 20,000 14,500
53690 WOOD RECYCLING 35,208 27,000 34,000 35,000 8,000
53695 ZONING FEES 26,402 17,500 27,000 25,000 7,500
53700 FIRE REPORT FEES 355
53705 FIRE BUILDING INSPECTION 8,013 6,000 8,800 6,000
53715 ALARM REGISTRATION FEE 100,408 180,000 80,000 90,000 (90,000)
53720 SKOKIE ANIMAL BOARD FEE 7,869 8,000 8,000 8,000
53725 BACKGR CHKS DAYCARE PROV 490
53736 NEW PAVEMENT DEGRADATION 27,149 10,000 11,500 10,000
53667 TREE PRESERVATION PERMIT 1,042,993 1,315,901 1,240,600 1,243,900 (72,001)
53000 CHARGES FOR SERVICES 6,184,831 7,853,023 7,910,399 7,904,198 51,175
71 As Amended on 05/20/13
FISCAL YEAR 2013
GENERAL FUND REVENUES
REVENUE TITLE
2011
ACTUAL
2012
BUDGET
2012
ESTIMATE
2013
APPROVED
2012 vs. 2013
VARIANCE
55000 INTERGOVERNMENTAL REVENUE
55005 COUNTY & LOCAL AID
55015 STATE AID
55025 LOCAL HEALTH PROTECTION 76,181 75,000 75,419 75,000
55040 DENTAL SEALANT GRANT 1,494 2,674 2,920 8,626 5,952
55075 SUMMER FOOD INSPECTIONS 600 400 400 400
55080 KID CARE AGREEMENT 1,500
55085 IL TOBACCO FREE COMMUNIT 25,593 25,082 25,082 25,082
55125 TEEN PREGNANCY PREV. GRN 10,200
55130 IL STATE CHILDHOOD LEAD 1,000 1,000 1,359 1,000
55135 TEEN PARENT SERVICES PRO 18,100
55145 PROSTATE CANCER AWARNESS 11,500 (11,500)
55146 STATE, COUNTY AND OTHER 50,689 11,000 20,500 11,000
55150 TANNING PARLOR INSPECTIO 200 200 200 200
55160 VIOL. CRIME VIC. ASST GR 18,525 18,525 18,525
55170 FIRE DEPARTMENT TRAINING 12,762 2,000 20,274 3,000 1,000
55173 CRI GRANT -REVENUE (HHS)35,681 44,000 44,000 44,000
55174 PHEP GRANT-REVENUE (HHS)50,818 62,072 62,072 62,072
55175 STATE RECYCLING GRANT
55176 DENTAL EXPANSION GRANT 70,000 30,000 30 30,000
55175 STATE RECYCLING GRANT 70,000 30,000 30 30,000
55177 DENTAL REIMBURSEMENT PRO 20,546 82,000 82,000 (82,000)
55178 DISEASE / DIABETES GRANT 16,000 (16,000)
55015 STATE AID 273,987 381,453 352,781 278,905 (102,548)
55179 RBFI GRANT REVENUE
55231 LEAD PAINT HAZARD GRANT 80,000 80,000
55245 LIBRARY STATE PER CAPITA 75,971
55179 RBFI GRANT REVENUE 75,971 80,000 80,000
55250 FEDERAL AID
55251 FEDERAL GRANT / AID 117,641 10,000 12,001 10,000
55253 ENERGY EFF.& CONSV.BLOCK 4,307
55255 COMM AGING GRT-ADVOCATE 34,692 80,044 80,119 79,723 (321)
55265 FEMA 172,679 17,000 17,000 17,000
55270 POLICE TRAINING 8,000 8,000 20,767 8,000
55250 FEDERAL AID 328,705 115,044 129,887 114,723 (321)
72 As Amended on 05/20/13
FISCAL YEAR 2013
GENERAL FUND REVENUES
REVENUE TITLE
2011
ACTUAL
2012
BUDGET
2012
ESTIMATE
2013
APPROVED
2012 vs. 2013
VARIANCE
55272 TOBACCO COMPLIANCE GRANT
55275 HUD EMERG SHELTER GRANTS 85,814 85,000 139,073 204,770 119,770
55285 LAW ENFORCEMENT BLOCK GR 14,802
55290 OTHER FEDERAL AID 45,661 8,400 8,440 8,400
55272 TOBACCO COMPLIANCE GRANT 116,673 93,400 147,513 213,170 119,770
55316 RTA GRANT 100,000 100,000
55000 INTERGOVERNMENTAL REVENUE 795,336 669,897 630,181 786,798 116,901
56000 OTHER REVENUE
56002 WOMEN OUT WALKING 6,890 25,000 25,000 15,000 (10,000)
56010 PROPERTY SALES AND RENTAL 47,218 150,491 200,982 151,543 1,052
56011 DONATIONS 69,400 76,400 76,400 7,000
56010 PROPERTY SALES AND RENTAL 47,218 219,891 277,382 227,943 8,052
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 89,849 159,000 159,000 255,000 96,000
56046 TAXICAB CLASS REVENUE 5,200 7,000 6,200 (7,000)
56045 MISCELLANEOUS REVENUE 95,049 166,000 165,200 255,000 89,000
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 16,500 16,500
56063 CONST.INSP.OVERTIME REIMB 1,600
56063 CONST.INSP.OVERTIME REIMB 1,600
56067 REIMBURSEMENTS- SERV. & S 55,946
56068 REIMB SALT USE DIST 65 ET 15,141
56069 REIMB. FOR FIRE DEPTT. S 3,834
56095 OVER AND SHORT - COLLECT 3,595
56068 REIMB SALT USE DIST 65 ET 7,712
56105 PAYMENT IN LIEU OF TAXES 51,000 152,092 250,000 250,000 97,908
56106 FUND BALANCE APPLIED 516,000 516,000 516,000
73 As Amended on 05/20/13
FISCAL YEAR 2013
GENERAL FUND REVENUES
REVENUE TITLE
2011
ACTUAL
2012
BUDGET
2012
ESTIMATE
2013
APPROVED
2012 vs. 2013
VARIANCE
56131 DUTCH ELM TREE INSURANCE
56132 Trsf Fr Dutch Elm Tree R 356,000
56131 DUTCH ELM TREE INSURANCE 356,000
56134 PRIVATE ELM TREES INS. MO 39,870 40,000 40,030 40,000
56140 FEES AND MERCHANDISE SALE 14,182
56156 YARD WASTE FEE
56157 CITIZENS CPR CLASS FEES 1,170
56156 YARD WASTE FEE 1,170
56175 PARKING PERMITS-RYAN FIEL 15,131 15,000 15,000 15,000
56185 PART. PENSION CONTRIBUTIO
56196 JDE WATER INTERFACE
56000 OTHER REVENUE 676,344 1,216,983 1,371,612 1,418,443 201,460
56500 INTEREST INCOME
56501 INVESTMENT INCOME 2,073 12,000 6,000 6,000 (6,000)
56587 SALE OF LAND 765,263
56500 INTEREST INCOME 767,335 12,000 6,000 6,000 (6,000)
57000 TRNSFR FROM OTHER FUNDS
57007 FROM WEST EVANSTON TIF 50,000 60,000 60,000 60,000
57011 FROM HPRP GRANT FUND 18,480
57012 FROM NSP2 GRANT FUND 103,116 320,000 320,000 145,000 (175,000)
57020 FROM MOTOR FUEL FUND-S/M 697,492 836,990 836,990 833,000 (3,990)
57030 FROM COMM. DEVEL. FUND 738,067 776,811 776,811 781,278 4,467
57035 FROM HOME FUND 40,651 59,958 59,958 28,400 (31,558)
57035 FROM HOME FUND 40,651 59,958 59,958 28,400 (31,558)
57040 FROM EMERGENCY TEL SYSTEM 104,958 125,950 125,950 125,950
57050 FROM ECON DEV FUND 377,256 452,707 452,707 452,707
57060 FROM HOUSING FUND 19,992 23,990 23,990 23,990
57065 FROM WASHINGTON NAT'L DS 325,000 325,000 325,000 331,000 6,000
57070 FROM HOW HARTREY DEBT SER 141,600 141,600 141,600 144,400 2,800
57075 FROM SW TIF DEBT SERVICE 24,100 28,920 28,920 29,500 580
57096 FROM HOWARD RIDGE TIF 120,400 120,400 120,400 120,400
57100 FROM CAPITAL IMP. FUND 300,000 475,000 475,000 475,000
57130 FROM PARKING FUND 536,868 644,242 644,242 644,242
57135 FROM WATER FUND 135,196 162,235 162,235 162,235
57140 FROM WATER FUND-ROI 2,108,573 2,531,102 2,531,102 2,531,102
57145 FROM WATER FUND-ADMIN. EX 494,136 662,963 662,963 662,963
74 As Amended on 05/20/13
FISCAL YEAR 2013
GENERAL FUND REVENUES
REVENUE TITLE
2011
ACTUAL
2012
BUDGET
2012
ESTIMATE
2013
APPROVED
2012 vs. 2013
VARIANCE
57165 FROM SEWER FUND 221,578 142,200 142,200 142,200
57000 TRNSFR FROM OTHER FUNDS 6,557,462 7,890,068 7,890,068 7,693,367 (196,701)
57500 LIBRARY-OTHER REVENUE
57505 LIBRARY VIDEO RENTALS 31,695
57510 NON-RESIDENT LIBRARY CARD 1,461
57515 LIBRARY MATERIAL REPLACEM 8,818
57525 LIBRARY MISC. REVENUES 21,234
57535 LIBRARY COPY MACH. CHG 17,370
57540 LIBRARY MEETING RM RENTAL 9,575
57545 NORTH BRANCH RENTAL INC 43,000
57500 LIBRARY-OTHER REVENUE 133,154
58000 REAPPROPRIATION OF SURPLUS
50100 OPERATING REVENUES 73,969,578 82,650,787 82,045,112 84,523,051 1,872,264
50000 REVENUES 73,969,578 82,700,787 82,045,112 84,523,051 1,822,264
75 As Amended on 05/20/13
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
2013 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
2011
Actual
2012
Budget
2012
Estimated
Actual
2013
Adopted
Budget
Expenditures:
1300 - City Council 361,919 411,359 422,940 406,161
Total: $361,919 $411,359 $422,940 $406,161
Performance Report on FY 2012 Major Program Objectives
• Approved 14 Goals
• Approved Dempster-Dodge TIF
• Approved Electrical Aggregation
• Approved Engineering Study of Water Sales to Neighboring Communities
• Approved Limitations on Payday Loan Establishments
• Approved Rental Licensing Ordinance
• Approved New Trader Joe’s Location
• Completed Mayor’s second “Safe Summer Summit”
• Initiated Mayor’s series of “My Evanston, My Neighbors” dialogues
76 As Amended on 05/20/13
City of Evanston
City Council
2013 Department Initiatives
• The City Council approved 13 Goals to focus on for the coming year:
• At-Risk and At-Need Families
• Capital Improvement Program Planning
• Climate Action Plan
• Development Services and Design Review
• Economic Development
• Innovation
• Northwestern University
• Police and Fire Pension Funding Issues
• Robert Crown Center Improvements
• Safety Issues
• Senior Programs
• Services to the Latino Population
• Visual & Performing Arts
• Youth Services
• Re-codification and substantive rewrite of City Code
• Review, analysis, and improvement of City procurement
Ongoing Activity Measures
2011
Actual
2012
Projected
2013
Projected
Number of ordinances adopted 92 100 100
Number of resolutions adopted 75 75 75
Updated board, committee, commission rosters 4 9 9
77 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
1300 CITY COUNCIL
61010 REGULAR PAY 173,993 199,134 199,134 203,440
61510 HEALTH INSURANCE 110,852 123,820 130,077 119,966
61615 LIFE INSURANCE 61 76 79 76
61710 IMRF 5,398 8,327 6,462 8,226
61725 SOCIAL SECURITY 9,978 11,306 10,988 11,615
61730 MEDICARE 2,333 2,644 2,570 2,716
62206 TV BROADCASTING 4,165 4,165
62210 PRINTING 2,725 2,904 5,916 2,904
62275 POSTAGE CHARGEBACKS 573 333 507 333
62280 OVERNIGHT MAIL CHARGES 167 50 167
62285 COURIER CHARGES 2,120 400 1,959 300
62295 TRAINING & TRAVEL 7,730 6,000 15,098 5,000
62360 MEMBERSHIP DUES 36,652 30,000 35,000 28,000
62370 EXPENSE ALLOWANCE 125 142 125
62380 COPY MACHINE CHARGES 425 900 945 619
62456 OUTSIDE MAIL SERVICES 5,100 4,000
62490 OTHER PROGRAM COSTS 584 4,664 3,664 3,664
64540 TELECOMMUNICATIONS - WIRELESS 399 500 537 500
65010 BOOKS, PUBLICATIONS, MAPS 200 46 200
65025 FOOD 6,084 3,000 3,500 2,500
65095 OFFICE SUPPLIES 182 1,500 75 1,500
66025 TRAN.TO DS FUND- ERI DEBT SERV 1,830 1,929 2,026 1,981
66062 SISTER CITY FUNDING 4,165 4,165 4,165
1300 CITY COUNCIL 361,919 411,359 422,940 406,161
78 As Amended on 05/20/13
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
2013 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
2011
Actual
2012
Budget
2012
Estimated
Actual
2013
Adopted
Budget
Expenditures:
1400 – City Clerk’s Office 154,422 204,675 224,875 228,936
Total Expenditures: $154,422 $204,675 $224,875 $228,936
Notes for Financial Summary
• FY 2011 was a ten-month transitional fiscal year.
Performance Report on FY 2012 Major Program Objectives
• The legal review of the Evanston City Code by departments was restarted by the Law Department.
The City Code was last codified in 1979.
• Coordination of FOIA requests continues with an electronic log and files of disposition of FOIA
requests.
• The Clerk’s Office has provided real estate transfer tax stamps, notary services, and code book sales
to customers throughout FY 2012.
2013 Department Initiatives
• The City Clerk's Office will no longer compile a packet of materials for use by those wishing to run for
municipal offices in April 9, 2013. All candidates will have to obtain their information from the Cook
County Clerk’s website and download the necessary forms. The Office will facilitate voting by
79 As Amended on 05/20/13
City of Evanston
City Clerk’s Office
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 Clerk’s Office will provide early voting services for the November, 2012 general election and the
April, 2013 local election.
• The Clerk’s office will work with the Cook County Department of Elections on facilitating the
Consolidated Election on April 9, 2013 in Evanston.
• The City Clerk’s Office will 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 City Clerk’s Office will work to reorganize the current office space configuration and filing system.
• Facilitate online Open Meetings Act training for elected officials and department heads.
• Continue project to make obtaining documents more accessible to the citizens.
• The Notary laws changed in June 2009 and will be followed to the letter to prevent potential harm or
litigation to the City.
• The City Clerk will facilitate the training of City Notaries of the new laws affecting all Notaries at a
designated time and date to be decided.
• New FOIA Officers have been designated in compliance with the new Freedom of Information Act
(FOIA) laws.
• Electronic training is mandatory for all designated FOIA officers in the City and must be completed by
June 30, 2012.
• 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.
Ongoing Activity Measures
2011
Actual
2012
Projected
2013
Projected
Voter registration 220 360 175
Early voters 775 1,000 700
Real Estate Transfer Tax transactions 820 820 820
Exemptions from Real Estate Transfer Tax 622 750 800
Disabled parking placards 128 128 128
FOIA requests 528 555 625
Response to 311 requests 20 60 100
80 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
1400 CITY CLERK
61010 REGULAR PAY 80,355 98,154 103,383 101,456
61050 PERMANENT PART-TIME 13,672 26,864 32,000 49,713
61110 OVERTIME PAY 684
61510 HEALTH INSURANCE 24,080 21,210 21,209 22,944
61615 LIFE INSURANCE 27 33 33 32
61710 IMRF 8,495 14,627 14,627 9,082
61725 SOCIAL SECURITY 5,687 7,528 7,528 9,147
61730 MEDICARE 1,330 1,761 1,761 2,139
62210 PRINTING 271 1,076 900 876
62235 OFFICE EQUIPMENT MAINT 181 833 833 833
62275 POSTAGE CHARGEBACKS 493 400 225 200
62280 OVERNIGHT MAIL CHARGES 22 65 65 65
62295 TRAINING & TRAVEL 2,353 3,700 5,200 5,000
62315 POSTAGE 78 45 12,480 35
62360 MEMBERSHIP DUES 320 400 600 525
62380 COPY MACHINE CHARGES 375 750 400 400
62457 CODIFICATION SERVICES 8,405 16,667 11,400 17,330
62509 SERVICE AGREEMENTS / CONTRACTS 853
65010 BOOKS, PUBLICATIONS, MAPS 519 650 650 650
65025 FOOD 19
65080 MERCHANDISE FOR RESALE 3,089 1,082 2,500 2,500
65095 OFFICE SUPPLIES 255 5,415 6,300 2,000
65160 OFFICE SUPPLIES - CHGBCK 310
65175 ELECTION SUPPLIES 500 500
66025 TRAN.TO DS FUND- ERI DEBT SERV 2,550 3,415 2,281 3,507
1400 CITY CLERK 154,422 204,675 224,875 228,936
81 As Amended on 05/20/13
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
2013 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 Management Analyst/Volunteer Coordinator 1.00
Full-Time Regular Local Government Management Fellow 1.00
1505 Total 6.00
Communications/Citizen Engagement
Full-Time Regular Citizen Engagement Division Manager 1.00
Full-Time Regular Web Communications Coordinator 1.00
Full-Time Regular Community Information Coordinator 1.00
Full-Time Regular Public Information Specialist 1.00
Full-Time Regular Citizen Engagement Coordinator 1.00
1510 Total 5.00
Sustainability
Full-Time Regular Sustainability Programs Coordinator 1.00
1535 Total 1.00
City Manager's Office Total 12.00
82 As Amended on 05/20/13
City of Evanston
City Manager’s Office
Financial Summary
Expenditures:
1505 - City Manager's Office 666,353 861,697 598,449 900,020
1510 - Public Info / Citizen Engagement 554,500 642,772 571,145 620,148
1525 - Misc. Business Operation 44,415 258,200 258,200 258,200
1535 - Sustainability Grant 97,811 93,589 93,590 94,720
Total Expenditures: 1,363,079$ 1,856,258$ 1,521,384$ 1,873,088$
Revenues:
51555 - Fire Insurance Tax - - - -
52180 - Cable Franchise Fee 730,956 865,000 865,000 1,000,000
52181 - PEG Fees 34,883 - 22,182 100,000
Total Revenues: 765,839$ 865,000$ 887,182$ 1,100,000$
2011
Actual
2012
Budget
2012
Estimated
Actual
2013
Adopted
Budget
Performance Report on FY 2012 Major Program Objectives
• Processed 96,359 3-1-1 calls and 15,000 3-1-1 service requests through September 1, 2012.
• Partnered with CTA to replace three viaducts, bolstered fourth viaduct, and made needed repairs to
stations.
• Increased e-news distribution to 23,427, more than doubling distribution over the previous year
(larger distribution than area for-profit media outlets).
• Increased social media presence with 4,182 Facebook “likes” and 3,270 Twitter followers.
• Continued “Engage Evanston” community budgeting process for FY 2013 Budget using new
MindMixer online community engagement service.
• Continued community volunteer web-based software platform for over 100 Evanston-based agencies.
• Organized third “Evanston Day” in Springfield, IL to lobby for Evanston issues in the State capitol, in
cooperation with Northwestern University, Evanston schools, and non-profits.
• Assisted in securing a grant from the US Department of Health and Human Services to fund an
Evanston based Community Health Center.
• Assisted in securing grants from the Illinois Department of Commerce and Economic Opportunity
(DCEO).
• Co-hosted annual Volunteer Recognition Event with Northwestern University, Evanston Community
Foundation, and Evanston Township High School.
• Utilized over 500 Northwestern University students for annual Day of Community Service event and
Volunteer Day.
• Participated in National Public Lands Day by promoting volunteerism, healthy lives, and families.
• Partnered with Northwestern University to coordinate third annual “Paint Evanston Purple” pep-rally
and football game.
• Increased subscription to Mass Notification System for community alerts and emergencies.
• Hosted first Jalisco en Evanston in concert with the Federation of Hometown Associations from the
State of Jalisco, Mexico, Fedejal.
• Worked with Metra to hold an open house in Evanston regarding their five-year strategic plan.
• Hosted Mexican Consulate, State Department African Delegation, ITT Technical Institute sponsored
MPA candidates from China, and a delegation of Japanese municipal officials.
• Reduced residential energy usage by organizing the Big 7 Savers Energy Efficiency Challenge
resulting in savings of 292,495 kWh of electricity, $39,486, and 216 Metric Tons CO2; engaged 1,225
Evanston households in the program.
83 As Amended on 05/20/13
City of Evanston
City Manager’s Office
• Promoted reduction of community vehicle emissions by organizing Evanston activities for Bike to
Work Week and Car Free Week.
• Saved Evanston residents and small businesses 38% on their electric supply costs by implementing
the Community Choice Electricity Aggregation Program with 100% renewable energy from wind
energy in Illinois or adjacent states.
• Established monthly Sustainability News & Events e-newsletter and built distribution to over 700 e-
mail addresses.
• Reduced City and community energy usage by completing energy efficiency projects under the
Energy Efficiency and Conservation Block Grant program, totaling $749,000 over 3 years.
• Developed summer Sustainability Internship program, engaging 12 students from ETHS and
Northwestern University to focus on energy efficiency, recycling, composting, and local food projects,
resulting in 850 hours of student volunteer hours.
• Secured grant funding Chicago Metropolitan Agency for Planning and developed the Evanston Water
Conservation and Efficiency Plan.
2013 Department Initiatives
• Work with CTA to find long-term funding solutions for Purple Line rebuild.
• Increase public outreach via social media including Twitter, Facebook, YouTube, MindMixer,
Instagram, Texting, and Videos.
• Increase collaboration with community partners for the purpose of disseminating news, City events,
and City co-sponsored events.
• Coordinate “Drive Less, Live More Campaign” with RTA and Active Transportation Alliance to reduce
vehicle emissions and promote biking, public transit and walking.
• Analyze 311 data to identify and implement service efficiency.
• Increasing non-tax revenue supported City programs and initiatives.
2013 Department Objectives
• Build greater grassroots capacity in Evanston Advocates Program.
• Increase e-news to 40,000 subscribers.
• Analyze 311 data to streamline work processes.
• Deliver community education to promote waste reduction, recycling, and composting.
• Build and maximize partnerships on sustainability projects by coordinating with non-profits,
businesses, and grass-root community groups.
• Reduce City and community energy usage by leveraging existing utility programs and grant funding.
• Utilize 311 to better assist and support departmental operations.
• Engage residents via multiple outlets and increase the transparency of government.
• Continue outreach efforts to engage all populations residing in Evanston.
• Continue launching new media applications providing easy access to 311 City Services, SMS, web
chat, and click-to-call.
• Continue to promote non-City volunteer opportunities.
• Continue collaborative role with Northwestern University.
• Recruit more volunteers for City’s special events.
• Support community-based fundraising efforts through Police and Fire Foundation.
• Identify funding priorities and solicit funding partners to support priorities.
• Coordinate 2013 Intergovernmental Affairs Agenda at regional, State, and Federal level.
84 As Amended on 05/20/13
City of Evanston
City Manager’s Office
Ongoing Activity Measures
2011
Actual
2012
Projected
2013
Projected
Number of aldermanic, police-service, and citizen
requests
1,000 1,050 1,100
Prepare agendas and materials for regular and
special City Council, Planning and Development,
Rules and Administration and Public Works
meetings
48 48 48
Number of City of Evanston volunteer
opportunities
82 85 90
Number of volunteer opportunities featured on
VEP website
118 120 120
Number of organizations featured on VEP website 62 80 80
311 center calls handled 104,920 130,000 150,000
311 center service requests handled 18,100 300,00 35,000
85 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
1500 CITY ADMINISTRATION
61010 REGULAR PAY 767,548 1,046,841 793,562 989,026
61050 PERMANENT PART-TIME 2,234
61060 SEASONAL EMPLOYEES 12,471
61110 OVERTIME PAY 526
61210 LONGEVITY 586 2,454 2,253 2,347
61415 TERMINATION PAYOUTS 20,338
61510 HEALTH INSURANCE 113,658 123,130 129,461 145,713
61615 LIFE INSURANCE 693 924 966 744
61625 AUTO ALLOWANCE 9,086 10,980 68,234 10,980
61626 CELL PHONE ALLOWANCE 3,573 3,888 3,625 4,416
61655 EMPLOYEE LOANS - INTEREST EXPE 1,454
61710 IMRF 71,409 122,767 82,761 112,323
61725 SOCIAL SECURITY 41,920 64,737 51,741 61,088
61730 MEDICARE 11,654 15,140 12,233 14,287
62205 ADVERTISING 13,368 15,044 9,096 15,044
62210 PRINTING 2,092 2,832 5,977 2,832
62275 POSTAGE CHARGEBACKS 554 999 777 999
62280 OVERNIGHT MAIL CHARGES 147 167 62 167
62285 COURIER CHARGES 18 83 83
62295 TRAINING & TRAVEL 16,377 29,189 15,036 29,189
62310 CITY WIDE TRAINING 584
62315 POSTAGE 55-2,499 2,499
62341 INTERNET SOLUTION PROVIDERS 1,500
62360 MEMBERSHIP DUES 2,882 8,663 8,330 8,663
62458 OUTSIDE COPY SERVICES 750 750
62490 OTHER PROGRAM COSTS 17 750 750
62506 WORK-STUDY 1,896 2,500 1,127 3,300
62509 SERVICE AGREEMENTS / CONTRACTS 115,000
62512 RECRUITMENT 1,000
62665 CONTRIB TO OTHER AGENCIES 171,000 100,000 33,920 50,000
64540 TELECOMMUNICATIONS - WIRELESS 1,965 1,122
64545 PERSONAL COMPUTER SOFTWARE 703 3,500 100 3,500
65010 BOOKS, PUBLICATIONS, MAPS 161 1,749 1,898 1,749
65095 OFFICE SUPPLIES 1,081 1,516 2,175 1,516
65125 OTHER COMMODITIES 503 880 880 880
65515 OTHER IMPROVEMENTS 7,281
65630 LIBRARY BOOKS 56
65635 PERIODICALS 175 151 175
66025 TRAN.TO DS FUND- ERI DEBT SERV 26,630 28,503 29,869 29,471
66030 OTHER INSURANCE CHARGEBACKS 5,753 7,397 7,770 7,397
66060 KEEP EVANSTON BEAUTIFUL 5,000
68205 CONTINGENCIES 45,469 258,200 258,200 258,200
1500 CITY ADMINISTRATION 1,363,079 1,856,258 1,521,384 1,873,088
86 As Amended on 05/20/13
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
2013
Position FTE
Legal Administration
Full-Time Regular Corporation Counsel/City Attorney 1.00
Full-Time Regular Assistant City Attorney II 3.00
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
2011
Actual
2012
Budget
2012
Estimated
Actual
2013
Adopted
Budget
Expenditures:
1705 – Legal Administration 821,667 999,106 993,315 989,154
Total Expenditures: $821,667 $999,106 $993,315 $989,154
87 As Amended on 05/20/13
City of Evanston
Law Department
2011
Actual
2012
Budget
2012
Estimated
Actual
2013
Adopted
Budget
Revenues:
52040 – Liquor Licenses 331,352 330,000 330,000 330,000
52041 – One-Day Liquor License 5,518 8,600 8,600 8,200
52570 – Non-parking Ordinance
Violations
235,042 262,825 262,825 262,825
Total Revenues $571,912 $601,425 $601,425 $601,025
Performance Report on FY 2012 Major Program Objectives
• Won 3 jury verdicts in state and federal courts saving the City over a million dollars in attorneys’ fees
and/or potential verdict exposure.
• 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.
• Achieved goal of litigating 80-90% of cases by in-house City attorneys to improve cost-effectiveness,
results, and responsiveness.
• Analyzed, evaluated, and implemented new risk management strategies for City departments.
• Continued fulfillment of Strategic Plan Goal #10 to implement best practices for service delivery and
enhanced customer service to staff and residents.
• Finished the recodification and republication of the Evanston City Code, the first time the Code was
substantively revised and recodified since 1979.
2013 Department Initiatives
• Continued support and participation in accomplishing Strategic Plan Goals for 2013.
• Continued representation of City in EEOC and Department of Human Rights complaints.
• Continued representation and negotiation of City labor contracts.
• Analyze, evaluate, and implement new risk management strategies, with specific focus upon
mitigating workers’ compensation claims.
• Revise and update liquor regulations in the City Code.
• Revise and update the City Code regarding noise regulations.
• Evaluate and pursue legal strategies to enhance City revenues.
• Continue to prevail in litigation at the pre-trial motion stage and at verdict.
88 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
1700 LAW DEPARTMENT
61010 REGULAR PAY 475,738 576,114 576,114 590,034
61060 SEASONAL EMPLOYEES 7,478
61110 OVERTIME PAY 186
61210 LONGEVITY 1,345 1,739 1,739 1,685
61510 HEALTH INSURANCE 103,895 99,190 99,190 76,996
61615 LIFE INSURANCE 366 557 557 485
61625 AUTO ALLOWANCE 4,121 4,980 4,980 4,980
61626 CELL PHONE ALLOWANCE 1,497 1,872 1,872 2,544
61710 IMRF 44,872 67,609 67,477 67,042
61725 SOCIAL SECURITY 27,173 35,032 35,302 36,334
61730 MEDICARE 6,726 8,193 8,193 8,497
62130 LEGAL SERVICES - GENERAL 11,280 35,286 34,800 34,800
62275 POSTAGE CHARGEBACKS 2,957 2,999 2,999 2,999
62295 TRAINING & TRAVEL 3,035 3,082 3,000 3,500
62315 POSTAGE 250 250 250
62345 COURT COST/LITIGATION 2,468 23,000 21,000 21,000
62360 MEMBERSHIP DUES 3,098 2,800 2,800 2,800
62380 COPY MACHINE CHARGES 2,223 4,673 4,673 3,215
62500 TECHNICAL INFORMATION SERVICES 1,625 4,000 4,000 4,000
62506 WORK-STUDY 264 1,900 1,900
62509 SERVICE AGREEMENTS / CONTRACTS 83,673 87,500 87,500 87,500
65010 BOOKS, PUBLICATIONS, MAPS 13,352 8,996 8,500 9,200
65045 LICENSING/REGULATORY SUPP 210 2,499 2,400 2,400
65085 MINOR EQUIPMENT & TOOLS 343 417 400
65095 OFFICE SUPPLIES 2,209 4,250 3,800 3,800
65100 LIBRARY SUPPLIES 96
66025 TRAN.TO DS FUND- ERI DEBT SERV 16,420 15,715 15,715 16,338
66030 OTHER INSURANCE CHARGEBACKS 5,018 6,454 6,454 6,454
1700 LAW DEPARTMENT 821,667 999,106 993,315 989,154
89 As Amended on 05/20/13
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 Parking Operations and Maintenance. 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
2013 Position
FTE
Admin Services Gen Support
Full-Time Regular Administrative Services Director/CFO 1.00
Full-Time Regular Senior Management Analyst 1.00
Full-Time Regular Management Analyst 1.00
Full-Time Regular Administrative Assistant 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 Coordinator 1.00
Part-Time Regular Administrative Secretary 1.00
1925 Total 3.00
90 As Amended on 05/20/13
City of Evanston
Administrative Services Department
Employee Status
Description Job Type Description
2013 Position
FTE
Human Resources
Full-Time Regular Human Resources Division Manager 1.00
Full-Time Regular Human Resources Specialist 2.00
Full-Time Regular Human Resources Assistant 2.00
1929 Total 5.00
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 1.50
Full-Time Regular Application and Development Manager 1.00
Full-Time Regular IS Trainer 1.00
1932 Total 11.50
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 48.50
Financial Summary
2011
Actual
2012
Budget
2012
Estimated
Actual
2013
Adopted
Budget
Expenditures:
1905 – Admin. General Support 434,200 549,786 549,784 623,458
1910 – Revenue Division 793,306 868,546 833,584 858,839
1915 – Payroll 226,336 271,046 270,966 289,322
1920 – Accounting 566,068 798,749 798,746 824,169
1925 – Purchasing 174,806 221,437 204,231 310,213
1929 – Human Resource Division 1,095,548 1,471,170 1,203,890 1,380,976
1932 – Information Technology 1,928,230 2,407,189 2,396,727 2,407,868
1940 – Misc. Exp/Transfers * 811,345 466,000 466,000 466,000
1941 – Pkg. Enfrc. & Tkt. Process 993,583 1,217,479 1,161,100 1,243,852
1942 – School Crossing Guards 274,116 371,795 367,187 371,795
Total Expenditures: $7,297,540 $8,643,197 $8,252,215 $8,776,492
91 As Amended on 05/20/13
City of Evanston
Administrative Services Department
2011
Actual
2012
Budget
2012
Estimated
Actual
2013
Adopted
Budget
Revenues:
52010 – Vehicle Licenses 2,056,523 2,598,341 2,500,000 2,600,000
52505 – Parking Fines 2,469,554 3,805,241 3,000,000 3,450,000
52530 – Boot Release Fee 48,602 60,376 82,000 80,000
Total Revenues: $4,574,679 $6,463,958 $5,582,000 $6,130,000
Notes for Financial Summary
• FY 2011 was a ten-month transitional fiscal year.
Performance Report on FY 2012 Major Program Objectives
• Initiated 54 recruitment processes as of 9/5/12, including two executive searches: Library Director
and City Engineer. Hired 48 regular staff as of 9/5/12 including 3 police officers and 2 firefighters.
• Completed an Insurance Dependent Eligibility Audit, which resulted in the removal of 24 dependents.
• Updated the annual open enrollment process to ensure no ineligible people are carried going forward
on City insurance.
• Bid out and conducted a Fire Promotional Process.
• Monitored department overtime usage to understand and attempt to reduce overtime costs.
• Monitored department seasonal and temp usage to attempt to reduce unemployment costs.
• Worked with Law Department to rewrite Civil Service Commission rules and ordinance as a result of
new State Legislation requirements.
• Worked with City Manager to develop the Healthy Work Environment Initiative: started with Directors
in January, rolled out to supervisors/managers in March, and presented to front line staff in August.
• Coordinated City-wide National Public Service Recognition Week service awards.
• Trained and certified 14 staff on the OSHA 10 hour course and an additional 14 people on the 30
hour course. Second round of classes for employees was offered in October 2012.
• Coordinated a citywide OSHA self inspection and a third party on-site inspection with report expected
in October. This report identified immediate, short term, and long term goals.
• Developed a City-wide Safety Committee to review OSHA report, propose city-wide goals, policies
and future practices in order to reduce future injuries of staff.
• As of 9/5/12, settled 15 Worker’s Compensation claims, 3 of which were Pro-Se settlements
• Enforced vacation and comp time accruals.
• Managed COLA implementation for all union and non-union staff.
• Processed the on-boarding and termination of 549 seasonal employees (youth and adult).
• Conducted a follow-up back safety training program with Fire Department staff to reduce injuries.
• Supported negotiations of three collective bargaining contract (IAFF, AFSCME, and FOP).
• Initiated a Wellness Program in October with the goal to reduce health insurance costs in the future.
• Bid out conducted a non-union Classification and Compensation study which will update non-union
job descriptions and recommend comparable salaries. Report due in October.
• Complied with new state reporting requirements for posting of IMRF total compensation for new hires
over $150,000 and all IMRF pensionable staff within seven days of passing the budget.
• Continued development of a preventive maintenance program for the three parking garages.
• At the Sherman Garage the upper deck lights were replaced and an inspection of the facade was
completed.
• An Automated License Plate Recognition system was installed in two parking enforcement vehicles.
The system is designed to improve efficiency in parking enforcement, immobilization (boot), two- (2)
hour regulation, City Sticker and permit regulating.
• A RFP was developed to replace the current meter technology with meters and pay stations that
accept both coin and credit cards.
92 As Amended on 05/20/13
City of Evanston
Administrative Services Department
• Staff worked with Community and Economic 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.
• Issued RFP and completed RFP process to select new financial system.
• Explored Cloud Computing opportunities.
• Implemented redundant ISP for COE.
• Expanded GIS Cityworks to Public works.
• Deployed iPads to Health Department inspectors. Replaced more costly ToughBooks.
2013 Department Initiatives
• Implementation of a new financial software enterprise system that will reduce operating costs and
improve utilization efficiency citywide.
• Re-establish the New Employee Orientation with a stronger safety component.
• Comply with new federal requirement to Issue new W4 forms with insurance benefits included.
• Issue benefit summary letters to all staff outlining the cost of City paid benefits they receive.
• Continue injury prevention training with divisions experiencing high rates of injury.
• Update and reissue the personnel manual reflecting changes over the last two years.
• Work with Departments to establish and support short and long-term safety goals.
• Continue to develop strategies to provide adequate and reasonable parking for business and
employees in partnership with Community and Economic Development in an effort to bring business
opportunities to the City. This will be a continuing initiative in every fiscal year.
• Evaluate a long-term funding mechanism for parking structure replacement. The current accumulated
depreciation in the fund per the 2009-10 audit was $13.7 million. This means that a substantial
portion of the projected fund balance at the end of 2012 could be reserved for future capital
replacement.
• Migrate COE Exchange email system to cloud.
• Migrate away from Oracle to Microsoft SQL environment.
• Standardize OS and Productivity Suite on all desktops throughout the City.
• Consolidate and replace aged datacenter servers. Transition physical to virtual servers
• 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 and Economic Development, a Comprehensive signage design RFP
was developed in FY 2011 to ask for design and implementation strategies involving new directional
signage throughout the City. FY 2012 goals are to develop financial and implementation strategies for
execution-based on recommendations and selections of designs. A firm was selected FY 2012 with
partial implementation of new signs expected toward the end of FY 2013. This will be a multi-year
project.
93 As Amended on 05/20/13
City of Evanston
Administrative Services Department
Activity Measures
Ongoing Activity Measures
2011
Actual
2012
Projected
2013
Projected
Percent of available cash invested 65 75 75
Quarterly financial management reports 4 4 4
Quarterly investment reports 4 4 4
# of vehicle stickers issued 24,477 35,000 35,000
# of business licenses processed 737 700 750
Preparation of final fund trial balance for
annual independent audit 4/09/2012 4/10/2013 4/10/2014
Preparation of schedule of federal financial
assistance for the Single Audit Act of 1984 8/20/2012 6/30/2013 8/15/2014
Preparation of Police and Fire Pension fund filings
with Illinois Department of Insurance 6/30/2012 6/30/2013 6/30/2013
File for Certificate of Achievement for Excellence
in financial reporting with Government Finance
Officers Association 6/30/2012 6/30/2013 6/30/2014
Number of Information Technology Service Desk
requests closed 4,166 4,800 5,000
Civil Service Commission Meetings 17 15 5
Positions Filled – Full-Time 49 40 40
Positions Filled – Part-Time / Seasonal 24/326 30/550 30/550
Regular Checks Issued 8,200 8,100 8,100
Manual Checks Issued 150 200 200
94 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
1900 ADMIN.SERVICES DEPARTMENT
61010 REGULAR PAY 2,782,323 3,404,416 3,338,655 3,493,445
61050 PERMANENT PART-TIME 23,469 25,318 8,113
61055 TEMPORARY EMPLOYEES 42,616 4,915 6,999 4,915
61060 SEASONAL EMPLOYEES 259,658 352,098 347,498 352,098
61110 OVERTIME PAY 32,301 33,754 23,738 33,775
61210 LONGEVITY 29,338 35,408 34,225 33,881
61410 SHIFT DIFFERENTIAL 5,141 6,117 6,117 6,422
61415 TERMINATION PAYOUTS 28,539
61430 OTHER PAYOUTS 377,419 141,000 141,000 141,000
61510 HEALTH INSURANCE 561,073 512,245 512,243 562,832
61615 LIFE INSURANCE 21,156 2,126 2,125 2,101
61625 AUTO ALLOWANCE 4,265 6,780 6,780 6,780
61626 CELL PHONE ALLOWANCE 5,509 6,696 6,696 7,224
61630 SHOE ALLOWANCE 1,560 1,560 1,430 1,705
61710 IMRF 270,980 407,795 395,667 399,646
61725 SOCIAL SECURITY 190,639 235,782 232,703 238,423
61730 MEDICARE 45,342 55,143 54,743 55,760
62110 AUDITING 91,171 120,000 120,000 120,000
62125 LEGAL SERVICES - LIABILITY 574
62130 LEGAL SERVICES - GENERAL 14 2,000 2,000
62160 EMPLOYMENT TESTING SERVICES 57,558 195,000 85,000 195,000
62175 IS SERVICES 3,678 5,100 6,600 6,600
62185 OTHER CONSULTING SERVICES 11,500 81,800 82,800 98,800
62205 ADVERTISING 2,002 3,310 6,560 3,310
62210 PRINTING 112 5,750 5,750 5,750
62235 OFFICE EQUIPMENT MAINT 250 250 250
62250 COMPUTER EQUIPMENT MAINT 30,506 55,450 54,450 54,450
62270 MEDICAL/HOSPITAL SERVICES 65,185 51,150 51,150 51,150
62274 TEST ADMINISTRATION 20,614 41,000 13,500 48,000
62275 POSTAGE CHARGEBACKS 14,825 20,250 18,067 20,400
62280 OVERNIGHT MAIL CHARGES 499 200 200 200
62295 TRAINING & TRAVEL 20,127 33,319 34,116 33,319
62305 RENTAL OF AUTO-FLEET MAINTEN.74,673 99,756 99,756 101,786
62309 RENTAL OF AUTO REPLACEMENT 23,175 27,810 27,810 27,810
62310 CITY WIDE TRAINING 6,439 20,000 20,000 20,000
62315 POSTAGE 28,237 41,000 41,000 41,000
62340 COMPUTER LICENSE & SUPPORT 366,411 416,460 405,292 446,363
62341 INTERNET SOLUTION PROVIDERS 8,493 14,650 9,850 9,850
62345 COURT COST/LITIGATION 5,000 5,000
62360 MEMBERSHIP DUES 5,918 7,650 7,000 7,650
62380 COPY MACHINE CHARGES 3,562 8,338 8,338 5,738
62431 ARMORED CAR SERVICES 23,205 24,000 22,000 24,000
62449 CITATION & SECO.COLLEC PROCESS 330,294 415,600 400,000 400,000
62451 TOWING AND BOOTING CONTRACTS 44,390 44,982 40,000 44,982
62490 OTHER PROGRAM COSTS 957 500 500 500
62506 WORK-STUDY 4,827 2,256 2,651 2,416
62509 SERVICE AGREEMENTS / CONTRACTS 3,114 153,500 153,500 153,500
62512 RECRUITMENT 47,526 62,000 62,000 62,000
62630 UNEMP. COMP. & ADMIN. FEE 488,646 405,000 300,000 300,000
62655 LEASE PAYMENTS 2,551 3,061
62705 BANK SERVICE CHARGES 929
62706 REVENUE SHARING AGREEMENTS 407,335 325,000 325,000 325,00095As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
64005 ELECTRICITY 223 2,000 1,300 2,000
64505 TELECOMMUNICATIONS - CARRIER L 87,637 121,000 120,000 120,000
64510 TELECOMMUNICATIONS EQUIPMENT 6,214 6,250 5,500 3,500
64515 TELECOMMUNICATIONS EQUIPMENT M 3,200 28,400 25,200 23,400
64540 TELECOMMUNICATIONS - WIRELESS 22,723 19,000 24,200 25,400
64541 AZAVAR UTILITY TAX AUDIT SVC 10,803 11,500 11,270 11,500
64545 PERSONAL COMPUTER SOFTWARE 942 2,000 4,000 4,000
65010 BOOKS, PUBLICATIONS, MAPS 564 3,216 3,133 3,133
65020 CLOTHING 559 4,998 4,600 4,998
65045 LICENSING/REGULATORY SUPP 32,254 46,664 43,000 46,664
65090 SAFETY EQUIPMENT 707 833 825 26,833
65095 OFFICE SUPPLIES 61,246 71,815 71,016 71,600
65125 OTHER COMMODITIES 8,725 17,850 17,850 17,850
65515 OTHER IMPROVEMENTS 103
65555 PERSONAL COMPUTER EQUIPMENT 30,899 210,000 210,000 284,200
65605 PBX (LICENSE & SUPPORT FEES)4,121
65615 WAN CONNECTIONS/LINE CHARGES 21,350 39,073 39,073 39,073
65620 OFFICE MACH. & EQUIP.1,304
65625 FURNITURE, FIXTURE & EQUIPMENT 1,200 1,250 1,200 1,250
65630 LIBRARY BOOKS 22
65635 PERIODICALS 120
66025 TRAN.TO DS FUND- ERI DEBT SERV 102,630 100,024 100,024 103,170
66030 OTHER INSURANCE CHARGEBACKS 29,622 38,091 38,091 38,091
1900 ADMIN.SERVICES DEPARTMENT 7,297,540 8,643,197 8,252,215 8,776,492
96 As Amended on 05/20/13
City of Evanston
Community & Economic Development Department
Description of Major Activities:
The Community and Economic Development Department’s mission is to enhance the character and
diversity of Evanston’s neighborhoods and housing stock and strengthen sustainable economic growth
that expands opportunities for residents and business owners, enables a high quality of life throughout
the City, and promote a healthy environment. Specific objectives to achieve this mission include:
• All Evanston residents live in decent, clean, safe housing.
• New construction and rehabilitation projects meets current safety and building code standards
• The viability of Evanston’s neighborhoods, various business districts, and downtown are maintained
through a balance of retaining existing and creating new residential and commercial development
opportunities.
• Low and moderate income households can remain in their homes.
• New development opportunities are attracted to the City to enhance the tax base and promote job
creation.
• Neighborhood businesses can maintain and improve their properties through economic development
programs and incentives.
• Existing Evanston businesses are retained and desired new businesses are attracted to the
commercial districts throughout the City.
• Targeted economic development initiatives are identified for commercial areas with the highest
vacancy rates.
• Redevelopment is promoted in appropriate areas of the City.
• Employment opportunities are improved for Evanston residents and businesses.
• 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.
• Foreclosed residential properties are acquired and rehabilitated through the NSP2 Program.
• CDBG Neighborhood Revitalization Strategy Areas in west and south Evanston are focused on key
community needs.
• 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.
Total Full-Time Equivalent Positions:
Employee Status
Description
Job Type Description
2013 Position
FTE
Community & Economic Development Administration
Full-Time Regular Director, Community & Economic Development 1.00
Full-Time Regular Management Analyst 1.00
2101 Total 2.00
Planning and Zoning
Full-Time Regular Planning and Zoning Division Manager 1.00
Full-Time Regular Executive Secretary (to Non-Department Head) 1.00
Full-Time Regular Housing Planner 1.00
Full-Time Regular General Planner 1.00
Full-Time Regular Zoning Planner 1.00
Full-Time Regular Zoning Officer 1.00
Full-Time Regular Senior Planner 1.00
2105 Total 7.00
97 As Amended on 05/20/13
City of Evanston
Community & Economic Development Department
Employee Status
Description
Job Type Description
2013 Position
FTE
Housing Code Compliance
Full-Time Regular Property Maintenance Inspector I 4.00
Full-Time Regular Customer Service Representative 1.00
Full-Time Regular Sign Inspector/Graffiti Tech 1.00
Full-Time Regular Property Maintenance Inspection Supervisor 1.00
2115 Total 7.00
Housing Rehab
Full-Time Regular Construction Rehabilitation Specialist 1.00
Full-Time Regular Permits-Licensing Coordinator 0.60
2120 Total 1.60
Building Inspection Services
Full-Time Regular Customer Service Representative 2.00
Full-Time Regular Electrical Inspector II 1.00
Full-Time Regular Plumbing / Mechanical Inspector 2.00
Full-Time Regular Residential Project Manager 1.00
Full-Time Regular Plan Review and Permits Supervisor 1.00
Full-Time Regular Building Construction Inspection Supervisor 1.00
Full-Time Regular Permits-Licensing Coordinator 0.40
Full- Time Regular Building/Inspection Services Division Manager 1.00
2126 Total 9.40
Community & Economic Development Total 27.00
Financial Summary
2011
Actual
2012
Budget
2012
Estimated
Actual
2013
Adopted
Budget
Expenditures:
2101 – CD Administration 153,730 318,596 293,636 253,346
2105 – Planning & Zoning 652,124 770,679 866,103 770,882
2115 – Housing Code Compliance 536,129 674,719 672,375 0
2120 – Housing Rehabilitation 221,709 158,428 159,053 167,627
2121 – EECBG Grant-
Weatherization
20,056 0 0 0
2126 – Building Inspection
Services
786,432 1,119,318 1,102,562 1,342,034
2127 – Community Intervention 59,943 0 0 0
2128 – Emergency Solutions
Grant
84,885 106,600 121,979 187,373
2135 – Economic Development 100,883 0 0 0
2140 – Community Intervention
Serv.
920 0 0 0
Total Expenditures: $2,616,811 $3,148,340 $3,215,708 $2,721,262
98 As Amended on 05/20/13
City of Evanston
Community & Economic Development Department
2011
Actual
2012
Budget
2012
Estimated
Actual
2013
Adopted
Budget
Revenues:
52015 – Business Licenses 55,838 171,000 150,000 150,000
52030 – Contractor Licenses 68,775 77,302 77,302 77,302
52035 – Rooming house fees 192,396 193,000 193,000 0
52046 – Rental Dwelling
Registration
73,011 95,000 95,000 0
52080 – Building Permits 1,834,961 2,500,000 3,000,000 3,000,000
52090 – Plumbing Permits 75,923 135,000 145,000 135,000
52095 – Electrical Permits 87,302 130,000 143,000 130,000
52105 – Sign / Awning Permits 6,392 8,330 8,330 8,330
52110 – Other/Miscellaneous
Permits
123,259 183,260 235,008 183,260
52115 – Elevator Permits 46,856 41,650 47,405 41,650
52120 – Heating Vent. A/C
Permits
246,946 210,000 350,909 210,000
52145 – Annual Sign Fees 26,242 25,000 25,000 25,000
52155 – Plat Approval Fees 1,320 2,100 2,100 2,100
52555 – Housing Code Violation
Fines
100,056 117,248 117,248 20,000
52560 – Permit Penalty Fees 7,214 7,500 7,500 7,500
53666 – Historic Preservation
Fees
5,446 6,500 6,500 6,500
53695 – Zoning Fees 26,402 17,500 27,000 25,000
55275 – HUD Emergency Shelter 85,814 85,000 139,073 204,770
Total Revenues: $3,064,153 $4,005,390 4,769,375 4,226,412
Performance Report on FY 2012 Major Program Objectives
The Community and Economic Development Department has achieved or exceeded most of its
objectives in the current fiscal year. Building Permit revenues will exceed budget estimates for fiscal year
2012 by an estimated $500,000. The total number of building permits issued and buildings inspected in
2012 was comparable to those executed in 2011, however, 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 condition of property in Evanston continues to need on-going attention, but programs in these areas
have helped conserve older housing stock in neighborhoods and have enhanced the quality of life of
residents, including homeowners. The Property Maintenance team of the Building and Inspection
Services Division experienced increased demand for services due to continuing challenges within the
housing market. The impact of foreclosed housing on neighborhoods remains a concern and staff has
focused enforcement activities to minimize the blight caused by the vacant properties. Deteriorated
vacant properties were condemned and demolished as a result of code enforcement activities. The
Property Maintenance and Building Inspection teams coordinated enforcement efforts on several
occasions during the year. 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 2012. Eighty-five units have been acquired
representing 62 properties. Forty-eight units have been completed to date; eight units have been sold and
99 As Amended on 05/20/13
City of Evanston
Community & Economic Development Department
20 have been rented as of October 1, 2012. 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 site program, the Emerson
Square Development will be under construction in 2013, providing an additional 32 low and moderate
income dwelling units.
The continuing success of the down payment assistance program and the single-family rehabilitation
program has strengthened neighborhoods by helping people to remain in their homes and helping others
to buy vacant dwellings.
Three planned developments are under construction and total over 500 units of 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 be completed and occupied in
2013.
Economic Development Division has successfully provided assistance to existing businesses with
retention and expansion efforts as well as attracted new businesses to various areas throughout the City.
While 2010 reassessments have had an effect on tax increment, the current TIF Districts include sufficient
fund balances and increment to allow the City to pursue some public/private improvement projects in
2013, with the exception of the Southwest District. Financial support from the Economic Development
and TIF Funds can be utilized to provide assistance – in the form of loans and small grants – to assist
several business owners looking to improve their building facades and signage, renovate/expand their
existing spaces to accommodate business growth, and/or rehabilitate formerly vacant spaces for new
business ventures.
In 2012, with assistance from TIF funding, Ward Manufacturing completed their expansion/rehabilitation
project – resulting in a local manufacturing business staying and expanding within Evanston. In addition,
with financial assistance through the Economic Development Fund, GFS Market Place was able to
address environmental site issues and opened its facility in spring 2012. With TIF funding assistance, a
contractor’s collaborative took over a vacant City-owned building on Church Street and rehabilitated and
expanded the structure for re-use as member office space on 2nd and 3rd floors and neighborhood service
office and common space on the first floor. TIF and CDBG funding was also used to assist in the
renovation of a City-owned building on Howard Street for conversion to a ground floor restaurant and
upper level residential uses.
100 As Amended on 05/20/13
City of Evanston
Community & Economic Development Department
Ongoing Activity Measures
2013 Department Initiatives
Promoting economic development, neighborhood revitalization, and affordable housing will continue to be
major priorities of the Department. Specific actions to achieve these priorities include:
• Housing activity will continue to include an emphasis on the single and multi-family rehab
program and acquisition and rehabilitation of foreclosed property
• In an effort to streamline the process, the Department will move forward on the implementation
and maintenance of the on-line rental licensing program.
• 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.
• The Building Division will be working on a targeted training and certification program in order to
maintain a Class PL4 and CL4 rating from the Insurance Services Office, Inc. (ISO) for 1 and 2
Ongoing Activity Measures 2011
Actual
2012
Estimate
2013
Projected
Total Building Permits Issued 2899 2,800 2800
Total Building Inspections 5117 5500 5500
Total Building Construction Work w/o permits
investigated 66 75 75
Total Elevator Inspections 1582 1582 1582
Contractor Licenses Issued/Renewed 750
Coordination & Completion of Planning &
Development Committee packets 22 24 24
Completion of the Planning & Development
Committee Minutes 22 24 24
Economic Development Committee Meetings 12 12
Preservation Commission Meetings 24 12 12
Dwelling Units Inspected 3561 3,500 3500
Occupants Affected by Rooming House Inspections 6889 6,889 6889
Complaints investigated 2019 1,350 2000
Tickets Issued 383 300 400
Dwelling Units Demolished 1 2 2
Re-inspections for Compliance 9596 9500 8000
Violations Corrected 1421 1750 3000
Vacant Building Determinations 9 62 50
Training/Safety/Staff Meetings 16 16 32
Graffiti Tags Removed by Graffiti Technician 6072 6200 6200
Preservation Cases 210 225 240
Zoning Analysis Cases 220 230 280
Special Uses 10 13 9
Variations (Major) 19 24 18
Planned Developments/Amendments 3 4 2
Variations (Minor) 44 50 50
Text & Map Amendments 1 8 16
NSP2 Housing Units Acquired 71 29 0
NSP2 Housing Units Under Rehabilitation 40 80 50
NSP2 Housing Units Completed 17 50 33
Affordable Housing Units Financed (Non NSP2) 49 46 52
Sign Variations 10 12 15
101 As Amended on 05/20/13
City of Evanston
Community & Economic Development Department
family residential, commercial and industrial properties. Maintaining favorable ratings will enable
insurers to offer insurance premium discounts to eligible properties in Evanston.
• The Zoning staff will continue to review and propose changes to the ordinance to facilitate
preferred levels and types of development.
• The Planning Division staff will undertake an update to the citywide Comprehensive Plan
• Increase recruitment efforts for key national chains.
• Stimulate additional development through the TIF Districts, particularly on Howard Street, at the
Church/Dodge commercial area, and at Evanston Plaza.
• Expand and maintain the existing business directory and Shop QA system and utilize these
directories to promote buy-local programs and to increase the number of Evanston-based
businesses bidding on City-funded projects and small purchases.
• Expand economic development assistance programs based on small business needs.
• Continue to work on smaller scale neighborhood planning efforts and implementation strategies
to enhance and revitalize all areas of the city.
• Develop and implement strategies business retention, expansion, and recruitment for the five
targeted industries identified in the City Council adopted 2012-2014 Economic Development Plan
• Complete Building/Development Fee Schedule Analysis to determine market competitiveness,
cost recovery, and appropriateness.
102 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
2100 COMM & ECONOMIC DEVELOPMENT
61010 REGULAR PAY 1,574,216 1,922,391 1,904,825 1,535,539
61060 SEASONAL EMPLOYEES 6,161
61110 OVERTIME PAY 36,821 20,173 20,700 15,000
61210 LONGEVITY 14,369 16,256 16,656 15,389
61415 TERMINATION PAYOUTS 16,936
61430 OTHER PAYOUTS 9,468
61455 REGULAR SALARIES-CHGBJ 4,240
61510 HEALTH INSURANCE 340,007 376,489 355,979 289,678
61615 LIFE INSURANCE 905 1,117 1,117 898
61625 AUTO ALLOWANCE 4,121 4,980 4,980 4,980
61626 CELL PHONE ALLOWANCE 276 672 672
61630 SHOE ALLOWANCE 2,210 2,470 1,690 1,860
61710 IMRF 153,058 226,822 226,446 175,721
61725 SOCIAL SECURITY 97,888 118,004 117,291 94,579
61730 MEDICARE 23,314 27,599 24,858 22,144
62145 ENGINEERING SERVICES 1,261 20,000 18,000 18,000
62150 CONSTRUCTION ENGINEERING SERVI 2,578 12,000 10,000 11,000
62185 OTHER CONSULTING SERVICES 12,700 4,000 120,000 104,000
62190 HOUSING REHAB SERVICES 19,137 15,000 15,000 15,000
62205 ADVERTISING 758 1,425 1,925 1,825
62210 PRINTING 1,331 3,550 3,950 2,750
62235 OFFICE EQUIPMENT MAINT 31
62245 OTHER EQMT MAINTENANCE 100 100 100
62275 POSTAGE CHARGEBACKS 8,337 5,700 3,000 5,500
62280 OVERNIGHT MAIL CHARGES 83 83 83
62285 COURIER CHARGES 1,753 1,500 1,000
62295 TRAINING & TRAVEL 2,384 6,945 5,570 15,650
62305 RENTAL OF AUTO-FLEET MAINTEN.17,665 24,155 24,155 13,626
62309 RENTAL OF AUTO REPLACEMENT 14,664 17,596 17,596 13,310
62310 CITY WIDE TRAINING 20
62345 COURT COST/LITIGATION 2,596 3,990 3,990
62360 MEMBERSHIP DUES 1,608 3,225 2,401 2,925
62380 COPY MACHINE CHARGES 1,574 3,778 3,778 2,599
62425 ELEVATOR CONTRACT COSTS 52,342 68,425 58,000 68,425
62464 PLUMB,ELECT,PLAN REVIEW SERVI.4,365 15,000 13,000 14,000
62490 OTHER PROGRAM COSTS 920
62605 OTHER CHARGES 5,298 20,000 20,000
62645 DIGITAL ARCHIVING 724 10,000 10,000 10,000
64540 TELECOMMUNICATIONS - WIRELESS 5,664 7,110 7,443 5,069
65010 BOOKS, PUBLICATIONS, MAPS 1,392 2,034 1,874 1,784
65055 MATER. TO MAINT. IMP.974 350 350 350
65085 MINOR EQUIPMENT & TOOLS 3,531 2,250 2,250 1,050
65095 OFFICE SUPPLIES 4,588 6,840 6,840 5,640
65105 PHOTO/DRAFTING SUPPLIE 425 225 425
65515 OTHER IMPROVEMENTS 17,105
66025 TRAN.TO DS FUND- ERI DEBT SERV 57,780 57,289 57,289 51,995
66030 OTHER INSURANCE CHARGEBACKS 9,096 11,696 11,696 11,696
67110 CONNECTIONS FOR THE HOMELESS 48,045 80,000 97,679 163,073
67111 YWCA 10,000 10,000 10,000 10,000
67114 FAMILY PROMISE 6,000 6,000 6,000
67115 INTERFAITH HOMELESS SERVICES 16,600 16,600 8,300 8,300
103 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
68205 CONTINGENCIES 300 300
2100 COMM & ECONOMIC DEVELOPMENT 2,616,811 3,148,340 3,215,708 2,721,262
104 As Amended on 05/20/13
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
2013
Position FTE
Police Administration
Full-Time Regular Administrative Secretary 1.00
Full-Time Regular Chief of Police 1.00
2205 Total 2.00
Patrol Operations
Full-Time Regular Police Commander 3.00
Full-Time Regular Police Officer 87.00
Full-Time Regular Police Sergeant 11.00
Full-Time Regular Deputy Chief 1.00
2210 Total 102.00
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 2.00
Full-Time Regular Youth Advocate 2.00
2225 Total 4.00
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
105 As Amended on 05/20/13
City of Evanston
Police Department
Employee Status
Description Job Type Description
2013
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
Public Information
Full-Time Regular Service Desk Officer I 9.50
2251 Total 9.50
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 Specialist 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 225.00
106 As Amended on 05/20/13
City of Evanston
Police Department
Financial Summary
2011
Actual
2012
Budget
2012
Estimated
Actual
2013
Adopted
Budget
Expenditures:
2205 – Police Administration 362,124 1,157,748 1,210,772 1,131,622
2210 – Patrol Operations * 9,613,999 11,620,746 11,618,145 11,931,439
2215 – Criminal Investigation 1,734,282 1,815,955 1,831,656 1,781,795
2225 – Social Services Bureau 301,979 399,788 449,788 391,296
2230 – Juvenile Bureau 980,624 1,116,332 1,118,801 1,008,532
2235 – School Liaison 255,693 296,424 298,374 319,026
2240 – Police Records 482,319 612,837 613,715 641,219
2245 – Communications 1,168,958 1,374,111 1,460,214 1,371,372
2250 – Service Desk 1,295,769 1,622,989 1,623,659 1,736,798
2251 – 311 Center 448,796 536,337 516,337 506,954
2255 – Office of Prof. Standards 250,153 341,415 343,415 364,522
2260 – Office of Administration 293,989 305,132 335,611 449,954
2265 – Neighborhood Enforcement 1,450,799 1,545,325 1,609,527 1,713,205
2270 – Traffic Bureau 812,224 866,991 887,091 910,236
2275 – Community Strategic Bur. 108,971 123,771 128,561 133,211
2280 – Animal Control 193,406 227,669 228,186 230,047
2285 – Problem Solving Team 690,802 789,368 812,608 930,810
Total Expenditures: $20,444,887 $24,752,938 $25,086,460 $25,552,038
Revenues:
52170 – Alarm Panel Franchise Fees 6,840 6,000 7,500 6,000
52510 – Regular Fines 174,236 298,449 250,000 298,449
53685 – Police Report Fees 9,258 14,500 20,000 14,500
53720 – Skokie/Lincolnwood Animal Fees 7,869 8,000 8,000 8,000
55160 – Violent Crimes Victim’s Grant 0 18,525 18,525 18,525
55270 – Police Training Grant 8,000 8,000 20,767 8,000
55285 – Law Enforcement Block Grant 14,802 0 0 0
Total Revenues: $221,005 $353,474 $324,792 $353,474
Notes for Financial Summary
• FY 2013 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 been
increasing and lead times between order and receipt of goods has lengthened to nearly a year.
• The EPD expanded its bicycle officer program to help offset fuel costs.
• Current social service grants have been extended through June, 2013. The Justice Assistance Grant
has been reduced significantly by the Federal Government and the City of Chicago.
Performance Report on FY 2012 Major Program Objectives
• The Field Reporting Program, purchased through HTE for the Field Operations Division, began
reporting incidents via laptop computers.
2013 Department Initiatives
• Purchasing the Laserfische system through a grant.
• Investigate increasing the billing amount for police details (but not the detail payment).
107 As Amended on 05/20/13
City of Evanston
Police Department
Activity Measures
Ongoing Activity Measures
2011
Actual
2012
Projected
2013
Projected
Part I crimes 2,324 2,300 2,300
Part II crimes 4,278 4,900 4,900
Total calls for service 35,551 33,000 33,000
Arrests (felony & misdemeanor) 2,003 2,600 2,600
D.U.I. arrests 47 100 100
Ticket & citation production – Parking 2,160 1,900 1,900
108 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
2200 POLICE DEPARTMENT
61010 REGULAR PAY 13,669,761 17,033,833 16,953,334 17,375,035
61050 PERMANENT PART-TIME 29,012 52,821 102,821 96,096
61055 TEMPORARY EMPLOYEES 11,110 3,000 5,000 3,000
61062 SPECIAL EVENT SALARIES 277,962 171,400 279,400 171,400
61110 OVERTIME PAY 333,115 141,200 215,200 145,900
61111 HIREBACK OT 257,418 173,700 271,000 173,700
61112 SPECIAL DETAIL OT 107,573 96,730 92,400 120,730
61210 LONGEVITY 212,000 263,028 255,208 270,870
61415 TERMINATION PAYOUTS 1-325,000 452,131 275,000
61420 ANNUAL SICK LEAVE PAYOUT 190,000 190,000 190,000
61425 ANNUAL HOLIDAY PAYOUT 204,000 102,000 204,000
61430 OTHER PAYOUTS
61510 HEALTH INSURANCE 2,773,786 2,717,440 2,717,442 3,023,341
61615 LIFE INSURANCE 14,044 16,800 16,800 16,811
61626 CELL PHONE ALLOWANCE 298 360 360 360
61630 SHOE ALLOWANCE 650 780 780 775
61635 UNIFORM ALLOWANCE 138,563 160,950 163,338 151,750
61710 IMRF 262,482 404,776 412,680 406,641
61725 SOCIAL SECURITY 176,511 225,071 225,069 236,362
61730 MEDICARE 203,666 252,458 252,456 258,017
62210 PRINTING 2,965 3,000 3,300 3,000
62225 BLDG MAINTENANCE SERVICES 54,015 59,083 59,600 59,600
62245 OTHER EQMT MAINTENANCE 2,335 2,700 2,700 2,700
62270 MEDICAL/HOSPITAL SERVICES 1,100 1,000 1,000 1,000
62275 POSTAGE CHARGEBACKS 6,293 4,500 6,000 4,500
62295 TRAINING & TRAVEL 84,975 68,100 72,990 77,890
62305 RENTAL OF AUTO-FLEET MAINTEN.448,659 599,388 599,388 611,585
62309 RENTAL OF AUTO REPLACEMENT 213,748 256,498 256,498 256,498
62315 POSTAGE 114
62335 DATA PROCESSING SERVIC 378 378
62360 MEMBERSHIP DUES 8,102 17,100 18,888 19,388
62370 EXPENSE ALLOWANCE 31,371 5,500 6,100 5,700
62375 RENTALS 18,452 16,200 33,430 33,430
62380 COPY MACHINE CHARGES 5,545 13,013 13,013 8,954
62425 ELEVATOR CONTRACT COSTS 1,851 3,040 3,112 3,112
62490 OTHER PROGRAM COSTS 3,059 1,000 1,000 1,000
64005 ELECTRICITY 2,125
64015 NATURAL GAS 12,673 28,000 28,000 28,000
64505 TELECOMMUNICATIONS - CARRIER L 36,594 50,000 30,000 50,000
64510 TELECOMMUNICATIONS EQUIPMENT 200
64540 TELECOMMUNICATIONS - WIRELESS 18,916 22,000 22,000 22,000
65010 BOOKS, PUBLICATIONS, MAPS 97 333 520 520
65015 CHEMICALS 22,545 22,833 23,808 22,833
65020 CLOTHING 86,631 37,633 74,856 38,883
65025 FOOD 5,978 4,166 4,166 8,050
65040 JANITORIAL SUPPLIES 9,908 6,000 6,588 6,600
65045 LICENSING/REGULATORY SUPP 104
65085 MINOR EQUIPMENT & TOOLS 6,916-52,290
65095 OFFICE SUPPLIES 23,506 22,300 22,300 22,300
65105 PHOTO/DRAFTING SUPPLIE 1,822 4,833 3,833 4,833
65125 OTHER COMMODITIES 33,034 10,200 24,400 23,100
65605 PBX (LICENSE & SUPPORT FEES)10109 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
66025 TRAN.TO DS FUND- ERI DEBT SERV 92,480 94,460 94,460 97,394
66030 OTHER INSURANCE CHARGEBACKS 751,888 966,713 966,713 966,713
68205 CONTINGENCIES 2,759
2200 POLICE DEPARTMENT 20,444,887 24,752,938 25,086,460 25,552,038
110 As Amended on 05/20/13
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 of fire suppression, emergency medical services, fire prevention,
public education, technical rescue, and non-emergency and support services to prevent or minimize
situations that affect Evanston residents, businesses, and visitors.
Total Full-Time Equivalent Positions:
Employee Status
Description Job Type Description
2013 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
2011
Actual
2012
Budget
2012
Estimated
Actual
2013
Adopted
Budget
Expenditures:
2305 – Fire Management & Support 466,481 701,083 652,084 723,841
2310 – Fire Prevention 385,974 517,449 517,148 525,082
2315 – Fire Suppression 10,162,004 12,082,441 11,996,141 12,478,467
2320 – Office of Emer. Preparedness 5031 13,648 13,638 13,758
Total Expenditures: $11,019,489 $13,314,621 $13,179,011 $13,741,148
Revenues:
52135 – Fire Suppress/Alarm Permits 59,356 40,000 66,000 65,000
52540 – False Alarm Fines 98,370 170,000 57,000 170,000
53655 – Cost Recovery Fines 2,515 10,000 3,000 10,000
53675 – Ambulance Fees 819,367 1,049,901 1,051,300 1,052,400
53705 – Fire Building Inspection 8,013 6,000 8,800 6,000
53715 – Alarm Registration Fee 100,408 180,000 80,000 90,000
55170 – Fire Department Training 12,762 2,000 20,274 3,000
55265 – FEMA 172,679 17,000 17,000 17,000
Total Revenues: $1,273,470 $1,474,901 $1,303,374 $1,413,400
111 As Amended on 05/20/13
City of Evanston
Fire Department
Notes for Financial Summary
• Anticipating two retirements, three members attending paramedic school training in FY2013.
Performance Report on FY 2012 Major Program Objectives
The promotional exams for Shift Chief and Captain have been conducted. The results have been posted
and promotions have been made from those lists. Seventy-two paramedics participated in a Pediatric
Advanced Life Support Class. The course enhances the skills and knowledge in the infant and child care
area. The Department maintained the City’s Insurance Services Organization Class 2 rating. Citizen CPR
and First Aid courses are being offered by the Department. The citywide Emergency Operations Plan
was accepted by the State. Our Emergency Management function is one of only 12 accredited statewide.
A Chaplain has been selected and a policy was implemented.
2013 Department Initiatives
Emergency Management will offer Community Emergency Response Team (CERT) training courses. All
paramedics will be provided the opportunity to participate in Advanced Cardiac Life Support training. The
Department will offer a citizens fire academy. We will initiate an internal public education team to enhance
community safety awareness. The Department will develop and implement a fire explorer program aimed
at introducing 16 to 20 year olds to the fire service. 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 2011
Actual
2012
Projected
2013
Projected
City fire insurance rating 2 2 2
Hydrants inspected/flow tested 1,310 1,310 1,310
Bureau fire inspections 670 700 700
Construction plans reviewed 575 700 710
Staff hours on cause and origin investigations 81 105 105
Public education presentations 485 500 550
All Fire Dept. incidents, excluding ambulance calls 3596 3,661 3600
Ambulance calls 5467 5760 5500
Fire, Carbon Monoxide & Extinguishing Alarm System
activations (Included above)
1704 1,766 1750
Number of fires (included above) 157 161 160
Number of structure fires (included above) 85 76 76
Average fire alarm response time 3:22 3:30 3:30
Average ambulance response time 3:48 3:50 3:50
Training hours/firefighter 240 240 240
Number of paramedics 92 94 95
112 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
2300 FIRE DEPARTMENT
61010 REGULAR PAY 7,462,951 9,177,840 9,077,839 9,366,911
61110 OVERTIME PAY 79,364 124,500 148,000 124,500
61111 HIREBACK OT 317,213 250,000 250,000 250,000
61113 TRAINING OT 23,630 33,000 32,000 33,000
61210 LONGEVITY 130,393 159,989 159,989 163,208
61415 TERMINATION PAYOUTS 50,000 25,000 50,000
61420 ANNUAL SICK LEAVE PAYOUT 50,000 25,000 50,000
61430 OTHER PAYOUTS
61440 EDUCATION PAY 113,811 128,025 128,025 120,560
61510 HEALTH INSURANCE 1,547,452 1,542,502 1,542,502 1,757,980
61615 LIFE INSURANCE 3,336 4,171 4,171 4,101
61710 IMRF 14,108 21,887 21,887 21,713
61725 SOCIAL SECURITY 8,959 12,155 12,156 12,402
61730 MEDICARE 96,078 140,541 140,541 142,367
62210 PRINTING 1,565 4,000 4,000 4,000
62235 OFFICE EQUIPMENT MAINT 238 1,100 1,000 1,100
62245 OTHER EQMT MAINTENANCE 1,299-5,100 4,900 5,100
62250 COMPUTER EQUIPMENT MAINT 2,994 5,000 5,000 5,000
62270 MEDICAL/HOSPITAL SERVICES 33,731 36,000 38,100 36,000
62275 POSTAGE CHARGEBACKS 1,631 3,000 3,000 3,000
62295 TRAINING & TRAVEL 54,461 72,400 65,090 72,400
62305 RENTAL OF AUTO-FLEET MAINTEN.360,914 482,150 482,150 491,961
62309 RENTAL OF AUTO REPLACEMENT 226,243 271,500 271,500 271,500
62315 POSTAGE 307 500 500 500
62335 DATA PROCESSING SERVIC 1,117 3,200 3,000 3,200
62355 LAUNDRY/OTHER CLEANING 1,000 1,000 1,000
62360 MEMBERSHIP DUES 25,352 33,900 33,200 48,900
62380 COPY MACHINE CHARGES 849 1,777 1,777 1,223
62430 CUSTODIAL CONTRACT SERVICES 435 4,165 4,165 4,165
62509 SERVICE AGREEMENTS / CONTRACTS 1,630 5,100 5,000 5,100
62518 SECURITY/ALARM CONTRACTS 5,317 6,400 6,200 6,400
62521 MEDICAL EQ MAINT AGREEMENTS 11,069 14,200 14,200 14,200
62522 SCBA EQ MAINT AGREEMENTS 2,670 5,000 5,000 5,000
62523 EXTRICATION EQ MAINT AGREEMNTS 2,152 3,000 3,000 3,000
62605 OTHER CHARGES 893 8,000 8,000 8,000
64005 ELECTRICITY 48
64015 NATURAL GAS 28,626 75,000 75,000 75,000
64510 TELECOMMUNICATIONS EQUIPMENT 718
64540 TELECOMMUNICATIONS - WIRELESS 7,319 12,000 12,000 12,000
65005 AGRI/BOTANICAL SUPPLIES 300 100 300
65010 BOOKS, PUBLICATIONS, MAPS 2,400 2,200 2,400
65015 CHEMICALS 5,348 6,000 6,000 6,000
65020 CLOTHING 61,852 50,000 49,500 50,000
65025 FOOD 55
65040 JANITORIAL SUPPLIES 8,008 11,000 11,000 11,000
65050 BLDG MAINTENANCE MATERIAL 5,773 6,000 6,000 6,000
65060 MATER. TO MAINT. AUTOS 8
65070 OFFICE/OTHER EQT MTN MATL 2,921 4,000 4,000 4,000
65075 MEDICAL & LAB SUPPLIES 5,770 7,000 7,000 7,000
65085 MINOR EQUIPMENT & TOOLS 3,765 4,500 4,500 4,500
65090 SAFETY EQUIPMENT 1,241 2,000 2,000 2,000
65095 OFFICE SUPPLIES 3,166 7,400 6,900 7,400113As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
65105 PHOTO/DRAFTING SUPPLIE 558 1,700 1,700 1,700
65125 OTHER COMMODITIES 5,910 12,100 12,100 12,100
65620 OFFICE MACH. & EQUIP.495 900 900 900
65625 FURNITURE, FIXTURE & EQUIPMENT 19,856 30,000 30,000 30,000
66025 TRAN.TO DS FUND- ERI DEBT SERV 4,830 5,086 5,086 5,223
66030 OTHER INSURANCE CHARGEBACKS 323,659 416,133 416,133 416,133
2300 FIRE DEPARTMENT 11,019,489 13,314,621 13,179,011 13,741,148
114 As Amended on 05/20/13
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.
Protects from health threats
The Health Department protects constituents from health threats, including the everyday and the
exceptional, by guarding residents on multiple fronts regardless of the source. Staff works tirelessly to
prevent disease outbreaks. Activities include making sure the tap water you drink, the restaurant food you
eat, and the air you breathe are all safe. The Health Department is ready to respond to any health
emergency—be it bioterrorism, SARS, West Nile virus, or any environmental hazard.
Provides healthy solutions for everyone
Other major activities include educating and informing the community about health issues. The Health
Department gives out information that allows one to make healthy decisions every day, like exercising,
eating right, quitting smoking, or simply washing your hands to keep from spreading illness. We provide this
information through public forums in the community, public service announcements in the media, programs
in schools, health education in homes and clinics, and detailed web sites. During a public health emergency,
we provide important alerts and warnings to protect health and well-being.
Advances in community health
The Health Department plays a vital role in developing new policies and standards that address existing and
emerging challenges to the community’s health while enforcing a range of laws intended to keep everyone
safe. Safety is addressed via tracking and investigating health problems and hazards in the community. The
Department analyzes data on the community’s health to determine risks and problems. This information
drives specific programs and activities designed to control multiple threats: both communicable and chronic
diseases; food, water, insect and other “vector-borne” outbreaks; biological, chemical and radiological
hazards; and public health disasters.
Prepare for and respond to public health emergencies.
As a result of extensive and ongoing preparation, the Health Department is able to respond quickly and
effectively to disease outbreaks and other public health events—staff is intensively trained to respond to
increases in the incidence of diseases, natural disasters, and acts of terrorism. The Health Department
coordinates the delivery of drugs, supplies, and provisions to victims and populations at risk by keeping the
public informed. The Department also serves as the network hub for community hospitals, physicians, and
other health care providers.
Achieve excellence in public health practice
Staff recruits and develops skilled workers with expertise in core public health competencies. The
Department ensures that public health workers update their knowledge and skills through continuing
education, training and leadership development activities. Staff regularly evaluate the effectiveness of all
programs and activities using evidence-based standards and strive to adapt successful interventions from
other communities.
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.
115 As Amended on 05/20/13
City of Evanston
Health Department
The Environmental Health programs include risk-based food protection activities and community-based
disease prevention activities. The Food and Environmental Health Division responds to requests concerning
food protection, tobacco-clean air, rodent public health nuisance, and lead poisoning investigations.
Environmental Health programs provide inspections, investigations, consultations, and educational services.
Environmental Health practitioners conduct educational rodent control activities for neighborhood groups and
facilitate extermination services for pest infestations. Environmental Health staff provides mosquito
surveillance and education about West Nile virus. The Division is also responsible for providing emergency
response from a public health perspective. Additionally, Infectious Disease Control Surveillance is provided
for the prevention, monitoring, and follow-up of all reportable communicable diseases to prevent the spread
of infection in the community. This unit also assists in food-borne illness investigations and surveillance
tracking of all communicable diseases in Evanston.
The Health Department also provides a litany of services, which include birth and death certificates,
development and administration of community-wide physical activity and overall health initiatives (including
Women Out Walking and Youth in Motion), tobacco cessation programs, chronic disease, connecting
uninsured or underinsured children, families and pregnant women to the State’s All Kids insurance program,
administration of the Access to Care Program, and health fairs. Additionally, Health department staff
supports the Mental Health Board, which is responsible for monitoring, evaluating, and allocating funds to
mental health and human service agencies that serve the Evanston community.
Full-Time Equivalent Positions:
Employee Status Description Job Type Description
2013
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 4.00
Full-Time Regular Secretary II 1.00
Full-Time Regular Communicable Disease Specialist 1.00
Full-Time Regular Assistant Director, Health 1.00
Full-Time Regular Health License Coordinator 1.00
Part-Time Regular Emergency Response Coordinator 0.80
Part-time Regular Medical Director 0.10
2435 Total 8.90
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 Executive Secretary (to Non-Dept. Head) 1.00
Full-Time Regular Public Health Educator 1.00
Full-Time Regular Management Analyst 1.00
2455 Total 3.00
Health Total 15.90
116 As Amended on 05/20/13
City of Evanston
Health Department
Financial Summary
2011
Actual
2012
Budget
2012
Estimated
Actual
2013
Adopted
Budget
Expenditures:
2407 – Health Services Admin. 243,858 303,692 302,701 309,672
2425 – Dental Services 191,770 224,413 204,925 0
2435 – Food & Environmental Health 672,658 997,108 1,016,610 1,392,045
2440 – Vital Records 114,338 136,698 139,048 143,459
2455 – Comm. Health Program Admin. 193,158 251,676 219,736 282,235
2460 – Community Purchased Services 575,427 500,382 500,382 506,305
Total Expenditures: $1,991,209 $2,413,969 $2,383,402 $2,633,716
Revenues:
52035 – Rooming House Fees 0 0 0 193,000
52046 – Rental Dwelling Registration 0 0 0 95,000
52050 – Other Licenses 21,091 20,000 20,000 20,000
52055 – Long Term Care Licenses 70,740 98,400 98,400 98,400
52070 – Resident Care 0 80 640 640
52085 – Plan Review 6,162 6,248 6,248 6,248
52555 – Housing Code Violation Fines 0 0 0 97,248
53050 – Sanitation Classes 1,680 1,700 1,920 1,700
53075 – Dental Fees & Reimbursement 108,076 125,000 125,000 0
53105 – Food Est. License Fees 133,573 185,000 185,000 185,000
53135 – 53180 Dental Fees (specific) 2,725 0 0 0
53185 – Temporary Food License 5,775 6,500 7,000 7,000
53190 – Food Delivery Vehicle 1,300 5,500 5,500 5,500
53200 – Bev. / Snack Vending License 24,540 28,000 28,000 28,000
53210 – Tobacco License Fees 10,500 19,000 19,000 19,000
53215 – Birth Certificate Fees 58,426 70,000 70,000 70,000
53220 – Death Certificate Fees 23,292 40,000 40,000 40,000
53230 – Funeral Director’s License 4,830 6,000 6,000 6,000
53235 – Temp Funeral Director License 4,700 4,200 4,200 4,200
55025 – IDPH – Local Health Protection 76,181 75,000 75,419 75,000
55040 – IDPH Dental Sealant Grant 1,494 2,674 2,920 8,626
55075 – Summer Food Inspection 600 400 400 400
55085 – Illinois Tobacco Free Grant 25,593 25,082 25,082 25,082
55125 – Teen Pregnancy Prevention
Program
10,200 0 0 0
55130 – Childhood Lead Poisoning Grant 1,000 1,000 1,000 1,000
55135 – Teen Parent Services 18,100 0 0 0
55145 – Prostate Cancer Awareness
Grant
0 11,500 0 0
55146 – Other State Grant 50,689 11,000 20,500 11,000
55150 – Tanning Facility Inspections 200 200 200 200
55173 – CRI Grant 35,681 44,000 44,000 44,000
55174 – PHEP Grant 50,818 62,072 62,072 62,072
55176 – Dental Expansion Grants 70,000 30,000 30 30,000
55177 – Dental Reimbursement Grant 20,546 82,000 82,000 0
55178 – Disease / Diabetes Grant 0 16,000 0 0
55231 – Lead Paint Hazard 0 80,000 0 80,000
55251 – Federal Grant/AID 117,641 10,000 12,001 10,000
117 As Amended on 05/20/13
City of Evanston
Health Department
56002 – Women Out Walking 6,890 25,000 25,000 15,000
56048 – Teen Baby Nursery Program 0 41,000 41,000 41,000
Total Revenues: $963,043 $1,132,556 $1,008,532 $1,280,316
Performance Report on FY 2012 Major Program Objectives Accomplished
• Received funding from the U.S Human Services Resource Association to establish the first Federally
Qualified Health Center for Evanston. Erie Family Health Center is the operating agent for primary, care,
behavioral health, and oral health for the community.
• The Department performed over 1,600 of restaurants, grocery stores, food festivals, hospitals, and
nursing homes focusing on food safety. These inspections promoting food safety kept patrons safe from
food-borne illness.
• The Department had a very successful fourth year offering of the Women Out Walking (WOW)
program.This program received the U.S Conference of Mayors Award 2012 City Livability Award. This
program designed to encourage women and families to live healthier and more active lifestyles served
approximately 1000 women.
• Pediatric Dental Services was able to schedule several health screenings and education in preschools
and District 65 schools. Additionally, a school-based clinic was offered in eight District 65 schools.
• The City of Evanston and its partner, the Solid Waste Agency of Northern Cook County (SWANCC)
collected mercury-based thermometers, compact fluorescent light bulbs, used needles and some
prescription medication for proper disposal on an ongoing basis. During this budget year, the following
totals were collected:
Mercury based-thermometers – 40 lbs.
Compact Fluorescent Light Bulbs – 451 bulbs
Used Needles –525 lbs.
Prescription Medication – 600 lbs.
• In Coordination with the Drug Enforcement Agency (DEA), the City of Evanston Health Department
along with our partners at the Substance Abuse Council, participated in the National Take Back Initiative.
On April 28, 2012 residents dropped off sharps and medications at the Levy Center. In total there were
40 gallons of medications and 20 gallons of sharps collected. All of this medication will be diverted from
the waste stream.
• 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, the Health Department began the initial steps of predictive modeling for the Evanston
beaches. This process takes environmental conditions and uses them to predict levels of bacteria in the
water. Once implemented it will mean quicker results for beach water testing.
• Partnered with the Pankey Institute to offer two days of free community dental services to adults and
youth.
• Hosted the second annual Health Summit.
2013 Department Initiatives
• Serve 1,000 women through the Women Out Walking (WOW) program.
• Develop and administer a program, Youth in Motion, 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 and recruit members for a volunteer medical reserve corps.
• Develop a collaborative program to facilitate change in Evanston corner stores so that healthy foods are
available to all Evanston residents.
• Work with the Pankey Institute again to offer two days of free dental clinic services.
• Work in concert to re-engage community and outreach community members to receive care at the new
Federally Qualified health center Erie Family Health Center.
118 As Amended on 05/20/13
City of Evanston
Health Department
Ongoing Activity Measures
2011
Actual
2012
Estimated
2013
Projected
Number of dental clinic appointments provided 1460 1,550 0
Number of dental preventive & restorative clinic visits 1478 1,450 0
Number of children receiving dental services 2009 2,100 0
Number of sealants applied 820 750 0
Number of dental preventative screenings/exams given
at schools
690 800 0
Number of dental health education
programs/ participants
11/720 15/900 0
Number of licensed food establishments 408 415 415
Number of food borne illness investigations performed 14 15 15
Total number of food inspections performed 1496 1,600 1,600
Temporary food inspections performed 183 190 200
Food complaints evaluated / inspected 57 90 90
Food establishment plans reviewed 26 40 40
Rat & Rodent complaints investigated 219 350 300
Number of Communicable Disease Investigations 519 400 400
Nuisance requests for service provided 436 400 400
Lead inspections performed 13 20 20
Number of Women Out Walking Participants 1,100 1,000 1,000
Grants administered 15 15 15
119 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
2400 HEALTH DEPARTMENT
61010 REGULAR PAY 743,570 1,001,484 1,001,484 1,250,162
61050 PERMANENT PART-TIME 81,590 99,559 99,559 17,826
61055 TEMPORARY EMPLOYEES 700 1,500 1,500
61110 OVERTIME PAY 10,856 8,333 8,333 13,506
61210 LONGEVITY 6,317 8,207 8,206 7,079
61415 TERMINATION PAYOUTS 2,298
61430 OTHER PAYOUTS 1,263
61510 HEALTH INSURANCE 154,382 190,160 190,161 237,163
61615 LIFE INSURANCE 481 640 525 606
61625 AUTO ALLOWANCE 4,121 4,980 4,980 4,980
61626 CELL PHONE ALLOWANCE 298 360 360
61630 SHOE ALLOWANCE 390 520 520 1,240
61710 IMRF 77,607 118,134 108,346 142,697
61725 SOCIAL SECURITY 57,170 67,919 67,919 77,868
61730 MEDICARE 13,654 15,884 13,965 18,211
62185 OTHER CONSULTING SERVICES 9,500
62205 ADVERTISING 300 300 400
62210 PRINTING 1,490 4,765 3,400 5,965
62235 OFFICE EQUIPMENT MAINT 150 150 150
62275 POSTAGE CHARGEBACKS 3,389 2,166 1,000 5,000
62295 TRAINING & TRAVEL 5,627 6,516 5,116 6,981
62305 RENTAL OF AUTO-FLEET MAINTEN.9,435 12,604 12,604 23,881
62309 RENTAL OF AUTO REPLACEMENT 4,165 5,000 5,000 9,286
62345 COURT COST/LITIGATION 3,990
62360 MEMBERSHIP DUES 1,150 5,399 4,900 5,399
62371 WOMEN OUT WALKING EXPENSE 959 1,000 4,000 5,000
62380 COPY MACHINE CHARGES 1,349 2,978 2,978 2,049
62452 DISEASE/DIABETES GRANT EXPENSE 16,000
62468 IL TOBACCO FREE COMM EXP 10,381 12,000 25,082 7,000
62470 ILL SUBSEQUENT PREG PREVENTION 982
62471 VECTOR SURVEILLANCE EXP 9,672 11,000 20,500 20,500
62472 BEACH WATER TESTING EXP 12,410 10,000 10,000 10,000
62473 ENVIRONMENTAL HEATH EXP 4,082 4,082 4,082
62474 LOCAL HEALTH PROTECTION GRANT 25,128 75,000 75,000 55,000
62475 TEEN PARENT SERVICES 13,315
62476 CRI GRANT -EXPENSE (HHS)14,795 44,000 44,000 36,500
62477 PHEP GRANT-EXPENSE (HHS)44,238 58,310 58,310 47,767
62479 PROSTATE GRANT EXP 11,050
62490 OTHER PROGRAM COSTS 13,881 16,000 16,000 16,000
62514 BACKGROUND CHECK SERVICES 370
62521 MEDICAL EQ MAINT AGREEMENTS 1,533 1,500
62605 OTHER CHARGES 4,082 4,082 4,082
62645 DIGITAL ARCHIVING 250 2,500 2,500
64510 TELECOMMUNICATIONS EQUIPMENT 250
64540 TELECOMMUNICATIONS - WIRELESS 1,861 3,250 3,250 5,501
65010 BOOKS, PUBLICATIONS & MAPS 358 700 450 950
65020 CLOTHING 57
65025 FOOD 545 650 650 650
65045 LICENSING/REGULATORY SUPP 1,211 1,250 1,000 1,000
65075 MEDICAL & LAB SUPPLIES 10,316 7,417 416 417
65085 MINOR EQUIPMENT & TOOLS 1,200
65090 SAFETY EQUIPMENT 750 750 750120As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
65095 OFFICE SUPPLIES 8,929 8,783 8,383 9,233
65125 OTHER COMMODITIES 1,080 192 200 200
65620 OFFICE MACH. & EQUIP.15,000 13,000 3,000
66025 TRAN.TO DS FUND- ERI DEBT SERV 24,430 26,075 22,369 33,951
66030 OTHER INSURANCE CHARGEBACKS 21,536 27,690 27,690 27,690
67010 CHILDCARE NETWORK OF EVANSTON 116,576 103,500 103,500 114,425
67015 PEER SERVICES 32,607 3,635
67030 FAMILY FOCUS 51,798 24,272 24,272 19,272
67040 LGL ASSIST FNDTN OF METRO CHGO 21,852 16,000
67045 Y.O.U.61,450 85,000 85,000 80,000
67050 COMMUNITY DEFENDER OFFICE 19,311 23,512 23,512 25,000
67065 HOUSING OPTIONS 25,667 25,800 25,800 22,340
67070 SHORE COMMUNITY SERVICES 33,012 25,565 25,565 22,094
67085 EVANSTON NORTH SHORE YWCA 330
67090 CHILD CARE CTR OF EVNSTON 22,500
67110 CONNECTIONS FOR THE HOMELESS 23,070 17,147 17,147 13,254
67125 INFANT WELFARE SOCIETY 95,033 109,000 109,000 63,000
67140 NORTH SHORE SENIOR SERVIC 29,333 30,200 30,200 30,000
67145 METROPOLITAN FAMILY SERVI 69,639 56,386 56,386 54,455
67155 THRESHOLDS 2,821 20,000
2400 HEALTH DEPARTMENT 1,991,209 2,413,969 2,383,402 2,633,716
121 As Amended on 05/20/13
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, 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
2013 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
2605 Total 3.00
Municipal Service Center
Full-Time Regular Custodian I 1.00
Part-time Regular Service Center Coordinator 1.00
2610 Total 2.00
E.D.O.T. Administration
Full-Time Regular Engineering Division Manager 1.00
2620 Total 1.00
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 Construction Inspector 1.00
Full-Time Regular Senior Engineer 1.00
2625 Total 7.00
Traffic Engineering
Full-Time Regular Civil Engineer II 1.00
Full-Time Regular Senior Traffic Engineer 1.00
Full-Time Regular Traffic Operations Manager 1.00
Full-Time Regular Traffic Engineering Technician 0.50
2630 Total 3.50
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
Streets and Sanitation Administration
Full-Time Regular Superintendent, Streets/Sanitation 1.00
Part-Time Regular Part-Time Clerk 0.75
122 As Amended on 05/20/13
City of Evanston
Public Works Department
Employee Status
Description Job Type Description
2013 Position
FTE
Full-Time Regular Streets Supervisor 1.00
Full-Time Regular Sanitation Supervisor 1.00
Full-Time Regular Special Projects Assistant 1.00
2665 Total 4.75
Street and Alley Maintenance
Full-Time Regular Equipment Operator I 0.50
Full-Time Regular Equipment Operator II 11.00
Full-Time Regular Equipment Operator III 3.00
Full-Time Regular Public Works Operations Coordinator 2.00
Full-Time Regular Public Works Maintenance Worker II 3.00
Full-Time Regular Public Works Maintenance Worker III 3.00
2670 Total 22.50
Street Cleaning
Full-Time Regular Equipment Operator I 0.50
Full-Time Regular Equipment Operator II 1.00
Full-Time Regular Public Works Maintenance Worker II 1.00
2675 Total 2.50
Public Works Total 50.25
Financial Summary
2011
Actual
2012
Budget
2012
Estimated
Actual
2013
Adopted
Budget
Expenditures:
2605 – Director of Public Works 205,824 278,044 278,044 390,668
2610 – Municipal Service Center 310,266 437,153 438,253 440,054
2620 – EDOT Administration 146,885 194,067 72,165 174,253
2625 – Engineering 562,870 696,321 705,321 810,228
2630 – Traffic Engineering 491,753 567,375 569,625 476,392
2640 – Traffic Signal & Street Light
Maintenance.
681,475 891,859 852,860 887,202
2665 – Streets and Sanitation 989,471 2,451,818 2,426,607 2,373,538
2670 – Street & Alley Maintenance 2,294,606 2,693,814 2,686,868 2,930,169
2675 – Street Cleaning 542,301 648,493 648,493 576,936
2680 – Snow & Ice Control 200,780 700,517 542,517 601,114
Total Expenditures: $6,426,231 $9,559,460 $9,220,753 $9,660,554
123 As Amended on 05/20/13
City of Evanston
Public Works Department
2011
Actual
2012
Budget
2012
Estimated
Actual
2013
Adopted
Budget
Revenues:
52126 – Right-of-Way Permits 383,244 290,000 400,000 290,000
52130 – Resident Parking Permits 95,822 128,000 128,000 128,000
52131 – Visitor Parking Permits 11,566 12,300 12,300 12,300
53650 – State Highway Maintenance 50,138 58,000 58,000 58,000
53736 – New Pavement Degrade Fee 27,149 10,000 11,500 10,000
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 15,141 0 0 0
56140 – Salt Administration Fee 14,182 0 0 0
Total Revenues: $597,242 $540,300 $651,800 $540,300
Notes for Financial Summary
In FY2011 all solid waste-related expenditures and revenues were transferred into a separate fund under
business unit 7600.
Performance Report on FY2012 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 four divisions: Administration, Engineering, Streets and
Sanitation, and Fleet.
Engineering:
The Engineering Section administers and supervises the design and field construction of all Motor Fuel
Tax, Capital Improvement Fund, Water and Sewer Fund, Special Assessment Fund, and CDBG Funded
construction projects. These projects include streets rehabilitation, water main replacements, sewer main
extensions and replacement, alley paving projects, streetscape and sidewalk replacement projects, traffic
signal modernization, and street light upgrades. The Traffic Engineering Section manages and
addresses the needs of traffic, pedestrian, bicycles, and transit users in the City. It sustains and
enhances the walk-ability and transportation needs of all users through both large and small cost
improvements. The traffic engineering section also manages and administers street lights, traffic signals
maintenance and responsible for JULIE system (Joint Utility Location Information for Excavation). The
Traffic Engineering Section is responsible for private construction work in the City right-of-way through
right-of-way permit process.
Fleet:
For the past 4-years, Fleet Service has been tracking labor hours and parts charge outs from inventory or
new issue parts charged to each unit down to the sub-system codes for vehicles. This enables better
decision making for parts inventory or when vehicles are considered for replacement. In addition, Fleet
also tracks direct labor hours versus in-direct hours so as to achieve a maximization of labor hours and
labor dollars expended to assess overall shop performance and to also assure that this component piece
is also considered when a vehicle replacement is being considered or recommended for replacement.
124 As Amended on 05/20/13
City of Evanston
Public Works Department
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 will launch City
Works, a new work management system that will allow streets and sanitation to accurately track its costs
and manage its workload. In addition, for the fifth year in a row, the Department set up an employee work
group that developed a proposal to reduce costs and increase revenues for the upcoming fiscal year.
2013 Department Initiatives
• Develop a five-year street resurfacing plan.
• Complete construction of a replacement salt dome.
• Upgrade and coordinate Sheridan Corridor traffic signals.
• Complete the CTA Yellow Line In-Fill Station Feasibility Study.
• Oversee CTA Purple Line viaduct replacement.
• Continue citywide davit arm luminaire street light replacement.
• Explore shared work/operations across jurisdictions.
• Design east/west recreational bike paths that connect to existing north /south recreational paths
• Expand City Works work management program to cover street signs, street lights and traffic
signals maintenance function to improve employee and fiscal accountability.
Activity Measures
Ongoing Activity Measures
2011
Actual
2012
Projected
2013
Projected
In-house design of CIP infrastructure projects
12 Street
segments
of Water &
Sewer
22 Street
segments of
Water & Sewer
20 Street
segments
of Water &
Sewer
Miles of streets resurfaced – Primary Routes 1.1 Miles 1.32 Miles 1.5 Miles
Miles of streets resurfaced – Residential Streets 0.92 Miles 3.45 Miles 4 Miles
Number of civil engineering private development plan
reviews
186 180 190
Number of block party permits facilitated 160 160 160
Number of Right-of-Way permits issued 850 875 900
Sheridan Road rehabilitation project
Completed
Sheridan
Signal
Upgrade
Emerson to
Central
Complete
Miles of streets plowed/season 570 800 800
Miles of streets salted/season 1,140 2,710 2,710
Tons of salt used/season 3191 7,500 7,500
Overall vehicle downtime is 5% or less 2.39% 2.9% 2.5%
Complete vehicle “preventative maintenance” at a rate of
95% or greater
96% 95% 95%
Billable hours - direct labor hours of 80% or greater 96.24% 86.41% 84%
125 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
2600 PUBLIC WORKS
61010 REGULAR PAY 2,490,627 3,296,274 3,174,736 3,362,862
61050 PERMANENT PART-TIME 79,629 87,602 98,433 136,279
61055 TEMPORARY EMPLOYEES 9,892 2,250
61060 SEASONAL EMPLOYEES 81,213 69,000 80,000 69,000
61110 OVERTIME PAY 138,903 401,700 336,700 402,700
61114 SNOW OT 1,221
61210 LONGEVITY 45,279 54,134 54,134 51,280
61410 SHIFT DIFFERENTIAL 1,900 2,806 300
61415 TERMINATION PAYOUTS 39,230
61510 HEALTH INSURANCE 643,780 597,231 597,232 661,691
61615 LIFE INSURANCE 1,366 1,683 1,683 1,662
61625 AUTO ALLOWANCE 8,036 9,180 9,480 10,980
61626 CELL PHONE ALLOWANCE 4,452 5,424 4,424 4,884
61630 SHOE ALLOWANCE 5,590 5,460 6,013 6,130
61710 IMRF 257,924 402,247 389,975 402,263
61725 SOCIAL SECURITY 172,965 237,170 232,364 244,425
61730 MEDICARE 40,926 55,467 54,496 57,164
62205 ADVERTISING 227 700 700 700
62210 PRINTING 5,611 32,250 32,250 32,250
62225 BLDG MAINTENANCE SERVICES 15,663 1,600 19,420 1,600
62235 OFFICE EQUIPMENT MAINT 2,749 5,183 5,182 5,183
62240 AUTOMOTIVE EQMP MAINT 865
62245 OTHER EQMT MAINTENANCE 4,483 7,250 8,350 7,250
62275 POSTAGE CHARGEBACKS 472 1,833 1,833 1,833
62280 OVERNIGHT MAIL CHARGES 105 250 250 250
62295 TRAINING & TRAVEL 8,215 12,300 11,600 12,300
62305 RENTAL OF AUTO-FLEET MAINTEN.493,074 658,714 658,714 672,117
62309 RENTAL OF AUTO REPLACEMENT 287,998 345,608 345,608 345,608
62335 DATA PROCESSING SERVIC 43
62360 MEMBERSHIP DUES 2,834 4,660 5,171 4,660
62375 RENTALS 7,460 12,000 12,000 12,000
62380 COPY MACHINE CHARGES 1,648 3,691 3,691 2,539
62405 SWANCC DISPOSAL FEES 123,416
62415 DEBRIS/REMOVAL CONTRACTUAL COS 11,855 73,000 58,000 73,000
62425 ELEVATOR CONTRACT COSTS 4,165 4,165 4,165
62430 CUSTODIAL CONTRACT SERVICES 20,825 3,005 20,825
62440 OVERHEAD DOOR CONTRACT COSTS 1,790 14,000 14,000 14,000
62446 ROOF REPAIR CONTRACTUAL SVCS 22,529 20,000 20,000 20,000
62451 TOWING AND BOOTING CONTRACTS 9,573 60,000 40,000 60,000
62509 SERVICE AGREEMENTS / CONTRACTS 82,177 60,000 70,005 70,000
62518 SECURITY/ALARM CONTRACTS 3,803 3,700 3,700 3,700
62605 OTHER CHARGES 1,037
64005 ELECTRICITY 2,777 4,400 4,400 4,400
64006 STREET LIGHT ELECTRICITY 149,807 240,000 200,000 240,000
64007 TRAFFIC LIGHT ELECTRICITY 69,094 102,000 85,000 102,000
64008 FESTIVAL LIGHTING 3,612 10,000 8,000 10,000
64015 NATURAL GAS 42,352 100,000 100,000 100,000
64540 TELECOMMUNICATIONS - WIRELESS 26,966 31,725 31,725 31,725
64545 PERSONAL COMPUTER SOFTWARE 5,000 4,000 4,000 4,000
65005 AGRI/BOTANICAL SUPPLIES 184 2,000 2,000 2,000
65010 BOOKS, PUBLICATIONS & MAPS 170 1,600 1,599 1,600
65015 CHEMICALS 127,705 300,000 227,000 200,000126As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
65020 CLOTHING 40,544 45,500 45,500 45,500
65025 FOOD 226 350 350 350
65035 PETROLEUM PRODUCTS 1,177
65040 JANITORIAL SUPPLIES 3,306 5,000 5,000 5,000
65050 BLDG MAINTENANCE MATERIAL 8,984 12,000 12,000 12,000
65055 MATER. TO MAINT. IMP.108,031 126,750 106,750 126,750
65070 OFFICE/OTHER EQT MTN MATL 43,138 40,000 60,000 30,000
65085 MINOR EQUIPMENT & TOOLS 17,839 22,400 22,400 22,400
65090 SAFETY EQUIPMENT 898 6,050 6,585 6,050
65095 OFFICE SUPPLIES 4,258 6,016 6,016 6,016
65105 PHOTO/DRAFTING SUPPLIE 2,332 750 750 750
65110 RECREATION SUPPLIES 1,499
65115 TRAFFIC CONTROL SUPPLI 36,632 40,000 40,000 40,000
65125 OTHER COMMODITIES 198
65515 OTHER IMPROVEMENTS 36,895 22,000 22,000 22,000
65620 OFFICE MACH. & EQUIP.540 1,000 1,000 1,000
65625 FURNITURE, FIXTURE & EQUIPMENT 6,203 7,500 7,500 7,500
66025 TRAN.TO DS FUND- ERI DEBT SERV 87,160 96,589 96,589 99,489
66030 OTHER INSURANCE CHARGEBACKS 480,474 517,753 517,753 517,753
66147 TRAN. TO SOLID WASTE- PROP TAX 1,245,967 1,245,967 1,245,967
68205 CONTINGENCIES 649 1,005 1,005 1,005
68310 DEBT SERVC OTHER AGENCIES 7,020
2600 PUBLIC WORKS 6,426,231 9,559,460 9,220,753 9,660,554
127 As Amended on 05/20/13
City of Evanston
Library Department
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 City of Evanston created the Library Fund as part of the FY 2012 Budget process. All revenues and
expenditures associated with Library operations have been budgeted within the Library Fund.
Financial Summary
2011
Actual
2012
Budget
2012
Estimated
Actual
2013
Adopted
Budget
Expenditures:
2805 – Youth Services 638,436 0 0 0
2806 – Adult Services 1,243,732 0 0 0
2808 – Neighborhood Services 144,524 0 0 0
2820 – Circulation 489,833 0 0 0
2825 – North Branch 327 0 0 0
2835 – Technical Services 421,544 0 0 0
2840 – Maintenance 379,938 0 0 0
2845 - Administration 376,945 0 0 0
Total Expenditures: $3,695,279 $0 $0 $0
Revenues:
52610 – Library Fines & Fees 126,311 0 0 0
57505 – Library Video Rentals 31,695 0 0 0
57510 – Non-Resident Library Card 1,461 0 0 0
57515 – Library Material Replacement 8,818 0 0 0
57525 – Miscellaneous Revenue 21,234 0 0 0
57535 – Copy Machine Charges 17,370 0 0 0
57540 – Meeting Room Fees 9,575 0 0 0
57545 – North Branch Rental Income 43,000 0 0 0
51615 – Personal Property Repl. Tax 41,833 0 0 0
55245 – State Per Capita Grant 75,971 0 0 0
Total Revenues: $377,268 $0 $0 $0
128 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
2800 LIBRARY DEPARTMENT
61010 REGULAR PAY 1,300,201
61012 LIBRARY SUBSTITUTES 7,880
61050 PERMANENT PART-TIME 854,583
61110 OVERTIME PAY 8,373
61210 LONGEVITY 32,713
61410 SHIFT DIFFERENTIAL 1,519
61415 TERMINATION PAYOUTS 36,813
61510 HEALTH INSURANCE 257,946
61615 LIFE INSURANCE 452
61625 AUTO ALLOWANCE 2,046
61630 SHOE ALLOWANCE 390
61710 IMRF 181,880
61725 SOCIAL SECURITY 134,658
61730 MEDICARE 31,493
62210 PRINTING 1,366
62225 BLDG MAINTENANCE SERVICES 111,676
62235 OFFICE EQUIPMENT MAINT 3,740
62245 OTHER EQMT MAINTENANCE 1,982
62275 POSTAGE CHARGEBACKS 1,028
62295 TRAINING & TRAVEL 2,209
62305 RENTAL OF AUTO-FLEET MAINTEN.1,992
62309 RENTAL OF AUTO REPLACEMENT 1,416
62315 POSTAGE 3,273
62340 COMPUTER LICENSE & SUPPORT 190,820
62360 MEMBERSHIP DUES 350
62380 COPY MACHINE CHARGES 5,844
62506 WORK-STUDY 4,410
64015 NATURAL GAS 14,390
64540 TELECOMMUNICATIONS - WIRELESS 1,020
65040 JANITORIAL SUPPLIES 7,838
65050 BLDG MAINTENANCE MATERIAL 21,750
65095 OFFICE SUPPLIES 10,645
65100 LIBRARY SUPPLIES 13,282
65125 OTHER COMMODITIES 1,209
65630 LIBRARY BOOKS 281,848
65635 PERIODICALS 23,273
65641 AUDIO VISUAL COLLECTIONS 68,874
66025 TRAN.TO DS FUND- ERI DEBT SERV 65,510
66030 OTHER INSURANCE CHARGEBACKS 4,587
2800 LIBRARY DEPARTMENT 3,695,279
129 As Amended on 05/20/13
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, Parks/Forestry, Cultural Arts, and Facilities Management. 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.
Staff preserve and maintain a healthy urban forest; provide safe, attractive, and functional parks,
beaches, buildings and open spaces; foster appreciation of our natural resources and conservation
through education; provide the highest quality recreation and sports programs and services for people of
all ages and abilities; and advocate for the arts.
Full-Time Equivalent Positions:
Employee Status
Description Job Type Description
2013
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 2.10
Part-Time Regular Recreation Aide 0.50
Part-Time Regular Custodian 1.60
3030 Total 8.70
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 Custodian 1.28
3035 Total 5.83
130 As Amended on 05/20/13
City of Evanston
Parks, Recreation and Community Services Department
Employee Status
Description Job Type Description
2013
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 Custodian 0.50
3040 Total 6.75
Fleetwood-Jourdain Theatre
Full-Time Regular Recreation Program Manager 1.00
3045 Total 1.00
Levy Center
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 Office Assistant 0.50
Part-Time Regular Facilities Supervisor 0.85
Full-Time Regular Program Supervisor 0.82
Full-Time Regular Senior Citizen Ombudsman 1.00
Part-Time Regular Bus Driver 0.93
Part-Time Regular Secretary II 1.00
Part-Time Regular Custodian 1.38
3055 Total 10.48
Beaches
Full-Time Regular Recreation Program Manager 0.75
Full-Time Regular Lakefront Sports Coordinator 0.50
3080 Total 1.25
Recreation Facility Maintenance
Full-Time Regular Parks/Forestry Crew Leader 1.00
Full-Time Regular Parks/Forestry Worker II 3.00
Full-Time Regular Supervisor, Sports/Rec Maint 1.00
3085 Total 5.00
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 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
131 As Amended on 05/20/13
City of Evanston
Parks, Recreation and Community Services Department
Employee Status
Description Job Type Description
2013
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 Bus Driver 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
Commission of Aging
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 2.00
3215 Total 4.00
Parks and Forestry General Support
Full-Time Regular Assistant Superintendant of Parks Fac. Mgmt 1.00
Full-Time Regular Superintendent, Parks, Forestry & Fac. Mgmt 1.00
3505 Total 2.00
Horticultural Maintenance
Full-Time Regular Equipment Operator II 3.00
Full-Time Regular General Tradesman 1.00
Full-Time Regular Parks/Forestry Crew Leader 3.00
Full-Time Regular Parks/Forestry Worker II 1.00
Full-Time Regular Parks/Forestry Worker III 5.00
3510 Total 13.00
Parkway Tree Maintenance
Full-Time Regular Arborist 0.50
Full-Time Regular Parks/Forestry Crew Leader 1.00
Full-Time Regular Parks/Forestry Worker III 7.00
3515 Total 8.50
Dutch Elm Disease Control
Full-Time Regular Arborist 0.25
Full-Time Regular Parks/Forestry Crew Leader 1.00
Full-Time Regular Parks/Forestry Worker III 6.00
3520 Total 7.25
Tree Planting
Full-Time Regular Arborist 0.25
Full-Time Regular Parks/Forestry Crew Leader 1.00
Full-Time Regular Parks/Forestry Worker III 1.00
3525 Total 2.25
132 As Amended on 05/20/13
City of Evanston
Parks, Recreation and Community Services Department
Employee Status
Description Job Type Description
2013
Position FTE
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 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 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
Facilities Administration
Full-Time Regular Executive Secretary (to Non-Dept. Head) 1.00
Part-Time Regular Architect / Project Manager 1.00
3805 Total 2.00
Civic Center Services
Full-Time Regular Facilities Maintenance Worker/Custodian I 1.00
Part-Time Regular Custodian 0.20
Full-Time Regular Custodian I 1.00
3806 Total 2.20
Construction & Repair
Full-Time Regular Facilities Mgmt. Supervisor 2.00
Full-Time Regular Facilities Maint. Worker III 13.00
Full-Time Regular ADA/CIP Project Manager 1.00
3807 Total 16.00
Parks, Recreation & Community Services Total 125.55
Financial Summary
2011
Actual
2012
Budget
2012
Estimated
Actual
2013
Adopted
Budget
Expenditures:
3005 – Mgmt. & General Support 312,535 316,897 296,346 323,910
3010 – Business & Fiscal Mgmt. 320,814 365,373 366,368 397,011
3015 – Marketing Services 126,850 87,491 86,900 0
3020 – Recreation General Support 316,141 384,006 371,309 530,645
3025 – Park Utilities 75,149 89,500 85,000 89,500
3030 – Robert Crown Center 712,837 792,265 712,570 796,222
3035 – Chandler-Newberger Center 612,397 776,656 758,275 794,016
3040 – Fleetwood-Jourdain Center 747,418 810,490 838,740 840,611
3045 – Fleetwood-Jourdain Theatre 95,575 123,457 122,397 127,326
3050 – Outreach Programs 171,119 213,441 203,471 216,198
3055 – Levy Center & Sr. Services 782,919 950,629 934,522 1,357,406
133 As Amended on 05/20/13
City of Evanston
Parks, Recreation and Community Services Department
2011
Actual
2012
Budget
2012
Estimated
Actual
2013
Adopted
Budget
3065 – Church Street Boat Ramp 50,281 54,683 51,975 55,183
3075 – Dempster Street Facility 10,535 12,342 11,092 12,342
3080 – Beaches 539,317 500,518 522,073 539,366
3085 – Rec. Facility Maintenance 546,776 598,582 623,449 725,401
3095 – Robert Crown Ice Center 937,775 1,155,606 1,101,277 1,169,490
3100 – Sports Leagues 36,010 55,604 55,364 47,677
3105 – Aquatic Camp 112,349 97,655 105,805 122,068
3110 – Tennis 93,523 113,637 93,737 98,859
3130 – Special Recreation 364,702 434,602 413,695 442,049
3140 – Bus Program 40,154 64,051 66,008 68,762
3150 – Park Service Unit 62,625 107,593 101,685 111,176
3155 – Youth Golf Program 20,020 20,500 20,500 20,500
3205 – Community Services 608,894 483,476 460,057 0
3210 – Commission on Aging 133,347 122,963 120,524 0
3215 – Youth and Young Adult 89,591 318,016 235,226 642,346
3220 – Mayor’s Safe Summer
Activity
20,300 0
0 0
3505 – General Support 410,854 429,271 408,149 435,398
3510 – Horticultural Maintenance 1,294,482 1,681,275 1,517,957 1,621,408
3515 – Parkway Tree Maintenance 761,246 950,945 850,816 974,140
3520 – Dutch Elm Disease Control 697,988 841,006 791,006 854,394
3525 – Tree Planting 405,282 358,147 364,764 350,412
3530 – Private Elm Tree Insurance 23,520 20,000 21,000 20,000
3535 – Dutch Elm Inoculation Prog. 702,307 246,000 246,000 246,000
3605 – Ecology Center 259,506 305,252 298,247 303,724
3610 – Eco-Quest Day Camp 112,519 118,867 119,467 124,158
3700 – Arts Council 18,384 23,055 22,679 23,055
3710 – Noyes Cultural Arts Center 220,214 218,198 216,280 227,662
3720 – Cultural Arts Programs 489,541 626,756 585,615 643,084
3805 – Facilities General Support 168,483 224,426 209,771 248,842
3806 – Civic Center Services 247,079 368,482 353,093 361,721
3807 – Construction and Repair 1,685,167 1,930,908 1,640,777 1,975,811
Total Expenditures: $15,436,525 $17,392,621 $16,403,986 $17,937,873
Revenues:
3005 - Special Events 28,602 38,000 18,500 25,000
3015 - Advertising 23,648 26,350 15,200 26,350
3030 - Robert Crown Center 246,372 296,400 296,400 300,842
3035 - Chandler-Newberger Center 480,628 597,800 599,800 603,300
3040 - Fleetwood-Jourdain Center 221,464 268,575 288,857 276,300
3045 - Fleetwood-Jourdain Theater 6,503 6,300 9,600 27,500
3050 - Outreach Program 149,769 110,600 106,240 106,240
3055 - Levy Center 405,138 472,500 522,575 691,998
3065 - Church Street Boat Ramp 96,835 97,950 110,150 104,265
3075 - Dempster Street Facility 86,591 99,360 99,360 96,255
3080 - Beaches 625,968 647,288 784,500 716,655
3081 - Pooch Park 20,255 18,100 19,000 19,500
3085 - Recreation Maintenance 39,035 39,300 63,000 41,300
3095 - Robert Crown Ice Center 844,017 1,057,700 1,055,738 1,058,927
3100 - Sports Leagues 41,075 46,100 41,930 46,280
3105 - Aquatic Camp 190,409 203,400 226,717 240,375
3110 - Tennis 88,904 119,900 100,000 102,100
3130 - Special Recreation 59,923 91,100 84,628 86,921
134 As Amended on 05/20/13
City of Evanston
Parks, Recreation and Community Services Department
2011
Actual
2012
Budget
2012
Estimated
Actual
2013
Adopted
Budget
3140 - Bus Program 50 24,000 21,000 21,000
3155 - Golf 22,915 27,500 27,500 27,500
3205 – Community Relations 59,322 139,000 150,525 0
3210 - Commission on Aging 34,692 30,044 30,044 0
3505 - Wood Recycling 35,208 27,000 34,000 35,000
3530 - Services Billed Out 39,870 40,000 40,030 40,000
3535 - Dutch Elm Tree Reserve 356,000 0 0 0
3605 - Ecology Center 99,807 116,200 119,276 120,940
3610 - Ecology Summer Camps 230,682 235,300 240,500 242,500
3706 - IL Arts Council Re-granting 8,440 0 0 0
3710 - Noyes Center Revenues 285,600 361,356 344,720 361,356
3723-3735 - Cultural Arts Programs 319,407 334,976 0 0
3805 - Property Sales and Rental 36,378 50,491 50,491 51,543
Total Revenues: $5,183,507 $5,622,590 $5,500,281 $5,469,947
Performance Report on FY2012 Major Program Objectives
Recreation, Ecology, Cultural Arts and Community Services Division:
• There were six volunteers recruited to support senior services in the community including volunteer
Long Term Care Ombudsmen, AARP Tax Aides, and Senior Health Insurance Program Counselors.
• The Congregate Meal Nutrition program at the Levy Senior Center reached its annual goal of meals
served in eleven months. The donations received per senior were 78% more than projected for the
year at the Levy Senior Center.
• The number of merchants participating in the Evanston Benefit Card program increased by two this
year.
• Staff was successful with implementation of an e-newsletter for the Fleetwood – Jourdain Theater.
• A comprehensive after-school program for middle school children, which includes open gym,
structured gym, art programming, and homework assistance was developed and is being offered at
Fleetwood-Jourdain Center.
• The Starlight Concert Series schedule featured 16 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 featured eight screenings at seven park locations: Dawes,
James, Twiggs, Harbert, Bent, Brummel, and Elks parks. Movies ranged from contemporary
animation favorites to classic sing-along musicals.
• Enhanced participation in cultural arts programming by Evanston youth by scheduling performances
by Evanston teens on the program of the concert series and both summer arts festivals.
• Completed first phase of an arts visioning process, in collaboration with the Evanston Community
Foundation and Evanston Arts Council.
• The Public Art Committee selected a public art project for the Sherman Plaza garage, funded through
the Percent for Art Program in the downtown Washington National TIF #4.
• Three new mural projects were completed on local train viaducts.
• The Evanston Arts Council’s Arts and Business Committee presented its third annual BackStage
Evanston performing arts festival, featuring preview performances from the upcoming season by an
expanded lineup of 17 local performing arts organizations. The event was held at the Ethel M. Barber
Theater on the campus of Northwestern University.
• The Evanston Arts Council and Public Art Committee celebrated Arts and Humanities Month in
October 2012 with several events.
• The Arts Council maintained the evanstonartsbuzz.com online arts calendar and distributed
brochures listing cultural arts organizations and annual events, as well as a map of public artworks
throughout the City.
135 As Amended on 05/20/13
City of Evanston
Parks, Recreation and Community Services Department
• The Arts Council continued to present Cultural Connection Lunches at rotating locations throughout
the community.
• The evanstonartsbuzz.com online calendar of events was updated to enable artists and organizations
to upload their own events.
• 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 2012, the Honorable Mayor Elizabeth Tisdahl presented these awards to
Stamata Blanas, Jill Brazel, and Young Evanston Artists (YEA!). The Arts & Business Committee of
the Evanston Arts Council presented its Arts Leadership Award to Hecky’s Barbecue 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. Camps also were part of District #65’s after-school program
curriculum.
• Additional camp offerings were added during the school year, including Birthday Parties and other
specialty programs
• In 2012 staff created five additional school field trip options for District 65 which drew an additional
500 plus students to the Ecology Center.
• 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.
• 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 (2 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 Program and Young Adult Staff visited two area alternative high schools.
• Staff reviewed the structure of the summer Special Recreation offerings to determine if some
classes/programs can be divided into smaller age groups and determined that no changes should be
made at this time.
• The Mayor’s 2012 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.
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.
• Robert Crown preschool & after school expanded its license to include more family friendly
programming, including Breakfast Club, preschool aftercare, and built-in enrichment activities in a
dual enrollment collaboration with Head Start.
• Continue implementation of a plan to promote and increase online program registrations in 2013.
Forestry Division:
• The Emerald Ash Borer continues 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 staff was
able to trim, it will also significantly increase the time it takes to replace these parkway trees. The wait
time for residents to receive a replacement tree is now over two years and will likely keep increasing
for the foreseeable future.
• New parkway tree plantings increased to nearly 450 in 2012 due to receiving a $36,000 ITEP grant
through the Illinois Department of Transportation for an additional 100 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.
136 As Amended on 05/20/13
City of Evanston
Parks, Recreation and Community Services Department
• 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 now
remains at less than 1% in 2012.
• Staff applied for and received a $16,000 grant from the Metropolitan Mayors Caucus specifically to
plant additional parkway trees as replacements for ash trees lost due to EAB.
Facilities Management Division:
• Staff improved work tracking by the field force through increased use of the 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.
2013 Department Initiatives
Recreation, Ecology, Cultural Arts and Community Services Division:
• Recruit volunteers to canvass the community to attract more merchants to participate in the Evanston
Benefit Card program no later than August 2013.
• Cultivate and nurture the members of the Levy Center Advisory Board and its sub-committees by
offering two board governance trainings by October 2013 in order to create more effective Board
leadership and ensure the Levy Center can operate to its fullest capacity.
• Provide more outreach to the community in order to make more “lower to middle income” seniors
aware of services provided at the Levy Center as new legislative changes have provided new
economic challenges to more seniors in the community.
• Offer Health and Wellness programming to seniors attending the Wednesday nutrition program at
Fleetwood-Jourdain Center by February 2013.
• Develop a feeder program to the Coe – Pops High School basketball program by June 2013.
• Continue development of intergenerational program opportunities with Jacob Blake Manor and
Fleetwood-Jourdain Center in 2013.
• Continue collaboration with Illinois After School Network for training opportunities for after school
middle school programming.
• Seek to enhance revenue opportunities at the summer festivals through expanded sponsor
relationships by June 2013.
• Assist Evanston artists and arts organizations in fostering collaboration and community by holding 10
Arts and Business committee meetings by December 2013.
• Expand the Art Under Glass displays of art in storefront windows to areas in Evanston outside of
downtown.
• 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 support for the installation of artist-created bike racks throughout Evanston.
• Further expand the Arts Camp offerings beyond summer and school break periods to offer increased
on-demand programs by June 2013.
• To create and offer a new high school/college age 12" softball league for youth and young adults at
Robert Crown Park by June 2013.
137 As Amended on 05/20/13
City of Evanston
Parks, Recreation and Community Services Department
• Increase the number of participants in Aquatic Camp by 12 campers per session for a total of 72
additional campers. This initiative will require purchasing additional equipment for the program.
• Continue developing the five-year plan for the Elizabeth Archer Patterson Environmental Outreach
project. Staff will continue developing and implementing the plan by October 2013.
• Work with the EEA on the goal in The Evanston Ecology Center: A Roadmap to Financial Self-
Reliance, to eliminate the Ecology Center’s operating deficit starting in fiscal year 2013.
• Implement new program opportunities upon completion of the greenhouse project at the Ecology
Center by October 2013.
• With the new Yellow Tractor Garden, staff will partner with the Youth Job Center in order to create a
new summer program for youth by June 2013. The program will be designed to teach gardening
techniques, nutritional values, and life skills.
• By spring 2013, revise current and develop new Ecology birthday party programs.
• No later than June 2013, revise and improve Eco-Quest and Kinglet camp curriculum to complete the
program. In 2012 staff revised one year of the two year rotation of these camps.
• No later than July 2013, develop a plan for operation of the greenhouse located at Lighthouse
Landing. Due to the potential sale of the Harley Clarke Mansion, this project has been postponed.
• Staff will work with the Youth Job Center of Evanston to create job program alignment with the City
and other workforce organizations by September 2013.
• Youth Program and Young Adult Staff will hold two city-wide job fairs with the Youth Job Center by
October 2013.
• 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
2013.
• Youth Program and Young Adult Staff will establish a job fair steering committee by January 2013.
• Develop a new LEGO--Engineering Summer Camp for youth by June 2013.
• A new Aqua Golf Adventure Camp was offered this summer and a total of 19 campers participated.
• In spring, we offered additional golf classes to serve a younger demographic. Traditionally, our golf
programs has been for children age nine and up; and we added classes for youth age six to nine
years of age. A total of 59 campers participated.
• As part of the overall roller skating program, staff will implement a roller skating lessons program for
youth, teens, and young adults by June 2013.
• Expand the fall flag football league to offer a league for teens by October 2013.
• Increase participation at the Robert Crown Center in quality improvement self-study programs, with
the result of improved programs and center excellence by June 2013.
• 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 2013.
• Expand the pre-fall skating clinics workshops by fall 2013.
• To review and update procedures and operations of the Robert Crown Center office, which
will increase efficient use of electronic technology to better communicate with our patrons by 2013.
• Continue recruiting Adult Hockey Club Teams for late night ice rental in 2013
• To develop a market plan to increase attendance at the Downtown Farmers’ Market by May 2013.
Forestry Division:
• 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.
• 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%.
• Identify additional funding sources 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.
138 As Amended on 05/20/13
City of Evanston
Parks, Recreation and Community Services Department
• Implement the use of City Works into the Forestry Division to upgrade both work 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 costs by July 2013.
• 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.
Activity Measures
Ongoing Activity Measures
2011
Actual
2012
Projected
2013
Projected
In-house training seminars (registration system,
payroll, cash handling and camp trainings)
26 28 30
Scholarships granted (funds not collected)$148,192 $160,000 $165,000
Beach token sales to Evanston residents 17,078 20,500 18,600
Number of meals served (Summer Food program) 37,620 32,000 32,500
Donations/Grant funding (Recreation, Arts,
Ecology programs )
$403,382 $1,450,000 $225,000
Number of courts & fields maintained weekly
(season)
52 52 53
Public ice skating session participants 7,439 7,400 7,700
Number of vendors at the Farmers’ Market 37 53 53
# staff trained and certified in Am. Red Cross
CPR/AED
80 0 50
Total participants in all Special Recreation
programs
836 875 880
Mowing rotation in days 4.5 days 5 days 5 days
Parkway trees trimmed by City crews 1,760 1,400 1,300
EAB infected ash trees removed 575 600 600
Total number of parkway elms removed due to
DED
26 35 32
Percentage of parkway elms actually removed 0.79% 1.06% 1.00%
Total number of other trees removed 257 180 150
Total number of new park & parkway trees planted 405 455 600
Elm trees covered under private insurance
program
328 339 340
Percentage of trees that are removed by the City
and replaced within one year (data source:
Division tracking)
70% 15% 8%
Seasonal garden plots rented 253 272 272
Youth participating in Ecology Center programs 2,045 2,400 2,600
Environmental program attendance 6,450 6,900 7,100
Annual volunteer hours served 2,600 2,700 2,750
Total number of camp program registrations 5,843 6,100 6,200
Number of applicants for Cultural Fund Grants 16 18 18
Number of young adults in Career Mentoring
Program
n/a 15 15
Number of Youth hired for Mayor’s Summer Youth
Employment Program
158 165 200
Types of arts camps offered 16 16 18
139 As Amended on 05/20/13
City of Evanston
Parks, Recreation and Community Services Department
Ongoing Activity Measures
2011
Actual
2012
Projected
2013
Projected
Number of picnic permits issued 368 377 400
Number of artist vendors at Lakeshore Arts
Festival
116 118 125
Deliveries 1,720 1,800 1,800
Civic Center repair costs / sq. ft. $2.05 $2.10 $2.15
Meetings scheduled 1,822 1,900 2,000
Room set-ups 970 1,100 1,100
Staff-hours tracked to work orders 17,550 19,000 19,000
Work orders completed 3,790 3,860 3,900
Total construction budget oversight 7,163,000 4,645,000 7,451,000
140 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
3000 PARKS,RECREATION & COMM SERVI.
61010 REGULAR PAY 5,302,117 6,546,720 5,748,394 6,715,274
61011 RECREATION INSTRUCTORS REG PAY 286,391 340,676 358,540 379,352
61013 PROGRAM ASSISTANTS 56,666 301,789 231,391 301,789
61050 PERMANENT PART-TIME 697,862 769,513 686,297 841,131
61055 TEMPORARY EMPLOYEES 69,313
61060 SEASONAL EMPLOYEES 1,666,248 1,460,803 1,572,811 1,510,745
61062 SPECIAL EVENT SALARIES 3,257 10,399 8,900 8,900
61110 OVERTIME PAY 209,538 122,439 135,332 122,107
61111 HIREBACK OT 606
61210 LONGEVITY 88,454 107,841 108,592 108,769
61410 SHIFT DIFFERENTIAL 5,701 1,939 1,939 2,022
61415 TERMINATION PAYOUTS 44,528
61430 OTHER PAYOUTS 13,023
61510 HEALTH INSURANCE 1,291,181 1,268,283 1,193,715 1,334,045
61615 LIFE INSURANCE 2,332 3,107 3,100 3,041
61620 UNIVERSAL LIFE 230
61625 AUTO ALLOWANCE 15,294 16,980 16,980 16,980
61626 CELL PHONE ALLOWANCE 894 1,080 1,080 1,080
61630 SHOE ALLOWANCE 10,920 11,830 11,491 13,175
61655 EMPLOYEE LOANS - INTEREST EXPE 867
61710 IMRF 572,025 837,198 801,163 829,093
61725 SOCIAL SECURITY 507,149 586,879 586,807 611,946
61730 MEDICARE 119,891 137,254 137,240 143,116
62185 OTHER CONSULTING SERVICES 300 875 800 375
62195 LANDSCAPE MAINTEANCE SERVICES 138,962 120,000 42,000 120,000
62199 PARK MNTNCE & FURNITURE RPLCMN 20,321 20,000 24,000 25,000
62205 ADVERTISING 17,948 35,199 28,482 31,266
62210 PRINTING 50,160 96,612 96,201 98,426
62215 PHOTOGRAPHERS/BLUEPRINTS 300 600 600 600
62225 BLDG MAINTENANCE SERVICES 58,505 115,557 97,827 104,682
62235 OFFICE EQUIPMENT MAINT 1,507 4,149 4,143 4,149
62245 OTHER EQMT MAINTENANCE 51,975 63,347 61,691 61,517
62251 CROWN CENTER SYSTEMS REPAIR 15,147 20,000 20,000 20,000
62275 POSTAGE CHARGEBACKS 13,347 20,979 16,367 17,647
62295 TRAINING & TRAVEL 11,031 22,916 23,326 27,010
62305 RENTAL OF AUTO-FLEET MAINTEN.434,597 580,589 580,589 592,402
62309 RENTAL OF AUTO REPLACEMENT 265,478 318,578 318,578 318,578
62315 POSTAGE 1,125 24,700 24,653 24,700
62335 DATA PROCESSING SERVIC 2,000 2,000 2,000
62360 MEMBERSHIP DUES 7,050 13,519 13,138 14,886
62365 RECEPTION/ENTERTAINMEN 81 1,208 708 708
62375 RENTALS 12,865 13,010 11,910 13,010
62376 2603 SHERIDAN RENTALS EXPENSE 788 2,499 2,000 2,000
62380 COPY MACHINE CHARGES 12,653 25,608 25,575 17,620
62381 COPY MACHINE LEASES 750
62385 TREE SERVICES 28,203 26,000 27,000 26,000
62415 DEBRIS/REMOVAL CONTRACTUAL COS 6,350 6,900 6,900 6,900
62425 ELEVATOR CONTRACT COSTS 1,500 2,300 2,660 2,660
62445 HVAC SYSTEM CONTROL CONTRACTS 33
62490 OTHER PROGRAM COSTS 82,323 152,970 177,113 175,192
62495 LICENSED PEST CONTROL SERVICES 2,676 4,558 4,558 4,758
62496 DED INOCULATION 702,307 46,000 46,000 46,000141As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
62497 INOCULATION FUND.-ANNUAL AMORT 200,000 180,000 200,000
62500 TECHNICAL INFORMATION SERVICES 17,295 11,100 15,664 16,800
62505 INSTRUCTOR SERVICES 206,641 259,382 226,670 259,450
62506 WORK-STUDY 14,963 21,066 21,066 21,066
62507 FIELD TRIPS 124,223 133,879 124,312 133,546
62508 SPORTS OFFICIALS 21,047 29,610 25,900 27,164
62509 SERVICE AGREEMENTS / CONTRACTS 46,141 59,378 64,807 89,323
62510 EDUCATOR SERVICES 525 525 525
62511 ENTERTAIN/ PERFORMER SVCS 70,608 85,532 79,993 84,750
62513 COMMUNITY PICNIC-SP EVENTS 22,206 8,000 8,000 8,000
62515 RENTAL SERVICES 31,300 32,980 23,941 26,980
62518 SECURITY/ALARM CONTRACTS 7,494 10,682 7,001 14,657
62540 MAINT. OFC. EQT.-CHGBACKS 91
62545 OTHER MAINT SERV-CHARG BCK 390
62560 TELEPHONE TELEGR CHBK 84 84 84
62605 OTHER CHARGES 1,125 1,000 250
62665 CONTRIB TO OTHER AGENCIES 10,400 10,400 10,400 10,400
62695 COUPON PMTS-CAB SUBSIDY 163,932 160,000 165,000 165,000
62705 BANK SERVICE CHARGES 93,242 75,000 95,000 100,000
62735 INTERDEPT. OTHER CHARGES 1,583
64005 ELECTRICITY 304,022 414,174 401,774 414,174
64015 NATURAL GAS 88,846 178,659 176,659 176,659
64510 TELECOMMUNICATIONS EQUIPMENT 550
64530 TELECOMMUNICATIONS - HANDHELD 83 83 83
64540 TELECOMMUNICATIONS - WIRELESS 21,823 30,850 30,380 29,815
65005 AGRI/BOTANICAL SUPPLIES 118,305 91,350 90,950 92,350
65010 BOOKS, PUBLICATIONS & MAPS 475 1,699 1,600 1,616
65015 CHEMICALS 9,764 8,721 11,421 12,500
65020 CLOTHING 14,917 24,875 22,539 26,475
65025 FOOD 154,742 162,447 180,020 186,821
65040 JANITORIAL SUPPLIES 37,284 44,765 45,465 46,065
65045 LICENSING/REGULATORY SUPP 8,378 8,400 8,917 9,700
65050 BLDG MAINTENANCE MATERIAL 146,820 134,212 151,280 145,580
65055 MATER. TO MAINT. IMP.31,617 25,163 33,100 25,163
65060 MATER. TO MAINT. AUTOS 206
65065 TIRES & TUBES 74
65070 OFFICE/OTHER EQT MTN MATL 21,805 26,131 26,165 26,165
65075 MEDICAL & LAB SUPPLIES 1,199 1,866 1,956 1,866
65080 MERCHANDISE FOR RESALE 7,577 13,200 13,200 12,900
65085 MINOR EQUIPMENT & TOOLS 18,250 19,915 18,932 19,350
65090 SAFETY EQUIPMENT 8,985 10,199 9,150 10,199
65095 OFFICE SUPPLIES 18,802 30,939 28,317 32,231
65100 LIBRARY SUPPLIES 135
65105 PHOTO/DRAFTING SUPPLIE 45 400 402 400
65110 RECREATION SUPPLIES 247,674 248,773 290,134 251,826
65115 TRAFFIC CONTROL SUPPLI 22
65125 OTHER COMMODITIES 16,657 19,350 20,250 19,350
65550 AUTOMOTIVE EQUIPMENT 38,000 38,000 39,100
65625 FURNITURE, FIXTURE & EQUIPMENT 9,263 10,498 10,490 11,498
66025 TRAN.TO DS FUND- ERI DEBT SERV 194,730 198,309 198,309 204,301
66030 OTHER INSURANCE CHARGEBACKS 220,334 283,289 283,289 283,289
68205 CONTINGENCIES 111
3000 PARKS,RECREATION & COMM SERVI.15,436,525 17,392,621 16,403,986 17,937,873142As Amended on 05/20/13
PART IV
OTHER FUNDS BUDGET
143 As Amended on 05/20/13
Total Full-Time Equivalent Positions
Employee Status Description
FY 2013
Position FTE
Youth Services
Full-Time Regular 3.50
Full-Time Regular 1.00
Full-Time Regular 5.00
Part-Time Regular 1.74
4805 Total 11.24
Adult Services
Full-Time Regular 5.84
Part-Time Regular 3.54
Part-Time Regular Library Clerk 2.48
Full-Time Regular Administrative Librarian 1.00
Full-Time Regular Virtual Services Librarian 1.00
4806 Total 13.86
Circulation
Full-Time Regular 1.00
Part-Time Regular Clerk III 1.00
Full-Time Regular Library Aide II 1.00
Part-Time Regular Library Clerk 6.26
Part-Time Regular Security Monitor 1.18
Part-Time Regular Shelver 4.00
4820 Total 14.44
Neighborhood Services
Full-Time Regular 1.00
Part-Time Regular 0.46
Part-Time Regular 0.85
Part-Time Regular 0.33
4825 Total 2.64
Technical Services
Full-Time Regular 0.53
Full-Time Regular 1.00
Full-Time Regular Library Assistant 2.00
Part-Time Regular 2.08
4835 Total 5.61
Maintenance
Full-Time Regular 3.00
4840 Total 3.00
Administration
Full-Time Regular 0.53
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 1.00
Part-Time Regular Administrative Assistant 1.06
4845 Total 5.59
56.38 Library Fund Total
Librarian II
Library Assistant
Branch Assistant
Library Clerk
Librarian I
Librarian III
Community Engagement Librarian
City of Evanston
Library Fund (Fund #185)
Position Description
Librarian I
Circulation Supervisor
Librarian II
Library Clerk
Library Assistant
Bookkeeper
Library Assistant
Shelver
Librarian I
Custodian II
144 As Amended on 05/20/13
City of Evanston
Library Fund (Fund #185)
Financial Summary
2012 2013
2011 2012 Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Property Taxes - 4,253,214 4,253,214 4,253,214
Library Fines & Fees - 150,000 150,000 185,000
Library Material Replacement - 12,500 12,500 12,500
Copy Machine Charges - 20,000 20,000 20,000
Meeting Room Fees - 10,000 10,000 10,000
Non-resident Cards - 2,460 1,600 1,690
North Branch Rental Income - 47,325 58,460 59,660
State Per Capita Grant - 75,900 76,385 76,300
Personal Property Replacement Tax - 50,200 50,200 50,200
Video Rentals - 28,000 25,000 -
Book Sales - - 60,000 60,000
Fund for Excellence - - 100,000 245,000
Transfer from Endowment Income - - 125,000 131,250
Total Revenues - 4,649,599 4,942,359 5,104,814
Expenditures
Youth Services - 800,390 791,702 891,720
Adult Services - 1,579,231 1,552,208 1,535,224
Circulation - 589,769 592,973 612,892
Neighborhood Services - 203,336 204,110 360,757
Technical Services - 473,306 473,747 503,433
Maintenance - 491,375 488,384 507,517
Administration - 512,192 514,548 669,377
Total Expenditures - 4,649,599 4,617,672 5,080,920
Net Surplus (Deficit)- - 324,687 23,894
Beginning Fund Balance - - 324,687
Fund Balance (Reserved for Capital)50,000
Ending Fund Balance - 324,687 298,581
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.
145 As Amended on 05/20/13
City of Evanston
Library Fund (Fund #185)
2011 2012 2013
Actual Projected Projected
606/16,600 600/16,500 600/16,500
1,791 3,000 3,000
118/1,574 126/1,900 125/1,700
566/4,723 390/3,600 600/5,000
267,076 252,000 255,000
87,892 90,000 95,000
913,720 895,000 1,000,000
599,707 617,000 625,000
4,408 5,000 5,000
681 700 800
Teen Programs & Attendance
Reference and directional questions answered
Library donors
Adult Programs & Attendance
Items checked out
Library visitors
Public meeting rooms bookings
Patrons using Internet in-house
Children’s Programs & Attendance
Ongoing Activity Measures
Performance Report on FY 2012 Major Program Objectives
• Implementation of a comprehensive strategic plan to deliver innovative and effective services over
the next three years.
• Partnering with Northwestern University and YOU to implement a digitally-based science,
technology, and math learning lab 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.
• Established 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; 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.
FY 2013 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.
Participants in the Summer Reading Program
146 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
4800 LIBRARY FUND
61010 REGULAR PAY 1,704,458 1,690,400 1,698,099
61012 LIBRARY SUBSTITUTES 12,000 10,500 76,237
61050 PERMANENT PART-TIME 1,077,790 1,072,000 1,114,375
61110 OVERTIME PAY 9,000 8,500 8,700
61210 LONGEVITY 41,951 41,400 39,978
61510 HEALTH INSURANCE 308,468 308,467 318,121
61615 LIFE INSURANCE 452 452 560
61625 AUTO ALLOWANCE 4,980 4,500 4,800
61626 CELL PHONE ALLOWANCE 800 1,200
61630 SHOE ALLOWANCE 390 390 465
61710 IMRF 299,424 289,100 295,407
61725 SOCIAL SECURITY 169,718 168,300 179,003
61730 MEDICARE 39,692 39,550 41,862
62210 PRINTING 1,200 1,800 1,800
62220 BINDING 600 600 600
62225 BLDG MAINTENANCE SERVICES 173,480 173,000 186,970
62235 OFFICE EQUIPMENT MAINT 5,700 5,800 7,000
62245 OTHER EQMT MAINTENANCE 900 900 900
62272 OTHER PROFESSIONAL SERVICES 10,000
62275 POSTAGE CHARGEBACKS 1,500 1,300 1,300
62295 TRAINING AND TRAVEL 5,000 8,500 10,000
62305 RENTAL OF AUTO-FLEET MAINTEN.2,381 2,381 2,381
62309 RENTAL OF AUTO REPLACEMENT 1,700 1,700 1,700
62315 POSTAGE 9,100 5,000 5,000
62340 COMPUTER LICENSE & SUPPORT 8,000
62341 INTERNET SOLUTION PROVIDERS 218,745 220,500 236,250
62360 MEMBERSHIP DUES 400 475 1,006
62375 RENTALS 40,300
62380 COPY MACHINE CHARGES 12,268 12,268 12,268
62506 WORK-STUDY 4,900 4,900 4,900
64005 ELECTRICITY 5,000
64015 NATURAL GAS 30,000 20,900 17,400
64540 TELECOMMUNICATIONS - WIRELESS 1,000 1,200 1,200
65040 JANITORIAL SUPPLIES 10,700 10,000 10,000
65050 BLDG MAINTENANCE MATERIAL 13,500 19,000 19,500
65085 MINOR EQUIPMENT & TOOLS 300
65095 OFFICE SUPPLIES 6,000 13,000 17,500
65100 LIBRARY SUPPLIES 17,000 15,200 51,900
65125 OTHER COMMODITIES 718 700 718
65503 FURNITURE/ FIXTURES/ EQUIPMENT 6,000
65630 LIBRARY BOOKS 318,380 318,400 451,700
65635 PERIODICALS 17,000 17,000 18,900
65641 AUDIO VISUAL COLLECTIONS 53,900 53,900 77,800
66025 TRAN.TO DS FUND- ERI DEBT SERV 69,005 68,991 71,986
66030 OTHER INSURANCE CHARGEBACKS 5,898 5,898 5,898
68205 CONTINGENCIES 16,237
4800 LIBRARY FUND 4,649,599 4,617,672 5,080,920
147 As Amended on 05/20/13
Financial Summary
2012 2013
2011 Adopted 2012 Adopted
Actual Budget Estimated Budget
Revenues
Grant Amount 288,460 80,000 83,648 -
Total Revenues 288,460 80,000 83,648 -
Expenditures
HPRP Administration 27,000 - -
Program Activities 261,460 80,000 83,648 -
Total Expenses 288,460 80,000 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.
148 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
4900 HPRP GRANTS
62370 EXPENSE ALLOWANCE 261,460
63174 CITY OF EVANSTON ‐ ADMIN 27,000 80,000 83,648 ‐
4900 HPRP GRANTS 288,460 80,000 83,648 ‐
149 As Amended on 05/20/13
Total Full-Time Equivalent Positions
Employee Status Description Position FTE
Full-Time Regular 1.00
Part-Time Regular 0.25
Full-Time Regular 0.25
Full-Time Regular 0.50
Part-Time Regular 0.66
2.66
2.66
Financial Summary
2012 2012 2013
2011 Adopted Estimated Adopted
Actual Budget Actual Budget
Funds Provided
Grant Proceeds 5,409,752 5,699,363 5,699,363 4,011,917
Program Income - 1,750,000 1,750,000 -
Total Funds Provided 5,409,752 7,449,363 7,449,363 4,011,917
Expenditures
Development Activities 5,083,230 6,771,363 6,771,363 3,505,000
Administration 324,612 338,749 338,749 341,622
Transfer to Debt Service 1,910 3,616 3,616 3,905
Transfer to Insurance 15,635 15,635 16,390
Transfer to General Fund 320,000 320,000 145,000
Total Expenditures 5,409,752 7,449,363 7,449,363 4,011,917
NET SURPLUS (DEFICIT) - - - -
Beginning Fund Balance - - -
Ending Fund Balance - - -
Admin & Compliance Specialist
Neighborhood Planner
5005 TOTAL
Neighborhood Stabilization Total
City of Evanston
Neighborhood Stabilization Program 2 (Fund #195)
Financial Analyst
Position Description
NSP 2 Housing Specialist
Housing and Grant Administrator
150 As Amended on 05/20/13
City of Evanston
Neighborhood Stabilization Program 2 (Fund #195)
Description of Major Activities
FY2013 Objectives
1. Complete rehabilitation of approximately 15 units
2. Occupancy of 60 units
3. Completion of homebuyer counseling by 40 households
2011 2012 2013
Ongoing Activity Measures Actual Projected Projected
Number of total housing units under site control 75 100 100
19 60 21
0 0 32 *
Number of housing units occupied 2 62 122
12 50 40
Number of housing units rehabbed
* An additional 32 low to moderate income dwelling units will be under construction at Emerson Square,
which combines NSP2, Affordable Housing, TIF, and HOME Funds to leverage $11.8 million low income
housing tax credit and other private and state sources.
Number of households completing homebuyer
counseling
Number of housing units constructed
The Neighborhood Stabilization Program 2 (NSP2) was f unded 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. $18.15 million in NSP2 funds must be expended by
February 2013.
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.
151 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
5005 NEIGHBORHOOD STABILIZATION PROGRAM
61010 REGULAR PAY 60,070 132,271 132,271 139,996
61050 PERMANENT PART‐TIME 19,215 60,100 73,340
61110 OVERTIME PAY 27,504 8,000 8,000
61210 LONGEVITY 9 420 420 409
61455 REGULAR SALARIES‐CHGBK 119,911
61510 HEALTH INSURANCE 5,432 15,566 15,566 16,322
61615 LIFE INSURANCE 31 69 69 68
61630 SHOE ALLOWANCE 32 32 33
61710 IMRF 7,121 15,525 20,100 23,985
61725 SOCIAL SECURITY 4,629 13,700 12,934
61730 MEDICARE 1,083 2,139 3,000 3,025
62185 OTHER CONSULTING SERVICES 9,653 16,915 57,500 23,400
62205 ADVERTISING 17,000 8,000
62210 PRINTING 18 118,402 5,000 5,000
62275 POSTAGE CHARGEBACKS 250 500
62280 OVERNIGHT MAIL CHARGES 20
62295 TRAINING & TRAVEL 3,414 16,915 4,000 5,000
62380 COPY MACHINE CHARGES 400 1,000
62481 ACQUISITION/CLOSING COSTS 10,000 6,000
62482 CONSTRUCTION 2,023,468 2,292,064 3,825,000 2,500,000
62483 DEVELOPER FEES 269,655 500,000 500,000
62484 DISPOSITION 11,046 10,000 15,000 5,000
62486 ACQUISITION COSTS‐NSP GRANT 3,059,762 3,235,854 1,730,539
62488 PRE‐CONSTRUCTION 202,241 180,000 150,000
62489 SITE MAINTENANCE 202,241 175,000 150,000
62490 OTHER PROGRAM COSTS 950 10,000 1,000 1,000
62492 SOFT COSTS 539,309 320,000 200,000
62509 SERVICE AGREEMENTS / CONTRACTS 35,580 8,457 35,300 35,000
62750 MEDICAL INS CHGBKS 16,612
62765 PENSION CONTRIB‐CHGBKS 20,290
65095 OFFICE SUPPLIES 1,239 8,457 500 1,000
66025 TRAN.TO DS FUND‐ ERI DEBT SERV 1,910 3,616 3,616 3,905
66131 TRANSFER TO GENERAL FUND ‐ 320,000 320,000 145,000
5005 NEIGHBORHOOD STABILIZATION PROGRAM 5,409,752 7,449,363 7,449,363 4,011,917
152 As Amended on 05/20/13
Financial Summary
2012 2013
2011 2012 Estimated Adopted
Actual Budget Actual Budget
Operating Revenue
State Allotment 2,195,972 1,900,000 1,900,000 2,125,000
Investment Earnings 615 2,000 2,000 2,000
Miscellaneous Income - - - -
Total Revenue 2,196,587 1,902,000 1,902,000 2,127,000
Operating Expenses
Street Resurfacing (2011) 980,941 - - -
Street Resurfacing (2012) - 1,400,000 1,400,000 -
Street Resurfacing (2013) - - - 1,400,000
Transfer to General Fund - Staff Engineering 110,606 132,727 132,727 133,000
Transfer to General Fund - Street Maintenance 586,886 704,263 704,263 700,000
Total Expenditures 1,678,433 2,236,990 2,236,990 2,233,000
Net Surplus (Deficit) 518,154 (334,990) (334,990) (106,000)
Beginning Fund Balance 682,090 1,200,244 865,254
Ending Fund Balance 1,200,244 865,254 759,254
Performance Report on FY2012 Major Program Objectives
STREET FROM TO
Dodge Avenue Emerson Street Simpson Street
Ewing Avenue Grant Street Colfax Street
Foster Street Dodge Avenue Dewey Avenue
Greenwood Street Maple Avenue Sherman Avenue
Grove Street Chicago Avenue Judson Avenue
Hinman Avenue Greenleaf Street Dempster Street
Madison Street Ridge Avenue Custer Avenue
Sheridan Place Sheridan Road Sheridan Road
Highland Avenue Thayer Street Isabella Street
Lee Street Hinman Avenue Judson Avenue
Lyons Street Dodge Avenue Dead End East
Washington Avenue Asbury Avenue Ridge Avenue
FY2013 Department Initiatives
STREET FROM TO
Greenleaf Street Chicago Avenue Hinman Avenue
Lee Street Michigan Avenue Sheridan Road
Forest Avenue Keeney Street Kedzie Street
Lake Street 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
Forest View Road Grant Street Colfax Street
Washington Street Ridge Avenue Chicago Avenue
Washington Street Dewey Avenue Asbury Avenue
The following street resurfacing projects are scheduled for the MFT Fund in 2013:
Motor Fuel Tax Funds were used to used to resurface the following streets in 2012:
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.
153 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
5100 MOTOR FUEL TAX
62720 TRNF TO GF - STREET MAINT 586,886
65515 OTHER IMPROVEMENTS 980,941 1,400,000 1,400,000 1,400,000
66131 TRANSFER TO GENERAL FUND 836,990 836,990 833,000
66136 TRAN TO GF- ENGINEER.SERVICES 110,606
5100 MOTOR FUEL TAX 1,678,433 2,236,990 2,236,990 2 ,233,000
154 As Amended on 05/20/13
Total Full-Time Equivalent Positions
Employee Status Description FY 2013
Position FTE
Full-Time Regular 2.00
Full-Time Regular 1.00
Full-Time Regular 2.00
5150 Total
5.00
Financial Summary
2012 2013
2011 2012 Estimated Adopted
Actual Budget Actual Budget
Landline Surcharge Revenue 511,586 617,400 600,000 617,400
Wireless Surcharge Revenue 383,844 416,160 400,000 416,160
Interest 296 1,000 800 1,000
Total Revenue 895,726 1,034,560 1,000,800 1,034,560
Expenditures
Operating Expense 689,784 847,415 775,518 891,122
Transfer to General Fund 125,868 125,950 125,950 125,950
Transfer to Insurance Fund - 95,095 106,208 98,993
Transfer to Debt Service - 10,385 10,385 11,215
Capital Replacement 164,146 188,000 195,056 120,000
Total Expenditures 979,798 1,266,845 1,213,117 1,247,280
Net Surplus (Deficit)(84,072) (232,285) (212,317) (212,720)
Beginning Fund Balance 1,394,832 1,310,760 1,098,443
Ending Fund Balance 1,310,760 1,098,443 935,723
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
155 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
5150 EMERGENCY TELEPHONE SYSTEM
61010 REGULAR PAY 292,713 373,613 370,600 391,764
61062 SPECIAL EVENT SALARIES 1,217 5,000 3,000 5,000
61110 OVERTIME PAY 3,080 3,000 2,000 3,000
61111 HIREBACK OT 569
61210 LONGEVITY 4,556 8,019 6,800 8,816
61420 ANNUAL SICK LEAVE PAYOUT 4,500 3,700 4,500
61425 ANNUAL HOLIDAY PAYOUT 3,000 3,000
61510 HEALTH INSURANCE 74,653 77,419 88,500 81,314
61615 LIFE INSURANCE 183 228 260 231
61635 UNIFORM ALLOWANCE 1,350 1,350 1,350 1,350
61710 IMRF 27,779 44,651 39,000 45,386
61725 SOCIAL SECURITY 17,862 23,246 23,000 24,400
61730 MEDICARE 4,178 5,437 5,400 5,706
62225 BLDG MAINTENANCE SERVICES 5,000 3,500 5,000
62295 TRAINING & TRAVEL 2,071 7,500 3,000 7,500
62360 MEMBERSHIP DUES 796 900 800 900
62509 SERVICE AGREEMENTS / CONTRACTS 132,378 199,300 167,668 216,000
62680 TRANSFER TO GF-DATA PROC 52,479
62685 REIMB. GF FOR ADMIN. EXP 52,479
64505 TELECOMMUNICATIONS - CARRIER L 74,176 86,000 80,200 86,000
64540 TELECOMMUNICATIONS - WIRELESS 39,157 47,200 50,700 53,100
65020 CLOTHING 241 1,200 700 1,200
65035 PETROLEUM PRODUCTS 589 800 600 800
65085 MINOR EQUIPMENT & TOOLS 11,674 19,200 11,700 19,200
65095 OFFICE SUPPLIES 564 1,500 800 1,500
65620 OFFICE MACH. & EQUIP.2,000 1,000 2,000
65625 FURNITURE, FIXTURE & EQUIPMENT 164,145 188,000 195,056 120,000
66020 TRANSFERS TO OTHER FUNDS 14,540
66025 TRAN.TO DS FUND- ERI DEBT SERV 6,370 10,385 10,385 11,215
66130 TRANSFER TO INSURANCE FUND 17,448 17,448 17,448
66131 TRANSFER TO GENERAL FUND 125,950 125,950 125,950
68205 CONTINGENCIES 5,000 5,000
5150 EMERGENCY TELEPHONE SYSTEM 979,798 1,266,845 1,213,117 1,247,280
156 As Amended on 05/20/13
Financial Summary
2012 2013
2011 2012 Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Property Tax Revenue 214,614 398,000 370,000 370,000
Investment Income 30 - - -
Total Revenues 214,644 398,000 370,000 370,000
Expenditures
Professional Fees (Downtown Evanston)388,000 398,000 398,000 370,000
Total Expenditures 388,000 398,000 398,000 370,000
Net Surplus (Deficit)(173,356) - (28,000) -
Beginning Fund Balance 112,325 (61,031) (89,031)
Ending Fund Balance (61,031) (89,031) (89,031)
Description of Major Activities
City of Evanston
Special Service Area #4 (Fund #210)
Special Service Area 4 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 improv ements, including landscaping,
together with any such other further services necessary to the accomplishment of the improvement.
SSA4 is m anaged by Downtown Evanston (formerly EvMark), an Illinois not-for-profit corporation.
157 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
5160 SPECIAL SERVICE DIST #4
62517 SPECIAL SERVICE AREA AGREEMENT 388,000 398,000 398,000 370,000
5160 SPECIAL SERVICE DIST #4 388,000 398,000 398,000 370,000
158 As Amended on 05/20/13
Total Full-Time Equivalent Positions
Employee Status Description FY 2013
Position FTE
Full-Time Regular 0.50
Full-Time Regular 0.25
Full-Time Regular 0.75
1.50
1.50
Financial Summary
2012 2013
2011 2012 Estimated Adopted
Actual Budget Actual Budget
Funds Provided
Annual Entitlement 1,754,755 1,490,500 1,587,062 1,540,000
Funds reallocated from prior years - 65,693 65,693 33,100
Miscellaneous 5,302 - - -
Program Income - 140,000 134,500 352,000
Total Funds Provided 1,760,057 1,696,193 1,787,255 1,925,100
Expenditures
CDBG Administration/Planning 341,962 232,382 316,000 195,522
Development Activities 1,418,095 432,000 432,000 612,500
Capital Projects - 255,000 255,000 494,800
Transfers to General Fund - 776,811 737,432 781,278
Total Expenditures 1,760,057 1,696,193 1,740,432 2,084,100
NET SURPLUS (DEFICIT) - - 46,823 46,823
Beginning Fund Balance 422,799 422,799 469,622
Ending Fund Balance 422,799 469,622 516,445
2013 budget and allocations are estimates based on prior year and will be updated following receipt
of the City's 2013 CDBG grant. The City's 2012 CDBG grant was larger than estimated and accounts
for the 2012 surplus.
City of Evanston
Community Development Block Grant (Fund #215)
Position Description
Community Development Block Grant Fund Total
Housing and Grant Administrator
Neighborhood Planner
Thirty-two programs and projects were funded in FY 2012 and four projects/programs funded in prior
years continue to be implemented. Staff submitted the 2011 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.
Performance Report on FY2012 Major Program Objectives
Financial Analyst
5170 Total
159 As Amended on 05/20/13
City of Evanston
Community Development Block Grant (Fund #215)
2013 Department Initiatives
1. Work with residents, businesses, and community groups/nonprofits, as well as cross-
departmental staff team to implement CDBG Neighborhood Revitalization Strategy Areas
(NRSAs) in west and south Evanston to focus CDBG and other resources on key community
needs.
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.
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.
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.
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.
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.
160 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
5170 CDBG
61010 REGULAR PAY 91,554 97,767 164,078 101,522
61050 PERMANENT PART-TIME 13,689 21,521 32,433 20,068
61060 OVERTIME-CHGBK 3,404
61110 OVERTIME PAY 20,264 12,486 16,162 10,000
61210 LONGEVITY 1,293 1,259 1,985 1,228
61455 REGULAR SALARIES-CHGBJ 475,508
61510 HEALTH INSURANCE 11,973 10,549 20,260 12,536
61615 LIFE INSURANCE 65 231 81 50
61630 SHOE ALLOWANCE 130 98 158 98
61710 IMRF 12,333 11,586 22,489 13,915
61725 SOCIAL SECURITY 8,087 7,902 13,138 8,129
61730 MEDICARE 1,894 1,848 3,072 1,901
62185 OTHER CONSULTING SERVICES 14,760
62190 HOUSING REHAB SERVICES 17
62205 ADVERTISING 1,724 1,200 1,617 1,000
62210 PRINTING 36
62265 HEALTHCARE COSTS - WC 99
62275 POSTAGE CHARGEBACKS 337 1,000 2,263 1,400
62285 COURIER CHARGES 122 500 485 300
62295 TRAINING & TRAVEL 776 1,000 1,616 1,000
62305 RENTAL OF AUTO-FLEET MAINTEN.5,147
62309 RENTAL OF AUTO REPLACEMENT 1,709
62345 COURT COST/LITIGATION 180
62360 MEMBERSHIP DUES 100
62380 COPY MACHINE CHARGES 530 1,000 2,424 1,500
62490 OTHER PROGRAM COSTS 392,548 727,276 432,000 612,500
62750 MEDICAL INSURANCE-CHGBK 80,213
62765 PENSION CONTRIBUTION-CHGBCKS 90,546
62770 MISCELLANEOUS 10,902
62800 F/J LOCKER ROOMS 29,205
62825 SOUTH EVANSTON NEIGHB SEC 5,100
62875 ADAPTIVE DEVICES 225
62905 ENAW / MINOR SERVICES 91,264
62926 HAITIAN CONGRESS 3,046
62935 EV COMMUNITY DEFENDER 32,483
62939 EVANSTON REBUILDING WAREHOUSE 25,000
62940 LEGAL ASSIST FOUNDATION 7,827
62945 YOUTH JOB CENTER OF EV.39,290
62955 YWCA Domestic Violence Prog.31,540
62960 EEAC Job Counselor 1,960
62961 1817 CHURCH STREET 3,369
62962 ADAPTIVE EQUIPMENT FOR DISABLE 214
62966 TECHNOLOGY INNOVATION CENTER 25,000
62970 Connections for Homeless 3,480
62980 NORTH SHORE SENIOR CENTER 19,568
62985 INTERFAITH HOUSING CENTER 12,176
62995 FAMILY FOCUS CENTER REHAB 46,432
63045 SUMMER YOUTH EMPLOYMENT 60,879
63095 HANDYMAN PROGRAM 11,992
63120 MEALS AT HOME 11,306
63125 OPEN STUDIO PROJECT 3,480
64540 TELECOMMUNICATIONS - WIRELESS 2,974161 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
65010 BOOKS PUBLICATIONS MAPS 70 500
65050 BLDG MAINTENANCE MATERIAL 134
65085 MINOR EQUIPMENT & TOOLS 317
65095 OFFICE SUPPLIES 2,288 1,000 808 500
65515 OTHER IMPROVEMENTS 255,000 494,800
66020 TRANSFERS TO OTHER FUNDS 14,540
66025 TRAN.TO DS FUND- ERI DEBT SERV 17,566 2,711 4,732 2,928
66130 TRANSFER TO INSURANCE FUND 17,448 28,199 17,448
66131 TRANSFER TO GENERAL FUND 776,811 737,432 781,278
67030 FAMILY FOCUS 17,394
68205 CONTINGENCIES 500
5170 CDBG 1,760,057 1,696,193 1,740,432 2,084,100
162 As Amended on 05/20/13
Financial Summary
2012 2013
2011 2012 Estimated Adopted
Actual Budget Actual Budget
Funds Provided:
Intergovernmental Revenue 4,800 - - -
Program Income - 9,000 9,000 9,000
Interest Income 1,018 - - -
Total Revenues 5,818 9,000 9,000 9,000
Expenditures
Program Expenses 8,460 20,000 20,000 20,000
Transfer to CDBG - - - -
Development Activities - - - -
Total Expenditures 8,460 20,000 20,000 20,000
NET SURPLUS (DEFICIT) (2,642) (11,000) (11,000) (11,000)
Beginning Fund Balance 2,004,722 2,002,080 1,991,080
Ending Fund Balance 2,002,080 1,991,080 1,980,080
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. As of December 31,
2011, there were 18 amortized and 72 title transfer loans in the portfolio.
163 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
5280 CD LOAN
65535 REHAB LOANS 8,460 20,000 20,000 20,000
5280 CD LOAN 8,460 20,000 20,000 20,000
164 As Amended on 05/20/13
Total Full-Time Equivalent Positions
Employee Status Description
FY 2013
Position FTE
Full-Time Regular 2.00
Full-Time Regular Intergovernmental Affairs Coordinator 1.00
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 2.00
5300 Total 7.00
7.00
Financial Summary
2012 2013
2011 2012 Estimated Adopted
Actual Budget Actual Budget
Operating Revenue:
Hotel Tax 1,440,739 1,600,000 1,500,000 1,600,000
Amusement Tax 241,767 300,000 300,000 300,000
Howard-Ridge Loan Repayment - 48,500 48,500 48,500
Investment Income 179 8,000 500 800
Total Revenues 1,682,685 1,956,500 1,849,000 1,949,300
Operating Expenditures:
Economic Development Activities 1,541,021 1,802,825 1,722,576 1,830,209
Capital Projects - 160,000 28,000 3,500
Transfer to Debt Service - 12,752 12,752 13,771
Transfer to Insurance Fund - 75,334 75,334 67,416
Transfers to General Fund 377,256 452,707 452,707 452,707
Total Expenditures 1,918,277 2,503,618 2,291,369 2,367,603
Net Surplus (Deficit) (235,592) (547,118) (442,369) (418,303)
Beginning Fund Balance 2,423,201 2,187,609 1,745,240
Ending Fund Balance 2,187,609 1,745,240 1,326,937
Description of Major Activities
Economic Development Division Manager
Position Description
Economic Development Coordinator
CITY OF EVANSTON
Economic Development Fund (Fund #225)
Development Officer
Economic Development Specialist
Economic Development Fund Total
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.
165 As Amended on 05/20/13
CITY OF EVANSTON
Economic Development Fund (Fund #225)
FY 2013 Objectives
2. Increase recruitment efforts for key national chains.
FY2011
Actual
FY2012
Projection
FY2013
Projection
50 10 75
7 8 10
231 20 250
97 20 125
70 200 200
14. Improve Evanston marketing efforts and Economic Development website.
Number of new businesses located in Evanston
16. Stimulate development on west side, particularly Church/Dodge and Dempster/Dodge.
17. Increase number of Evanston-based businesses bidding on City-funded projects.
13. Expand economic development assistance programs based on small business needs.
3. Complete regular TIF District updates.
7. Oversee consultant on potential creation of new and amendment to existing Downtown TIF
District.
Number of business visits (exclusive of meetings)
Number of new permanent jobs created
Number of business expansions
Ongoing Activity Measures
Number of new seasonal/temporary jobs created
4. Continue support of existing and facilitate creation of new business district associations.
5. Work with developer for the redevelopment of Evanston Plaza.
12. Coordinate business retention efforts with Evanston Chamber of Commerce and Downtown
association.
11. Expand and maintain the existing business directory and Shop QA system.
10. Expand and maintain available property inventory.
9. Increase City interaction with incubator/start up firms; assist with second-stage expansion.
15. Organize and provide support for targeted industry summit groups.
8. Work with business districts who expressed interest in creation of new SSA Districts.
6. Stimulate additional development on Howard Street, particularly at City-owned sites.
1. Implement City Council Adopted Economic Development Plan.
166 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
5300 ECONOMIC DEVELOPMENT
61010 REGULAR PAY 322,291 468,569 468,569 501,675
61055 TEMPORARY EMPLOYEES 2,484
61060 SEASONAL EMPLOYEES 17,176 15,000 15,000
61110 OVERTIME PAY 21,633 20,000 30,000 20,000
61510 HEALTH INSURANCE 36,475 57,379 57,379 49,747
61615 LIFE INSURANCE 101 507 507 221
61626 CELL PHONE ALLOWANCE 2,665 3,216 3,216 3,888
61630 SHOE ALLOWANCE 325 390 390 310
61710 IMRF 33,127 54,823 54,823 56,840
61725 SOCIAL SECURITY 22,269 30,982 30,982 33,215
61730 MEDICARE 5,208 7,246 7,246 7,681
62136 REDEVELOPMENT CONSULTING SVCS 10,806 122,500 122,500 75,000
62185 OTHER CONSULTING SERVICES 14,333 85,000 85,000 75,000
62210 PRINTING 162
62275 POSTAGE CHARGEBACKS 21 400 500 400
62280 OVERNIGHT MAIL CHARGES 262 200 200 200
62285 COURIER CHARGES 250 250
62295 TRAINING AND TRAVEL 11,891 8,500 8,500 8,500
62315 POSTAGE 30
62345 COURT COST/LITIGATION 3
62346 REAL ESTATE TAX PMNT- COUNTY 23,545
62360 MEMBERSHIP DUES 3,325 12,000 12,000 12,000
62380 COPY MACHINE CHARGES 586
62490 OTHER PROGRAM COSTS 24,589 15,000 15,000 16,000
62509 SERVICE AGREEMENTS / CONTRACTS 26,752 65,500 65,500 65,500
62659 ECO.DEV.PARTNERSHIP CONTRIBUT.140,564 280,000 280,000 290,500
62660 BUSI.ATTRACTIONS/EXPANSION INV 577,663 500,000 500,000 500,000
65010 BOOKS, PUBLICATIONS, MAPS 93 500 400 500
65025 FOOD 176
65095 OFFICE SUPPLIES 633 750 750 750
65522 BUSINESS DISTRICT IMPROVEMENTS 182,976 147,000 37,000 147,000
65625 FURNITURE, FIXTURE & EQUIPMENT 35,449 125,000 28,000 3,500
66020 TRANSFERS TO OTHER FUNDS 14,540
66025 TRAN.TO DS FUND- ERI DEBT SERV 8,870 12,752 12,752 13,771
66130 TRANSFER TO INSURANCE FUND 17,448 17,448 17,448
66131 TRANSFER TO GENERAL FUND 377,256 452,707 452,707 452,707
5300 ECONOMIC DEVELOPMENT 1,918,277 2,503,618 2,291,369 2,367,603
167 As Amended on 05/20/13
Financial Summary
2012 2013
2011 2012 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 89,915 109,915 129,915
Ending Fund Balance 109,915 129,915 99,915
Description of Major Activities
The Neighborhood Improvement Fund is used for special improvement projects in the Dempster-
Dodge Shopping Center and the Main Street Commons area.
The expense budgeted for 2013 is for potential Main Street Commons neighborhood.
City of Evanston
Neighborhood Improvement (Fund #235)
168 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Appproved
5360 NEIGHBORHOOD IMPROVEMENT
62490 OTHER PROGRAM COSTS 50,000 50,000
5360 NEIGHBORHOOD IMPROVEMENT 50,000 50,000
169 As Amended on 05/20/13
Financial Summary
2012 2013
2011 2012 Estimated Adopted
Actual Budget Actual Budget
Funds Provided
Intergovernmental Revenue 175,068 500,000 1,085,358 797,400
Program Income 6,030 10,000 - -
Total Funds Provided 181,098 510,000 1,085,358 797,400
Expenditures
Administration/Planning - 4,000 500 4,000
CHDO Operating - - - -
Development Activities 97,011 600,000 1,025,400 765,000
Transfers to General Fund - 59,958 59,958 28,400
Total Expenditures 97,011 663,958 1,085,858 797,400
NET SURPLUS (DEFICIT) 84,087 (153,958) (500) -
Beginning Fund Balance 2,636,531 2,720,618 2,720,118
Ending Fund Balance 2,720,618 2,720,118 2,720,118
Notes on Financial Summary:
Description of Major Activities
The HOME Investment Partnership program addresses the affordable housing needs of low and
moderate income individuals and families by promoting, preserving, and producing affordable
housing; providing housing-related services; and providing support for private and non-profit
entities that actively address these housing needs. HOME funds are used to:
1. Finance the acquisition and/or rehabilitation of existing residential units;
2. Fund new construction of affordable housing;
FY 2013 Objectives
2011 2012 2013
Ongoing Activity Measures Actual Projected Projected
Number of housing units acquired and/or rehabbed 11 21 35
0 0 15
0 3 0
City of Evanston
HOME (Fund #240)
Congress has not yet appropriated 2013 HOME funding, so grant amount is an estimate. Restricted fund
balance above consists of notes receivable for loans issued through the HOME program
Number of households helped with Down Payment
3. Fund down payment assistance forgivable loans for households with incomes ≤ 80% of area
median income;
Number of households helped with Tenant Based Rental
Assistance
4. Fund Tenant Based Rental Assistance (TBRA).
Please note that all fund balance amounts refer to loans receivable / forgivable and this fund maintains a
minimal cash balance.
1. Finance the acquisition and rehab of 20 housing units for affordable housing (rental or
homeownership).
2. Fund five down payment assistance forgivable loans.
170 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
5430 HOME FUND
62185 OTHER CONSULTING SERVICES 1,916 2,000 2,000
62295 TRAINING & TRAVEL 2,873 2,000 500 2,000
65535 REHAB LOANS 92,222 600,000 1,025,400 765,000
66131 TRANSFER TO GENERAL FUND 59,958 59,958 28,400
5430 HOME FUND 97,011 663,958 1,085,858 797,400
171 As Amended on 05/20/13
Financial Summary
2012 2013
2011 2012 Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Interest on Investments 245 125 228 228
Demolition Taxes 20,000 - - -
Developer Contributions 2,000 125,000 155,000 155,000
Rehab Repayments - - - -
Misc.11,357 - - -
Total Revenues 33,602 125,125 155,228 155,228
Expenditures
Housing - Buildings - 166,600 43,200 227,800
Down Payment Assistance 47,152 - - -
Transfer to General Fund 19,992 23,990 23,990 23,990
Housing Related Services 7,094 40,000 27,250 46,000
Total Expenditures 74,238 230,590 94,440 297,790
Net Surplus (Deficit)(40,636) (105,465) 60,788 (142,562)
Beginning Fund Balance 2,299,153 2,258,517 2,319,305
Ending Fund Balance 2,258,517 2,319,305 2,176,743
Notes for Financial Summary
Restricted portion of fund balance above primarily consists of note/loans receivable for loans issued
under the Affordable Housing program.
Description of Major Activities
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:
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.
172 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
5465 AFFORDABLE HOUSING
62490 OTHER PROGRAM COSTS 47,152
62685 REIMB. GF FOR ADMIN. EXP 19,992
62770 MISCELLANEOUS 40,000 27,250 46,000
65510 BUILDINGS 166,600 43,200 227,800
66061 FAMILIES IN TRANSITION 7,094
66131 TRANSFER TO GENERAL FUND 23,990 23,990 23,990
5465 AFFORDABLE HOUSING 74,238 230,590 94,440 297,790
173 As Amended on 05/20/13
Financial Summary
2012 2013
2011 2012 Estimated Adopted
Revenues: Actual Budget Actual Budget
Net Property Tax Increment 3,326,012 5,073,000 4,600,000 4,600,000
Interest Income 6,708 25,000 25,000 25,000
Total Revenue 3,332,720 5,098,000 4,625,000 4,625,000
Expenditures:
Series 1997 (refunded by 1999 & 2008D) Principal 325,000 405,000 405,000 425,000
Series 1997 (refunded by 1999 & 2008D) Interest 118,200 100,650 100,650 78,376
Contributions to Other Agencies - 800,000 - -
Economic Development Projects - 500,000 250,000 1,250,000
Capital Improvements - 2,536,000 1,974,000 2,836,000
Contractual Services 113,212 35,000 35,000 145,000
Transfer to Parking Fund (for Sherman Garage debt) 3,419,636 3,876,726 3,876,726 3,631,350
Transfer to General Fund 325,000 325,000 325,000 331,000
Total Expenditures 4,301,048 8,578,376 6,966,376 8,696,726
Net Surplus (Deficit) (968,328) (3,480,376) (2,341,376) (4,071,726)
Beginning Fund Balance 9,162,676 8,194,348 5,852,972
Ending Fund Balance 8,194,348 5,852,972 1,781,246
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 FY2012, approximately $2,500,000 worth of infrastructure projects were approved as outlined in the FY2012 CIP
(amended 6/11/12) and approximately $500,000 was reserved for Economic Development Projects (general,
unspecified). In addition, in FY 2013, $2,886,000 of infrastructure projects are included in the CIP and approximately
$1,250,000 is reserved for Economic Development projects.
174 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
5470 WASHINGTON NATIONAL TIF
62605 OTHER CHARGES 535,000 285,000 1,395,000
62665 CONTRIB TO OTHER AGENCIES 800,000
62685 REIMB. GF FOR ADMIN. EXP 325,000
65515 OTHER IMPROVEMENTS 113,212 2,536,000 1,974,000 2,836,000
66020 TRANSFERS TO OTHER FUNDS 3,419,636 3,876,726 3,876,726 3,631,350
66131 TRANSFER TO GENERAL FUND 325,000 325,000 331,000
68305 DEBT SERVICE-PRINCIPAL 325,000 405,000 405,000 425,000
68315 DEBT SERVICE-INTEREST 118,200 100,650 100,650 78,376
5470 WASHINGTON NATIONAL TIF 4,301,048 8,578,376 6,966,376 8,696,726
175 As Amended on 05/20/13
Financial Summary
2012 2013
2011 2012 Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Net Property Taxes 263,566 428,756 428,756 448,875
Interest Income 34 - - -
Total Revenue 263,600 428,756 428,756 448,875
Expenditures
Series 2002C Bonds Principal - 325,000 325,000 340,000
Series 2002C Bonds Interest 53,853 98,232 98,232 78,816
General Management Support - - - -
Total Expenditures 53,853 423,232 423,232 418,816
Net Surplus (Deficit)209,747 5,524 5,524 30,059
Beginning Fund Balance 238,422 448,169 453,693
Ending Fund Balance 448,169 453,693 483,752
Description of Major Activities
City of Evanston
Special Service Area #5 (Fund #305)
The City Council adopted Special Service Area #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.
176 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
5480 SSD #5 DEBT SERVICE FUND
68305 DEBT SERVICE-PRINCIPAL 325,000 325,000 340,000
68315 DEBT SERVICE-INTEREST 53,853 98,232 98,232 78,816
5480 SSD #5 DEBT SERVICE FUND 53,853 423,232 423,232 418,816
177 As Amended on 05/20/13
Financial Summary
2012 2013
2011 2012 Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Net Property Tax Increment 641,140 1,073,000 1,150,000 1,100,000
Interest Income 1,826 5,000 10,000 10,000
Total Revenue 642,966 1,078,000 1,160,000 1,110,000
Expenditures
1994 & 1996 Bonds (refunded by 1999 and then
2008D bonds) Principal 570,000 605,000 605,000 645,000
1994 & 1996 Bonds (refunded by 1999 and then
2008 D bonds) Interest 141,058 109,603 109,603 75,611
Surplus Distribution - 1,300,000 1,000,000 1,000,000
Capital Projects - 1,500,000 100,000 1,400,000
Other Expenses 1,200 - 1,738 500,000
Operating Transfer to General Fund 141,600 141,600 141,600 144,400
Total Expenditures 853,858 3,656,203 1,957,941 3,765,011
Net Surplus (Deficit)(210,892) (2,578,203) (797,941) (2,655,011)
Beginning Fund Balance 5,211,765 5,000,873 4,202,932
Ending Fund Balance 5,000,873 4,202,932 1,547,921
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 FY2014.
Howard-Hartrey TIF (Southwest II) Debt Service Fund Summary (Fund #310)
178 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
5500 HOWARD‐HARTREY TIF D S
62605 OTHER CHARGES 1,200 1,738 500,000
62665 CONTRIB TO OTHER AGENCIES 1,300,000 1,000,000 1,000,000
62685 REIMB. GF FOR ADMIN. EXP 141,600
65515 OTHER IMPROVEMENTS 1,500,000 100,000 1,400,000
66131 TRANSFER TO GENERAL FUND 141,600 141,600 144,400
68305 DEBT SERVICE‐PRINCIPAL 570,000 605,000 605,000 645,000
68315 DEBT SERVICE‐INTEREST 141,058 109,603 109,603 75,611
5500 HOWARD‐HARTREY TIF D S 853,858 3,656,203 1,957,941 3,765,011
179 As Amended on 05/20/13
Financial Summary
2012 2013
2011 2012 Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Net Property Tax Increment 212,489 470,000 465,000 465,000
Interest Income 31 500 100 100
Total Revenue 212,520 470,500 465,100 465,100
Expenditures
Economic Development Activities 700,000 - - -
Capital Improvement Projects - 580,000 - 580,000
Operating Transfer to General Fund 24,100 28,920 28,920 29,500
Total Expenditures 724,100 608,920 28,920 609,500
Net Surplus (Deficit)(511,580) (138,420) 436,180 (144,400)
Beginning Fund Balance 397,497 (114,083) 322,097
Ending Fund Balance (114,083) 322,097 177,697
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.
In FY2013, the Cleveland Street Sewer Extension Rehabilitation project is included in the CIP and will be
funded out of the Southwest TIF.
180 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
5540 SOUTHWEST TIF DEBT SERVICE
62665 CONTRIB TO OTHER AGENCIES 700,000
62685 REIMB. GF FOR ADMIN. EXP 24,100
65515 OTHER IMPROVEMENTS 580,000 580,000
66131 TRANSFER TO GENERAL FUND 28,920 28,920 29,500
5540 SOUTHWEST TIF DEBT SERVICE 724,100 608,920 28,920 609,500
181 As Amended on 05/20/13
City of Evanston
Debt Service Fund Budget Summary (Fund #320)
2012 2013
2011 2012 Estimated Adopted
Actual Budget Actual Budget
Series 2005- Principal SAF - 20,000 20,000 20,000
Series 2005- Interest SAF - 18,500 18,500 17,500
Series 2006- Principal SAF - 50,000 50,000 50,000
Series 2006- Interest SAF - 10,576 10,576 8,526
Series 2007 - Principal SAF - 35,000 35,000 35,000
Series 2007 - Interest SAF - 35,320 35,320 33,920
Series 2008C - Principal SAF - 18,400 18,400 19,000
Series 2008C - Interest SAF - 20,300 20,300 19,702
General Management and Support 17,529 5,000 5,000 5,000
Bond Issuance Costs - 60,000 60,000 60,000
Fiscal Agent Fees 79,156 8,000 8,000 10,000
Total Expenditures 12,994,882 13,122,403 13,117,928 13,824,528
Net Surplus (Deficit)(2,680,044) (183,499) (306,898) (734,135)
Beginning Fund Balance 5,309,064 2,629,020 2,322,122
Ending Fund Balance 2,629,020 2,322,122 1,587,987
Description of Major Activities
The budgeted property tax revenue for FY2013 is on the cash basis and represents the 2012 levy, which will
primarily be received in calendar year 2013. The FY2013 expenditures are budgeted on a cash basis and are the
actual payments required to be made during the fiscal year according to debt maturity schedules.
183 As Amended on 05/20/13
Financial Summary
2012 2013
2011 2012 Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Net Property Taxes 479,036 862,000 500,000 500,000
Bond Proceeds - - 900,000 -
Interest Income 100 400 400 400
Miscellaneous 17,618 - - -
Total Revenue 496,754 862,400 1,400,400 500,400
Expenditures
Economic Development Projects 27,552 300,000 - -
Capital Improvements - 900,000 100,000 800,000
Developer Agreement Payments - 668,836 609,000 610,000
Repayment to Ec Dev Fund - 48,500 48,500 48,500
Transfer Out- General Fund 120,400 120,400 120,400 120,400
Total Expenditures 147,952 2,037,736 877,900 1,578,900
Net Surplus (Deficit)348,802 (1,175,336) 522,500 (1,078,500)
Beginning Fund Balance 751,950 1,100,752 1,623,252
Ending Fund Balance 1,100,752 1,623,252 544,752
Description of Major Activities
Projects anticipated for 2013 include:
1. Improvements to City-owned commercial building(s) to allow for active re-use of street-level spaces.
2. The possibility of initial reimbursement of TIF increment to the owners of 415 Howard Street, per
the Redevelopment Agreement.
3. Howard Street Water Main (Custer to Chicago) project - To be financed through bonds to
allow for cost to be spread out over life of TIF and free up cash for Economic Development
projects.
4. Additional smaller-scale Economic Development assistance to private business owners.
5. 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.
184 As Amended on 05/20/13
Financial Summary
2012 2013
2011 2012 Estimated Adopted
Actual Budget Actual Budget
Revenue
Net Property Tax 9,115,344 11,863,898 11,621,773 11,798,019
Bond Proceeds/Premium/ Discounts 152,637 - - -
Transfer from Other Funds- IMRF 727,560 755,846 755,846 783,004
Interest Income 1,637 1,500 3,500 1,500
Transfer from Sewer Fund - - 117,215 190,210
Transfer from Special Assessment Fund 317,660 317,660 312,696 317,660
Total Revenue 10,314,838 12,938,904 12,811,030 13,090,393
Expenditures
Series 2002 C- Principal DSF - 660,000 675,000 -
Series 2002 C- Interest DSF 63,547 96,044 111,569 -
Series 2003 B- Principal DSF 2,780,000 - - -
Series 2003 B- Interest DSF 59,832 - - -
Series 2004- Principal DSF 815,000 760,000 760,000 775,000
Series 2004- Interest DSF 558,450 506,250 506,250 478,400
Series 2004 B- Principal DSF 1,535,000 1,630,000 1,630,000 595,000
Series 2004 B- Interest DSF 253,200 195,640 195,640 130,439
Series 2005- Principal DSF 545,000 730,000 730,000 1,095,000
Series 2005- Interest DSF 740,800 700,500 700,500 664,000
Series 2006- Principal DSF 125,000 80,000 80,000 85,000
Series 2006- Interest DSF 467,220 451,582 451,582 448,302
Series 2006 B Bonds- Principal DSF - 35,000 - 35,000
Series 2006 B Bonds- Interest DSF 302,063 604,126 604,126 603,426
Series 2007 - Principal DSF 1,150,000 1,150,000 1,150,000 965,000
Series 2007 - Interest DSF 663,239 598,958 598,958 684,458
Series 2008A - Principal DSF 195,000 195,000 195,000 300,000
Series 2008A - Interest DSF 138,163 132,313 132,313 125,975
Series 2008C - Principal DSF 361,800 351,440 351,440 362,900
Series 2008C - Interest DSF 418,884 387,730 387,730 376,308
Series 2008D - Principal DSF 520,000 425,000 425,000 1,410,000
Series 2008D - Interest DSF 47,874 93,554 93,554 36,690
Series 2010 A- Principal DSF 240,000 300,000 300,000 305,000
Series 2010 A- Interest DSF 190,138 185,337 185,337 179,338
Series 2010 B- Principal DSF 580,534 613,946 613,946 647,358
Series 2010 B- Interest DSF 147,453 141,648 141,648 135,508
Series 2011 A- Principal DSF - 1,081,678 1,081,678 1,234,836
Series 2011 A- Interest DSF - 630,961 630,961 451,586
Series 2012 A - Principal DSF - - - 955,000
Series 2012 A - Interest DAF - - - 357,706
Series 2004- Principal SAF (Special
Assessment Fund)- 85,000 85,000 95,000
Series 2004- Interest SAF - 19,600 19,600 13,650
City of Evanston
Debt Service Fund Budget Summary (Fund #320)
182 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
5860 HOWARD RIDGE TIF
62346 REAL ESTATE TAX PMNT- COUNTY 5,656
62509 SERVICE AGREEMENTS / CONTRACTS 668,836 609,000 610,000
62605 OTHER CHARGES 300,000
64015 NATURAL GAS 3,973
65505 LAND 3,266-
65509 PROPERTY REHAB WORK 9,326
65511 BUILDING IMPROVEMENTS 11,864
65515 OTHER IMPROVEMENTS 900,000 100,000 800,000
66020 TRANSFERS TO OTHER FUNDS 48,500 48,500 48,500
66131 TRANSFER TO GENERAL FUND 120,400 120,400 120,400 120,400
5860 HOWARD RIDGE TIF 147,952 2,037,736 877,900 1,578,900
185 As Amended on 05/20/13
Financial Summary
2012 2013
2011 2012 Estimated Adopted
Actual Budget Actual Budget
Revenues
Net Property Taxes 352,740 605,000 300,000 300,000
Bond Proceeds - 2,270,000 1,300,000 3,400,000
Interest Income 2,285 1,000 1,000 1,000
Total Revenue 355,025 2,876,000 1,601,000 3,701,000
Expenditures
Economic Development Projects - 1,200,000 200,000 650,000
Other Charges - 490,000 490,000 1,600,000
Debt Service - Interest - - - 40,000
Transfer to General Fund 50,000 60,000 60,000 60,000
Capital Projects 63,875 2,270,000 1,552,250 1,285,000
Total Expenditures 113,875 4,020,000 2,302,250 3,635,000
Net Surplus (Deficit)241,150 (1,144,000) (701,250) 66,000
Beginning Fund Balance 1,254,443 1,495,593 794,343
Ending Fund Balance 1,495,593 794,343 860,343
Description of Major Activities
Specific Projects Planned for 2013 include:
2. Redevelopment of City-owned properties at 1708-1710 Darrow.
3. Initial implementation of the new comprehensive signage program.
5. Improvements to the west side of Dodge Avenue, from Dempster to Lake.
4. Funding assistance for several smaller scale projects, including possible workforce
training programs.
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.
1. Redevelopment projects at Church and Dodge commercial area, with a focus on the Church
Street corridor.
186 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
5870 WEST EVANSTON TIF
62605 OTHER CHARGES 42,600 1,690,000 690,000 2,250,000
65515 OTHER IMPROVEMENTS 21,275 2,270,000 1,552,250 1,285,000
66020 TRANSFERS TO OTHER FUNDS 50,000
66131 TRANSFER TO GENERAL FUND 60,000 60,000 60,000
68315 DEBT SERVICE-INTEREST 40,000
5870 WEST EVANSTON TIF 113,875 4,020,000 2,302,250 3,635,000
187 As Amended on 05/20/13
Financial Summary
2012 2013
2011 2012 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 - - 100,000
Description of Major Activities
Specific Projects Planned for 2013 include:
2. Installation of a protected bike lane on Dodge Avenue from Howard to Church.
3. Rehabilitation of the large diameter sewer on Dodge Avenue.
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.
Economic development projects for FY 2013 include canopy repair, miscellaneous site work, and
landscaping and new business recruitment and build-out assistance.
1. Reconfiguration of traffic at the intersection of Dempster Street and Dodge Avenue.
188 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
5875 DEMPSTER DODGE TIF
62605 OTHER CHARGES 650,000
5875 DEMPSTER DODGE TIF 650,000
189 As Amended on 05/20/13
Financial Summary
2012 2013
2011 2012 Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Bond Proceeds 5,177,539 3,900,000 4,349,650 8,339,988
Grants 216,225 3,168,000 1,996,500 1,675,000
Private Contributions - 1,301,200 - 510,000
General Fund Allocation - 1,250,000 1,250,000 -
Parking Fund Loan for Financial System - - - 596,000
Miscellaneous 547,000 - - -
Interest Income 17,546 - 16,000 10,000
Total Revenue 5,958,310$ 9,619,200$ 7,612,150$ 11,130,988$
Expenditures
Administration 723,428 - - -
Other Equipment - Financial System - - - 596,000
Capital Outlay 5,091,436 14,175,358 10,100,000 12,504,351
Interfund Transfers Out 302,130 475,000 475,000 475,000
Total Expenditures 6,116,994$ 14,650,358$ 10,575,000$ 13,575,351$
Net Surplus (Deficit)(158,684)$ (5,031,158)$ (2,962,850)$ (2,444,363)$
Beginning Fund Balance 5,905,344 5,746,660 2,783,810
Ending Fund Balance 5,746,660 2,783,810 339,447
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.
190 As Amended on 05/20/13
Financial Summary
2012 2013
2011 2012 Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
Special Assessments Collected 235,028 300,000 300,000 300,000
Bond Proceeds - - - 250,000
Grant Proceeds - - - -
Investment Income 7,687 10,000 10,000 10,000
Miscellaneous - - - -
Total Revenue 242,715 310,000 310,000 560,000
Expenditures
Transfer to Debt Service Fund 317,659 317,660 317,660 317,660
Capital Outlay 740,122 1,155,000 700,000 361,000
General Management Support - - - -
Other Costs - - - -
Total Expenditures 1,057,781 1,472,660 1,017,660 678,660
Net Surplus (Deficit)(815,066) (1,162,660) (707,660) (118,660)
Beginning Fund Balance 3,759,955 2,944,889 2,237,229
Ending Fund Balance 2,944,889 2,237,229 2,118,569
Description of Major Activities
City of Evanston
Special Assessment (Fund #420)
This 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.
191 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
6000 SPECIAL ASSESSMENT
65515 OTHER IMPROVEMENTS 740,122 1,155,000 700,000 361,000
66020 TRANSFERS TO OTHER FUNDS 317,659 317,660 317,660 317,660
6000 SPECIAL ASSESSMENT 1,057,781 1,472,660 1,017,660 678,660
192 As Amended on 05/20/13
Total Full-Time Equivalent Positions
Employee Status Description
FY 2013
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
2012 2013
2011 2012 Estimated Adopted
Actual Budget Actual Budget
Operating Revenue
Parking Lots & Meters Operations 2,317,592 2,870,000 3,065,000 3,070,000
Church Street Garage Operations 539,895 767,092 704,000 716,348
Maple Avenue Garage Operations 898,492 1,151,800 1,203,400 1,204,200
Sherman Avenue Garage Operations 1,162,225 1,356,275 1,415,000 1,417,275
Transfer In- Washington National TIF 3,419,636 3,876,726 3,876,726 3,631,350
Interest Income 7,432 15,070 15,000 15,070
Miscellaneous Revenue 128,966 11,400 11,400 11,400
Reserve for Future Repairs/Replacement - 2,034,004 2,034,004 2,034,004
Total Revenue $ 8,474,238 $ 12,082,367 $ 12,324,530 $ 12,099,647
Operating Expenses
7005 - Parking System Administration 811,324 655,747 959,212 784,607
7015 - Parking Lots and Meters 701,477 1,584,510 754,332 829,052
7025 - Church Street Self Park 360,574 608,255 595,152 607,955
7030 - Church Street Debt Payments 169,336 173,126 173,126 171,250
7035 - Church / Chicago Garage Debt Payments (124,573) - - -
7036 - Sherman Avenue Garage 2,617,785 5,772,432 5,628,828 7,950,270
7037 - Maple Avenue Garage 1,446,950 1,736,960 1,555,292 1,611,920
7039 - Parking Debt 3,000 - 2,484 27,461
Transfer to General Fund - 644,242 644,242 644,242
Transfer to Fleet - 21,991 21,992 21,991
Transfer to Equipment Replacement - 30,000 30,000 30,000
Transfer to Insurance Fund - 503,877 503,277 490,236
7050 - Interfund Transfers Out 803,241 - - -
New World Finance System Loan to CIF - - - 596,000
Capital Outlay - 120,000 118,962 -
Parking Facilities Supervisor
City of Evanston
Parking Fund Summary (Fund #505)
Position Description
Parking Division Manager
Finance Operations Coordinator
Public Works Maint. Worker II
Public Works Maint. Worker II
Customer Service Representatives
Traffic Engineering Technician
Parking Fund Total
Parking Repair Worker
Public Works Operations Coordinator
City of Evanston
Parking Fund Summary (Fund #505)
2012 2013
2011 2012 Estimated Adopted
Actual Budget Actual Budget
Capital Improvements - 3,400,000 957,638 3,455,000
Total Expenditures $ 6,791,125 $ 15,253,152 $ 11,946,549 $ 17,219,983
Net Surplus (Deficit)1,683,113$ (3,170,785)$ 377,981$ (5,120,336)$
Beginning Fund Balance 22,046,297 15,194,430 15,572,411
Reclassification from Fund Balance to Capital
Assets (8,534,980)
Ending Fund Balance 15,194,430 15,572,411 10,452,075
Notes for Financial Summary
FY 2013 Department Initiatives
Staff implemented a reduced monthly rate plan for the top floor of the Sherman Avenue Self Park at $50 per month in 2010 and
added the Maple Garage top floor to the program at the end of FY 10/11.Forty-one (41)IPS single-space on-street meters
were purchased in February 2011 and are currently being used in the downtown business district.The technology accepts credit
cards as well as coin.A RFP was developed to replace the current meter technology with meters and pay stations that accept
both coin and credit cards.Staff worked with Community and Economic Development in the selection of a firm to create a
Comprehensive Signage Design manual that will be used as a template for future city wide directional sign initiatives.
The Sherman Avenue and Maple Avenue Garage Funds were consolidated with the Parking Fund in FY 2009-10.
Performance Report on FY 2012 Major Program Objectives
Continue to develop strategies to provide adequate and reasonable parking for business and employees in partnership with
Community and Economic Development in an effort to bring business opportunities to the City.This will be an continuing
initiative in every fiscal year.
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 and Economic 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 toward the end of FY 2013. This will be a multi-year project.
Evaluate a long-term funding mechanism for parking structure replacement.The current accumulated depreciation in the fund
per the 2009-10 audit was $13.7 million.This means that a substantial portion of the projected fund balance at the end of 2011
could be reserved for future capital replacement.
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 five multi-space metering
devices servicing Lot #60,a meter in Lot #14,two meters in Lot #10,and an on-street solar powered installation in the 600
block of Clark.At the Sherman Garage the upper deck lights were replaced and an inspection of the facade was completed.An
Automated License Plate Recognition system was installed in two parking enforcement jeeps.The system is designed to
improve efficiency in parking enforcement, immobilization (boot), two-hour regulation, and City sticker and permit regulating.
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
7005 PARKING SYSTEMS
61010 REGULAR PAY 786,006 974,296 951,576 979,841
61060 SEASONAL EMPLOYEES 627 10,833 833 10,833
61110 OVERTIME PAY 23,222 20,915 20,915 20,915
61210 LONGEVITY 12,733 17,323 17,300 16,727
61410 SHIFT DIFFERENTIAL 759
61415 TERMINATION PAYOUTS 5,596
61447 OPEB EXPENSES 6,938
61510 HEALTH INSURANCE 89,353 183,775 183,175 170,181
61615 LIFE INSURANCE 220 454 454 408
61626 CELL PHONE ALLOWANCE 618 672 820 852
61630 SHOE ALLOWANCE 1,235 1,300 1,359 1,325
61710 IMRF 72,904 116,019 105,500 112,911
61725 SOCIAL SECURITY 47,380 61,680 63,921 62,080
61730 MEDICARE 11,092 14,425 14,950 14,519
61815 IMRF PENSION CONTRIBUTIONS 52,476
62210 PRINTING 19 83 83 83
62225 BLDG MAINTENANCE SERVICES 8,360 164,000 19,000 14,000
62230 IMPROVEMENT MAINT SERVICE 48,385 685,795 5,000 50,000
62245 OTHER EQMT MAINTENANCE 6,759 9,000 9,000 11,200
62275 POSTAGE CHARGEBACKS 2,541 1,833 2,400 2,400
62295 TRAINING & TRAVEL 924 3,332 1,000 3,332
62305 RENTAL OF AUTO-FLEET MAINTEN.18,326 21,992 21,992 21,992
62309 RENTAL OF AUTO REPLACEMENT 6,414 30,000 30,000 30,000
62350 FISCAL AGENT SERVICES 250 500 500 500
62360 MEMBERSHIP DUES 750 750 1,200
62375 RENTALS 66,033 76,306 68,000 74,986
62380 COPY MACHINE CHARGES 86
62400 CONTRACT SVC-PARK GARAGE 1,367,060 1,530,000 1,510,650 1,574,588
62425 ELEVATOR CONTRACT COSTS 69,757 94,200 93,500 102,776
62431 ARMORED CAR SERVICES 38,527 45,000 38,000 45,000
62509 SERVICE AGREEMENTS / CONTRACTS 177,640 214,500 105,000 2,421,000
62635 OTHER INSURANCE 35,000 35,000 35,000
62660 BUSI.ATTRACTIONS/EXPANSION INV 56,397 95,000 88,000 95,000
62685 REIMB. GF FOR ADMIN. EXP 536,868
62705 BANK SERVICE CHARGES 55,612 50,157 68,000 68,000
62715 AMORT.& BOND COSTS 74,054-
64005 ELECTRICITY 252,149 352,413 297,500 352,413
64015 NATURAL GAS 676 1,100 1,100 1,100
64505 TELECOMMUNICATIONS - CARRIER L 42,220 54,755 49,200 54,755
64540 TELECOMMUNICATIONS - WIRELESS 2,812 4,831 13,000 4,831
65005 AGRI/BOTANICAL SUPPLIES 934 4,000 3,500 4,000
65020 CLOTHING 833 833 833
65040 JANITORIAL SUPPLIES 833 833 833
65045 LICENSING/REGULATORY SUPP 2,199 4,165 4,165 4,165
65050 BLDG MAINTENANCE MATERIAL 11,949 33,499 27,416 35,499
65070 OFFICE/OTHER EQT MTN MATL 10,704 14,912 14,912 14,912
65085 MINOR EQUIPMENT & TOOLS 754 833 833 833
65095 OFFICE SUPPLIES 572 1,250 1,250 1,250
65515 OTHER IMPROVEMENTS 3,520,000 1,303,847 3,455,000
66130 TRANSFER TO INSURANCE FUND 319,648 319,648 319,648
66131 TRANSFER TO GENERAL FUND 644,242 644,242 644,242
66132 TRANSFER TO GF-INSURANCE 266,373195 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
68010 DEPRECIATION EXPENSE 1,811,148 1,943,217 2,170,464 1,943,217
68205 CONTINGENCIES 7,852 14,745 210,400 610,745
68305 DEBT SERVICE-PRINCIPAL 3,876,726 3,876,726 3,825,308
68315 DEBT SERVICE-INTEREST 881,708 2,484 4,753
7005 PARKING SYSTEMS 6,789,114 15,251,140 11,944,537 17,219,983
196 As Amended on 05/20/13
Total Full-Time Equivalent Positions
Employee Status Description
FY 2013
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
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
Full-Time Regular 1.00
7120 Total
42.50
Chemist
Water Fund Total
Civil Engineer III
Microbiologist
Water Plant Operator
Water Worker II
City of Evanston
Water Fund Financial Summary (Fund #510 - 513)
Position Description
Utilities Director
Water General Support
11.00
Superintendent, Const & Fld Svcs
Exec Secretary (non-Dept Head)
Superintendent, Water Production
Water Maintenance Supervisor
Management Analyst
5.00
14.00
Division Chief, Pumping
Water Worker II
Water/Sewer Mechanic
Water/Sewer Mechanic
Water Plant Operator
Division Chief, Filtration
Division Chief, Distribution
Facilities Maintenance Worker/Custodian I
Meter Service Coordinator
Water Maintenance Supervisor
Water Worker I
2.00
GIS Analyst
Plumbing Inspector
Water Worker I
Water Worker III
Water/Sewer Crew Leader
10.50
Water Distribution Supervisor
197 As Amended on 05/20/13
City of Evanston
Water Fund Financial Summary (Fund #510 - 513)
Financial Summary
2012 2013
2011 2012 Estimated Adopted
Actual Budget Actual Budget
Operating Revenues
Evanston 4,751,615 5,600,000 6,100,000 5,684,000
Skokie 2,304,066 2,800,000 3,030,000 2,856,000
Northwest Commission 3,710,581 4,414,000 4,658,000 4,517,000
Cross Connection Control Fees 91,480 91,000 97,406 100,500
Investment Earnings 6,569 2,500 2,500 2,500
Debt Proceeds - 4,800,000 4,400,000 2,630,700
IEPA Loan - - - 1,370,000
Fees and Merchandise Sales 61,526 35,000 40,000 40,000
Fees and Outside Work 94,184 80,000 80,000 80,000
Grants 580,995 262,500 262,500 -
Insurance Reimbursement - 420,000 79,000 -
Phosphate Sales 43,655 60,000 60,000 66,000
Property Sales and Rentals 657,329 203,057 203,100 213,300
Misc Revenue 73,102 - - -
Total Revenue 12,375,102 18,768,057 19,012,506 17,560,000
Operating Expenses
7100 - General Support 2,011,130 832,838 832,831 990,583
7105 - Pumping 1,978,311 2,368,467 2,364,465 2,333,247
7110 - Filtration 1,923,780 2,563,022 2,902,021 2,635,539
7115 - Distribution 988,315 1,464,106 1,441,374 1,424,324
7120 - Meter Maintenance 269,115 313,840 313,841 309,163
7125 - Other Operating Expenses 162,344 285,530 270,530 478,592
7130 - Capital Outlay 37,736 162,500 76,300 248,500
7131 - Capital Improvement - 7,837,000 7,107,062 8,065,700
7133 - Debt Service 100,087 944,157 944,157 864,233
7133 - Debt Service - IEPA Loan 3382 - 67,506 67,506 67,506
Interfund Transfers Out- General Fund 2,737,748 3,356,300 3,356,300 3,356,300
Interfund Transfers Out- Insurance Fund 390,410 468,492 468,492 468,492
Total Expense 10,598,976 20,663,758 20,144,879 21,242,179
Net Surplus (Deficit)1,776,126 (1,895,701) (1,132,373) (3,682,179)
Beginning Unrestricted Fund Balance 6,133,887 8,246,988 7,114,615
Reclassification from Fund Balance to
Capital Assets 336,975
Ending Unrestricted Fund Balance 8,246,988 7,114,615 3,432,436
Notes for Financial Summary
during the summer of 2012.
Revenues from the sale of water are projected to be slightly higher than budget estimates due to drought conditions
198 As Amended on 05/20/13
City of Evanston
Water Fund Financial Summary (Fund #510 - 513)
Performance Report on FY2012 Major Program Objectives
FY2013 Department Initiatives
4. To work with the Public Works divisions to coordinate capital improvement projects.
The Meter Section is working with 311 and the Finance Division to make improvements to customer service during
billing and revenue collection operations. In addition, the Automatic Meter Reading (AMR) system, which was
originally installed in 2001-2002, is seeing increased Meter Transmission Unit (MTU) failures. Staff will begin
implementation of the replacement AMR system in FY 2013.
The Pumping Section worked closely with contractors responsible for replacing the electric switchgear destroyed by
fire in May of 2011 and the contractor installing the new Supervisory Control and Data Acquisition (SCADA) system.
In addition, section staff designed and installed sprinkler systems in the areas where all petroleum products are
stored. The upgrade of the fire alarm system at the plant was also accomplished in 2012. Both Pumping and
Filtration staff were used to upgrade the starters for the filter backwash pumps in order to prolong the life and
increase the efficiency of these pumps.
The Filtration Section assisted the contractor in the remediation of the 1964 filters which included installation of new
undertrains and filter media. The project was completed ahead of schedule and under budget. In addition, staff
completed the installation of 24 filter turbidimeters. These units measure turbidity (suspended material) throughout
the treatment process and turbidity is a primary regulatory compliance parameter for the facility. The section was
also responsible for performing extensive testing of the 1948 and 1964 filters related to increasing the IEPA
approved capacity of these filters. Filtration staff continued to work closely with the SCADA contractor and helped
complete the chemical and chlorine control systems implementation.
3. Continue to develop and implement a strategy to expand Evanston’s wholesale water customer base.
1. The Water Division continues to strive to be a leader in the public drinking water industry by providing
high quality water to over 350,000 customers. The number one objective is to continue vigilantly
monitoring the quality and quantity of water provided to our customers.
2. To assure the quality of the potable water supply by completing major treatment plant improvements,
including the upgrade of the flowmeter system and improvements to the 48" raw water intake.
The Administration Section continued implementation and management of the workforce development program.
One Evanston resident graduated from the two-year job training program, while an additional resident began
working under this initiative. Interns were hired to work with the maintenance staff, as well as on the Water &
Sewer Division’s GIS/CityWorks application. The Administration staff also continued providing oversight on several
capital improvement projects including the expansion of the wholesale customer base.
Distribution Section staff has been focused on making the needed repairs and replacements in advance of FY2012
and FY2013 street resurfacing programs. Summer 2012 saw a higher than average number of needed water main
break repairs due to the dry soil and increased flows. Staff has also been engaged in the regular maintenance and
repairs associated with the operation of the City's distribution system.
During FY2012, the Water Division continued to work on a number of capital improvement projects, as well as the
continued maintenance and operations of the facilities.
199 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
7100 WATER DEPARTMENT
61010 REGULAR PAY 2,292,006 2,984,922 2,984,923 3,118,072
61050 PERMANENT PART-TIME 1,760
61060 SEASONAL EMPLOYEES 21,821 32,640 28,640 32,640
61071 INTERNSHIP PROGRAM 2,178 12,480 12,480 12,480
61072 JOB TRAINING PROGRAM 21,247 62,400 62,400 124,800
61110 OVERTIME PAY 93,415 99,325 99,325 99,325
61210 LONGEVITY 35,920 49,189 49,549 48,853
61410 SHIFT DIFFERENTIAL 13,430
61415 TERMINATION PAYOUTS 1,013
61447 OPEB EXPENSES 21,772
61510 HEALTH INSURANCE 536,215 559,629 559,627 594,780
61615 LIFE INSURANCE 1,282 1,582 1,582 1,612
61625 AUTO ALLOWANCE 4,121 4,980 4,980 4,980
61626 CELL PHONE ALLOWANCE 149 360 360 360
61630 SHOE ALLOWANCE 4,615 5,070 5,070 5,130
61710 IMRF 231,207 354,991 354,991 358,813
61725 SOCIAL SECURITY 147,720 191,097 191,097 198,841
61730 MEDICARE 34,908 44,692 44,692 46,503
61815 IMRF PENSION CONTRIBUTIONS 163,877
62180 STUDIES 100,214 222,000 207,000 402,000
62210 PRINTING 6,785 5,998 5,998 13,000
62225 BLDG MAINTENANCE SERVICES 1,500 2,500 2,500 2,500
62227 ADVOCACY SVCS-HOLLAND & KNIGHT 900
62230 IMPROVEMENT MAINT SERVICE 34,878 66,500 43,500 53,500
62235 OFFICE EQUIPMENT MAINT 824 1,600 1,600 1,600
62245 OTHER EQMT MAINTENANCE 24,507 37,400 37,400 37,400
62273 LIEN FILING FEES 1,500 1,500 1,500
62275 POSTAGE CHARGEBACKS 2,934 3,000 3,000 9,500
62280 OVERNIGHT MAIL CHARGES 201
62295 TRAINING & TRAVEL 11,150 22,000 22,000 22,200
62305 RENTAL OF AUTO-FLEET MAINTEN.102,292 122,751 122,661 122,751
62309 RENTAL OF AUTO REPLACEMENT 60,226 72,275 72,275
62315 POSTAGE 14,950 19,500 19,500 19,500
62340 COMPUTER LICENSE & SUPPORT 52,661 60,730 60,730 61,691
62360 MEMBERSHIP DUES 2,209 2,570 2,760 2,760
62375 RENTALS 86
62380 COPY MACHINE CHARGES 788 1,194 1,194 1,200
62381 COPY MACHINE LEASES 2,000 2,000 2,000
62415 DEBRIS/REMOVAL CONTRACTUAL COS 19,418 40,000 40,000 40,000
62420 MWRD FEES 308,512 458,670 797,670 481,100
62455 WTR/SWR BILL PRINT AND MAIL CO 9,800 9,800 12,800
62460 WTR/SWR BILL EPAYMENT CONTRACT 7,945 15,000 15,000 15,000
62463 WATER MAINTENANCE CONTRACTS 1,000 1,000 1,000
62465 OUTSIDE LABARATORY COSTS (HLTH 4,956 15,000 15,000 19,500
62705 BANK SERVICE CHARGES 929
62715 AMORT.& BOND COSTS 941-
62730 GAIN/LOSS SALE FIXED ASST 113,238
64005 ELECTRICITY 823,839 950,000 950,000 950,000
64015 NATURAL GAS 201,828 186,500 186,500 120,000
64505 TELECOMMUNICATIONS - CARRIER L 5,247 9,400 9,400 9,400
64510 TELECOMMUNICATIONS EQUIPMENT 926
64540 TELECOMMUNICATIONS - WIRELESS 12,072 16,008 16,008 16,008200As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
65005 AGRI/BOTANICAL SUPPLIES 830 1,000 1,000 1,000
65010 BOOKS, PUBLICATIONS, MAPS 3,432 6,550 6,550 9,550
65015 CHEMICALS 350,101 505,000 505,000 505,000
65020 CLOTHING 3,714 4,900 4,900 4,900
65030 PHOSPHATE CHEMICALS 71,681 90,000 90,000 99,000
65035 PETROLEUM PRODUCTS 5,471 15,500 15,500 15,500
65040 JANITORIAL SUPPLIES 2,090 6,400 6,400 6,400
65050 BLDG MAINTENANCE MATERIAL 1,964 7,500 7,500 7,500
65051 MATERIALS- STREETS DIVISION 27,600 27,600 27,600
65055 MATER. TO MAINT. IMP.90,935 150,000 150,000 150,000
65070 OFFICE/OTHER EQT MTN MATL 113,656 193,200 193,200 193,200
65075 MEDICAL & LAB SUPPLIES 11,930 17,000 17,000 17,000
65080 MERCHANDISE FOR RESALE 10,108 35,000 35,000 35,000
65085 MINOR EQUIPMENT & TOOLS 4,816 7,500 7,500 7,500
65090 SAFETY EQUIPMENT 1,697 6,000 5,800 5,800
65095 OFFICE SUPPLIES 4,825 5,000 5,000 5,000
65105 PHOTO/DRAFTING SUPPLIES 155 400 400 400
65515 OTHER IMPROVEMENTS 1,426 4,270,000 7,107,062 8,065,700
65550 AUTOMOTIVE EQUIPMENT 81,000
65555 PERSONAL COMPUTER EQUIPMENT 4,000 10,000 10,000 30,000
65653 CONSTRUCTION FEES 418
65702 WATER GENERAL PLANT 31,892 3,719,500 66,300 152,500
66020 TRANSFERS TO OTHER FUNDS 3,234,481
66130 TRANSFER TO INSURANCE FUND 468,492 468,492 468,492
66131 TRANSFER TO GENERAL FUND 3,356,300 3,356,300 3,356,300
68010 DEPRECIATION EXPENSE
68105 CAPITAL CONTRIB.- 2010B BONDS 21,349
68205 CONTINGENCIES 77 1,000 1,000 1,000
68305 DEBT SERVICE-PRINCIPAL 1,011,664 1,011,663 931,739
7100 WATER DEPARTMENT 10,598,976 20,663,758 20,144,879 21,242,179
201 As Amended on 05/20/13
Total Full-Time Equivalent Positions
Employee Status Description
FY 2013 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
2012 2013
2011 2012 Estimated Adopted
Actual Budget Actual Budget
Operating Revenues
Operations 11,339,113 12,908,000 14,063,000 12,908,000
Debt Proceeds 8,099,352 5,000,000 4,000,000 4,000,000
Debt Proceeds - 2012 IEPA Loan - 4,000,000 - 3,100,000
Investment Earnings 2,094 1,000 1,000 1,000
Grants - MWRD - - - 822,500
Miscellaneous 37,488 91,236 14,700 18,865
Total Revenue 19,478,047 22,000,236 18,078,700 20,850,365
Operating Expenses
7400 - Sewer Operations 4,252,569 1,869,650 1,866,650 2,134,549
7410 - Other Operating Expenses 23,305 48,100 48,100 43,300
7411 - Interfund Transfers Out (excluding
Fleet)446,658 529,403 529,403 602,399
7415 - Capital Outlay 10,973 18,000 18,000 20,600
7420 - Capital Improvement Account 24,218 4,753,000 753,000 4,922,500
7500 - Debt Service 2,362,727 14,242,990 14,242,252 11,542,740
Total Expenses 7,120,450 21,461,143 17,457,405 19,266,088
Net Surplus (Deficit)12,357,597 539,093 621,295 1,584,277
Beginning Unrestricted Fund Balance (889,063) 3,513,271 4,134,566
Reclassification from Fund Balance to
Capital Assets (7,955,263)
Ending Unrestricted Fund Balance 3,513,271 4,134,566 5,718,843
Fixed Assets - Net of Debt 108,690,722
Total Net Assets 112,203,993
Water Worker II
Plumbing Inspector
City of Evanston
Sewer Fund Summary (Fund #515)
Sewer Fund Total
Position Description
Division Chief, Distribution
Engineering Associate II
Water/Sewer Crew Leader
Water Worker III
13.00
Sewer Supervisor
Water Worker I
202 As Amended on 05/20/13
City of Evanston
Sewer Fund Summary (Fund #515)
Notes for Financial Summary
1. Estimated actual operating revenue for FY 2012 is higher than budgeted revenue due to drought conditions, which
resulted in abnormally high water usage in summer months (sewer billings are based on metered water usage).
2. Debt service is reduced in the FY 2013 budget due to retirement of several outstanding loans/bonds.
3. A large diameter sewer rehab project was budgeted at $4.0 million in FY 2012. Due to the timeline needed to
secure IEPA loan funding, this capital improvement project was moved to FY 2013. The FY 2013 budget is based
on the low bid received for this project.
Performance Report on FY 2012 Major Program Objectives
Comprehensive Performance Measures
Description
FY 2012
Mid-Year Total
FY 2012
Year-End Target
Sewer Complaints (seepage, backups,
overflows, etc)89 200
Employee Health & Safety (days lost from
work due to illness or injury)2.6 3.6
Regulatory Compliance (EPA)0 0
FY 2013 Department Initiatives
1. Continue to coordinate the inspection and repair of sewer mains in advance of the street resurfacing program.
2. Continue to repair/replace combined sewer structures on streets being resurfaced.
3. Continue preventing cleaning and inspection of sewer mains and drainage structures.
4. Continue to perform inspection of combined and storm sewer outfalls in accordance with IEPA requirements.
5. Continue the annual CIPP sewer lining program (small diameter sewers).
6. Conduct CIPP lining of approximately 6,900 feet of large diameter sewers using IEPA loan funding.
During FY 2012, capital improvements included rehabilitating sewers through CIPP lining, repairing sewers and drainage
structures on streets being resurfaced, and emergency sewer repairs. The Sewer Division crews continued performing the
preventative maintenance of 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. During FY 2012 the 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 the paving of the street.
3.6
0
FY 2013
Target
200
203 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
7400 SEWER DEPARTMENT
61010 REGULAR PAY 602,818 794,157 794,157 806,782
61060 SEASONAL EMPLOYEES 12,180 4,800 4,800 4,800
61110 OVERTIME PAY 21,055 23,000 40,000 30,000
61210 LONGEVITY 11,579 14,485 14,485 12,725
61410 SHIFT DIFFERENTIAL 7
61415 TERMINATION PAYOUTS 8,920
61447 OPEB EXPENSES 7,302
61510 HEALTH INSURANCE 142,255 139,878 139,878 167,692
61615 LIFE INSURANCE 246 321 321 338
61626 CELL PHONE ALLOWANCE 149
61630 SHOE ALLOWANCE 1,755 1,560 1,560 1,720
61710 IMRF 65,093 94,611 94,611 92,850
61725 SOCIAL SECURITY 43,186 50,483 50,483 51,255
61730 MEDICARE 10,100 11,806 11,806 11,987
61815 IMRF PENSION CONTRIBUTIONS 43,700
62180 STUDIES 25,000 25,000 20,000
62227 ADVOCACY SVCS-HOLLAND & KNIGHT 900
62230 IMPROVEMENT MAINT SERVICE 15,000 15,000 15,000
62245 OTHER EQMT MAINTENANCE 3,843 6,000 6,000 6,000
62295 TRAINING & TRAVEL 3,000 3,000 3,000
62305 RENTAL OF AUTO-FLEET MAINTEN.148,107 177,729 177,729 177,729
62309 RENTAL OF AUTO REPLACEMENT 106,374 184,650 127,650
62315 POSTAGE 13,679 17,000 17,000 17,000
62340 COMPUTER LICENSE & SUPPORT 2,305 2,100 2,100 2,300
62360 MEMBERSHIP DUES 200
62415 DEBRIS/REMOVAL CONTRACTUAL COS 25,668 40,000 40,000 40,000
62421 NPDES FEES - SEWER 21,000 21,000 21,000 21,000
62455 WTR/SWR BILL PRINT AND MAIL CO 9,800 9,800 9,800
62460 WTR/SWR BILL EPAYMENT CONTRACT 7,287 15,000 15,000 15,000
62461 SEWER MAINTENANCE CONTRACTS 167,693 408,000 465,000 715,000
62705 BANK SERVICE CHARGES 36,948
64540 TELECOMMUNICATIONS - WIRELESS 2,249 3,470 3,470 3,470
65015 CHEMICALS 1,350 1,600 1,600 1,600
65020 CLOTHING 1,165 1,300 1,300 1,300
65040 JANITORIAL SUPPLIES 400 400 400
65050 BLDG MAINTENANCE MATERIAL 3,361
65051 MATERIALS- STREETS DIVISION 27,600 27,600 27,600
65055 MATER. TO MAINT. IMP.17,316 60,000 40,000 60,000
65070 OFFICE/OTHER EQT MTN MATL 4,333 6,700 6,700 7,000
65085 MINOR EQUIPMENT & TOOLS 2,785 3,500 3,500 3,500
65090 SAFETY EQUIPMENT 2,781 3,800 3,800 3,800
65515 OTHER IMPROVEMENTS 4,503,000 503,000 4,422,500
65550 AUTOMOTIVE EQUIPMENT 347,000
65555 PERSONAL COMPUTER EQUIPMENT 10,973 10,000 10,000 8,600
65625 FURNITURE, FIXTURE & EQUIPMENT 8,000 8,000 12,000
66020 TRANSFERS TO OTHER FUNDS 446,658
66025 TRAN.TO DS FUND- ERI DEBT SERV 117,215 117,215
66026 TRANSFER TO DEBT SERVICE FUND 190,211
66130 TRANSFER TO INSURANCE FUND 269,988 269,988 269,988
66131 TRANSFER TO GENERAL FUND 142,200 142,200 142,200
68010 DEPRECIATION EXPENSE 2,746,965
68105 CAPITAL CONTRIB.- 2010B BONDS 37,100204 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
68205 CONTINGENCIES 19 74,173
68305 DEBT SERVICE-PRINCIPAL 13,010,677 13,049,729 10,357,655
68315 DEBT SERVICE-INTEREST 2,339,249 1,158,140 1,192,522 1,185,085
7400 SEWER DEPARTMENT 7,120,450 2 1,461,143 17,457,405 19,266,088
205 As Amended on 05/20/13
Total Full-Time Equivalent Positions
Employee Status
Description
2013
Position FTE
Full-Time Regular 9.00
7690 Total 9.00
9.00
Financial Summary
2012 2013
2011 2012 Estimated Adopted
Actual Budget Actual Budget
Operating Revenue
Property Tax Transfer from General Fund - 1,245,967 1,245,967 1,245,967
Solid Waste Franchise Fees 148,773 175,000 175,000 175,000
SWANCC Recycling Incentive 283,870 140,000 140,000 140,000
Sanitation Charges 1,943,468 2,954,033 2,954,033 2,954,033
Sanitation Svc. Chg. Penalty 34,887 30,000 30,000 30,000
Special Pickup Fees 69,897 100,000 100,000 100,000
State Recycling Grant 139,774 - - -
Trash Cart Sales 39,058 15,000 24,024 15,000
Yard Waste Fee 240,454 350,000 350,000 350,000
Total Revenue $ 2,900,181 $ 5,010,000 $ 5,019,024 $ 5,010,000
Operating Expense
Refuse Collection & Disposal 2,979,100 3,077,218 3,077,218 3,259,574
Residential Recycling Collection 814,397 1,360,393 1,360,392 1,254,398
Yard Waste Collection 678,394 750,250 750,250 750,250
Total Expenses 4,471,891$ $ 5,187,861 5,187,860$ 5,264,222$
NET SURPLUS (DEFICIT)$ (1,571,710)$ (177,861)$ (168,836) $ (254,222)
Beginning Fund Balance - (1,571,710) (1,740,546)
Ending Fund Balance (1,571,710) (1,740,546) (1,994,768)
Description of Major Activities:
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.
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.
Position Description
Equipment Operator II
The Solid Waste Agency of Northern Cook County (SW ANCC) provides a recycling incentive rebate that
is based on the tons of recycled material collected. The incentive is used to offset the purchase of
recycling carts.
Solid Waste Fund Total
206 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
7600 SOLID WASTE
61010 REGULAR PAY 456,334 573,245 573,245 526,454
61060 SEASONAL EMPLOYEES 42,056 50,000 50,000 50,000
61110 OVERTIME PAY 29,409 22,000 22,000 22,000
61210 LONGEVITY 6,596 8,835 8,835 5,480
61410 SHIFT DIFFERENTIAL 134
61415 TERMINATION PAYOUTS 2,524
61447 OPEB EXPENSES 5,626
61510 HEALTH INSURANCE 145,746 158,322 158,322 114,000
61615 LIFE INSURANCE 198 255 255 220
61630 SHOE ALLOWANCE 1,040 1,300 1,300 1,240
61710 IMRF 39,795 68,103 68,103 60,268
61725 SOCIAL SECURITY 28,203 39,366 39,366 36,452
61730 MEDICARE 6,596 9,206 9,206 8,525
61815 IMRF PENSION CONTRIBUTIONS 34,745
62210 PRINTING 10,551
62275 POSTAGE CHARGEBACKS 200 200 200
62295 TRAINING & TRAVEL 876 900 900 900
62305 RENTAL OF AUTO-FLEET MAINTEN.248,392 298,071 298,071 298,071
62309 RENTAL OF AUTO REPLACEMENT 147,608 177,131 177,131 177,131
62380 COPY MACHINE CHARGES 750 1,326 1,326 1,326
62390 CONDOMINIUM REFUSE COLL 302,500 377,000 377,000 392,080
62405 SWANCC DISPOSAL FEES 724,580 1,000,000 1,000,000 1,000,000
62415 DEBRIS/REMOVAL CONTRACTUAL COS 1,900,706 2,290,000 2,394,000 2,457,276
64006 STREET LIGHT ELECTRICITY 957
65015 CHEMICALS 200 200 200
65020 CLOTHING 150 1,250 1,250 1,250
65055 MATER. TO MAINT. IMP.84 400 400 400
65085 MINOR EQUIPMENT & TOOLS 1,336 700 700 700
65090 SAFETY EQUIPMENT 376 1,000 1,000 1,000
65125 OTHER COMMODITIES 750 750 750
65625 FURNITURE, FIXTURE & EQUIPMENT 104,706 25,000 25,000 25,000
68105 CAPITAL CONTRIB.- 2010B BONDS 155,200
68205 CONTINGENCIES 906
68310 DEBT SERVC OTHER AGENCIES 69,513 83,300 83,300 83,300
68315 DEBT SERVICE-INTEREST 3,699
7600 SOLID WASTE 4,471,891 5 ,187,861 5,291,860 5,264,222
207 As Amended on 05/20/13
City Of Evanston
Fleet Maintenance Fund Summary (Fund #600)
Total Full-Time Equivalent Positions
Employee Status Description FY 2013
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
2012 2013
2011 2012 Estimated Adopted
Actual Budget Actual Budget
Revenues
General Fund 2,877,887 2,457,356 2,457,356 2,507,356
Library Fund - 2,381 2,381 2,381
Parking Fund 24,740 21,992 21,992 21,992
Water Fund 162,518 122,751 122,751 122,751
Sewer Fund 254,484 177,729 177,729 177,729
Solid Waste Fund 395,999 298,071 298,071 298,071
Sale of Surplus Property 85,109 75,000 80,000 -
Damage to City Property - 24,798 24,798 24,798
Miscellaneous Revenue 302,718 20,000 10,000 10,000
Transfers for Capital Improvements - - -
Interest Income 273 4,165 1,000 1,000
Total Revenues 4,103,728 3,204,243 3,196,078 3,166,078
Expenditures
General Support 1,304,541 284,571 276,652 292,007
Major Maintenance 2,517,585 3,211,873 3,118,075 3,217,058
Transfer to Equipment Replacement Fund - 2,222,069 1,481,379 -
Capital Outlay 35,219 - - -
Total Expenditures 3,857,345 5,718,513 4,876,106 3,509,065
Net Surplus (Deficit)246,383 (2,514,270) (1,680,028) (342,987)
Beginning Fund Balance 2,393,958 1,639,611 (40,417)
Reclassification from Fund Balance to
Capital Assets (1,000,730) - -
Ending Fund Balance 1,639,611 (40,417) (383,404)
Position Description
Fleet Services Manager
General Support
Major Maintenance
10.00
Auto Shop Supervisor
Equipment Mechanic III
Fleet Operations Coordinator
Lead Mechanic
2.00
208 As Amended on 05/20/13
City Of Evanston
Fleet Maintenance Fund Summary (Fund #600)
Performance Report on FY2012 Major Program Objectives
2012 Department Initiatives
FY2013 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 and equipment purchasing 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 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.
209 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
7700 FLEET DEPARTMENT
61010 REGULAR PAY 822,944 809,603 809,603 830,206
61110 OVERTIME PAY 45,530 33,248 33,248 33,248
61210 LONGEVITY 9,231 8,961 8,961 10,621
61410 SHIFT DIFFERENTIAL 4,626 4,626 4,856
61415 TERMINATION PAYOUTS 791
61430 OTHER PAYOUTS 8,087
61447 OPEB EXPENSES 8,459
61510 HEALTH INSURANCE 190,418 195,847 195,847 182,968
61615 LIFE INSURANCE 343 424 424 446
61625 AUTO ALLOWANCE 1,569 1,896 1,896 1,896
61626 CELL PHONE ALLOWANCE 556 672 672 672
61630 SHOE ALLOWANCE 1,365 1,430 1,430 1,550
61710 IMRF 90,405 95,772 95,772 95,266
61725 SOCIAL SECURITY 50,040 51,332 51,332 52,621
61730 MEDICARE 12,130 12,005 12,005 12,307
62205 ADVERTISING 7,323 7,497 5,000 7,498
62235 OFFICE EQUIPMENT MAINT 1,439 2,900 1,500 2,900
62240 AUTOMOTIVE EQMP MAINT 19,136 20,000 18,000 20,000
62245 OTHER EQMT MAINTENANCE 9,376 10,700 10,000 10,700
62275 POSTAGE CHARGEBACKS 24 200 100 200
62295 TRAINING & TRAVEL 2,152 3,000 2,700 3,000
62315 POSTAGE 180
62340 COMPUTER LICENSE & SUPPORT 10,213 10,395 10,395 10,395
62355 LAUNDRY/OTHER CLEANING 14,322 7,000 14,000 7,000
62360 MEMBERSHIP DUES 1,728 1,517 1,500 1,517
62375 RENTALS 11,879 2,499 2,499
62380 COPY MACHINE CHARGES 836 519 519
62402 VEHICLE LEASE CHARGES 23,940
64505 TELECOMMUNICATIONS ‐ CARRIER L 1,961 4,744 2,600 4,744
64540 TELECOMMUNICATIONS ‐ WIRELESS 998 2,250 1,100 2,250
65010 BOOKS, PUBLICATIONS, MAPS 1,293 1,000 500 1,000
65015 CHEMICALS 4,663 13,000 10,500 13,000
65020 CLOTHING 750 750
65035 PETROLEUM PRODUCTS 971,631 1,020,000 950,000 1,020,000
65040 JANITORIAL SUPPLIES 667 600 666
65045 LICENSING/REGULATORY SUPP 80,566 83,300 80,000 83,300
65050 BLDG MAINTENANCE MATERIAL 442 1,300 900 1,300
65055 MATER. TO MAINT. IMP. 480 3,000 2,500 3,000
65060 MATER. TO MAINT. AUTOS 1,148,806 950,000 935,000 950,000
65065 TIRES & TUBES 94,044 90,000 87,000 90,000
65085 MINOR EQUIPMENT & TOOLS 19,696 19,000 17,500 19,000
65090 SAFETY EQUIPMENT 1,576 666 2,500 666
65095 OFFICE SUPPLIES 1,229 2,000 2,292 2,000
65550 AUTOMOTIVE EQUIPMENT 164,044
66020 TRANSFERS TO OTHER FUNDS 2,222,069 1,481,379
66025 TRAN.TO DS FUND‐ ERI DEBT SERV 21,500 22,274 22,274 24,054
68205 CONTINGENCIES ‐ 450 450 450
7700 FLEET DEPARTMENT 3,857,345 5,718,513 4,876,106 3,509,065
210 As Amended on 05/20/13
Financial Summary
2012 2012 2013
2011 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenues
General Fund - 1,742,590 1,742,590 1,242,590
Library Fund - 1,700 1,700 1,700
Parking Fund - 30,000 30,000 30,000
Water Fund - 72,275 - -
Sewer Fund - 127,650 - -
Solid Waste Fund - 177,131 177,131 177,131
Sale of Surplus Property - 210,217 105,000 210,217
Miscellaneous Revenue 11,000
Transfer from Fleet Fund - 2,222,069 1,481,379 -
Total Revenues - 4,583,632 3,548,800 1,661,638
Expenditures
Capital Outlay - 3,500,000 2,400,000 2,400,000
Capital Leases - 50,000 32,000 50,000
Depreciation - - - -
Total Expenditures - 3,550,000 2,432,000 2,450,000
Net Surplus (Deficit)- 1,033,632 1,116,800 (788,362)
Beginning Fund Balance - - 1,116,800
Ending Fund Balance - 1,033,632 1,116,800 328,438
Description of Major Activities
City Of Evanston
Equipment Replacement Fund Summary (Fund #601)
This 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. Equipment
Replacement funds were previously part of the Fleet Services Fund.
211 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
7780 EQUIPMENT REPLACEMENT
62375 RENTALS 25,000 7,000 25,000
62402 VEHICLE LEASE CHARGES 25,000 25,000 25,000
65550 AUTOMOTIVE EQUIPMENT 3,500,000 2,400,000 2,400,000
7780 EQUIPMENT REPLACEMENT 3,550,000 2,432,000 2,450,000
212 As Amended on 05/20/13
Total Full-Time Equivalent Positions
Employee Status Description FY 2012 Position
FTE
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 1.00
Full-Time Regular 1.00
Total 4.00
4.00
Financial Summary
2012 2012 2013
2011 Adopted Estimated Adopted
Actual Budget Actual Budget
Revenue By Source
General Admin Contribution- General Fund 98,582 121,207 121,204 121,204
General Admin Contribution- E911 775 930 930 930
General Admin Contribution- CDBG 775 930 930 930
General Admin Contribution- E.D. 775 930 930 930
General Admin Contribution- Parking 14,193 17,032 17,032 17,032
General Admin Contribution- Water Fund 20,793 24,962 24,962 24,962
General Admin Contribution- Sewer Fund 11,992 14,385 14,385 14,385
Liability/Property Contribution- General Fund 739,448 909,150 909,150 909,150
Liability/Property Contribution- E911 5,810 6,972 6,972 6,972
Liability/Property Contribution- CDBG 5,810 6,972 6,972 6,972
Liability/Property Contribution- E.D. 5,810 6,972 6,972 6,972
Liability/Property Contribution- Parking Fund 106,442 127,731 127,731 127,731
Liability/Property Contribution- Water Fund 155,945 187,209 187,209 187,209
Liability/Property Contribution- Sewer Fund 89,942 107,887 107,887 107,887
Workers' Comp Contribution- General Fund 1,013,938 1,244,860 1,244,860 1,244,860
Workers' Comp Contribution- Library Fund 5,898 5,898 5,898
Workers' Comp Contribution- E911 7,955 9,546 9,546 9,546
Workers' Comp Contribution- CDBG 7,955 9,546 9,546 9,546
Workers' Comp Contribution- E.D. 7,955 9,546 9,546 9,546
Workers' Comp Contribution- Parking Fund 145,738 174,886 174,886 174,886
Workers' Comp Contribution- Water Fund 213,516 256,322 256,322 256,322
Workers' Comp Contribution- Sewer Fund 123,146 147,716 147,716 147,716
Subrogation Proceeds 77,363 83,300 83,300 83,300
Investment Income 823 41,650 41,650 41,650
Workers Comp & Liability - Subtotal 2,855,481 3,516,539 3,516,536 3,516,536
City of Evanston
Insurance Fund Summary (Fund #605)
Position Description
Insurance Fund Total
Assistant City Attorney
Executive Secretary (to Department Head)
Workers' Comp and Safety Manager
Insurance Administrator
213 As Amended on 05/20/13
City of Evanston
Insurance Fund Summary (Fund #605)
2012 2012 2013
2011 Adopted Estimated Adopted
Actual Budget Actual Budget
Health Insurance Chargebacks- General Fund 7,947,664 7,602,935 7,602,935 8,232,350
Health Insurance Chargebacks - Library Fund 308,920 308,920 318,681
Health Insurance Chargebacks - NSP2 Fund 5,463 15,635 15,635 16,390
Health Insurance Chargebacks- E911 Fund 74,836 77,647 77,647 81,545
Health Insurance Chargebacks- CDBG 19,138 10,780 10,780 12,586
Health Insurance Chargebacks- E.D. Fund 36,576 57,886 57,886 56,081
Health Insurance Chargebacks- Parking Fund 89,573 184,229 184,229 170,588
Health Insurance Chargebacks- Water Fund 537,497 561,211 561,211 596,392
Health Insurance Chargebacks- Sewer Fund 142,502 140,199 140,199 168,030
Health Insurance Chargebacks - Solid Waste 145,944 158,577 158,577 114,220
Health Insurance Chargebacks- Fleet Fund 184,761 196,271 196,271 183,414
Retiree Health Insurance Contributions 1,429,614 1,903,503 1,903,503 1,684,894
Employee Health Insurance Contributions 1,244,736 1,209,056 1,209,056 1,760,276
One Time IPBC Distribution - 200,000 200,000 300,000
Health & Life insurance - Subtotal 11,858,304 12,626,849 12,626,849 13,695,447
Total Revenues 14,713,785 16,143,388 16,143,385 17,211,983
Expenditures
General Administration & Support 241,733 354,104 372,762 294,093
Auditing - - 25,000 25,000
Liability/Property Insurance Premiums 372,834 470,000 470,000 470,000
Liability Legal Fees 512,429 350,000 350,000 350,000
Liability Settlement Payments 250,290 400,000 400,000 400,000
Transfer--to ERI Debt Service - 7,709 8,325
Workers' Comp Insurance Premiums 81,437 114,400 114,400 114,400
Workers' Comp Legal Fees 56,692 60,000 71,413 80,500
Workers' Comp Medical Payments 781,652 850,000 650,000 800,000
Workers' Comp Settlement Payments 652,848 700,000 950,000 1,100,000
Workers' Comp TPA Pymts (non specific) 125,458 145,000 145,000 145,000
Workers' Comp TTD Pymts (non sworn)85,822 140,000 - -
Workers' Comp & Liability - Subtotal 3,161,195 3,583,504 3,556,284 3,787,318
General Administration & Support 2,556 98,878 98,878 94,093
Health Insurance Premiums 12,679,229 13,005,609 13,005,609 13,458,615
Health Insurance Opt Out Payments 58,080 78,000 78,000 84,000
Health & Life Insurance - Subtotal 12,739,865 13,182,487 13,182,487 13,636,708
Total Expenditures 15,901,060 16,765,991 16,738,771 17,424,026
Workers' Comp & Liability Surplus (Deficit) (305,714) (66,965) (39,748) (270,782)
Health & Life Insurance Surplus (Deficit)(881,561) (555,638) (555,638) 58,739
Net Surplus (Deficit)(1,187,275) (622,603) (595,386) (212,043)
Beginning Fund Balance (4,937,497) (6,124,772) (6,720,158)
Ending Fund Balance (6,124,772) (6,720,158) (6,932,201)
214 As Amended on 05/20/13
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.
Performance Report on FY 2012 Initiatives
All departments did a self-audit of safety issues and practices related to the work of their department. Human
Resources bid out and Contracted with CCMSI to conduct a Safety Audit of all City facilities, policies and
practices. Fire Department staff received a follow-up personal safety training to support injury prevention. As of
9/5/12, twenty-eight (28) City of Evanston employees became OSHA certified. Another certification training will be
offered in October of 2012. Through on-site training with Fire and Life Safety Services there has been a significant
decrease in the number of work related injuries in 2012.
While an Accident Review Board has been in existence for many years to review damage to City vehicles, a Citywide
Safety Committee is being established in the fall of 2012 that will review patterns of worker related injuries.
Each department will establish a set of safety goals to prevent and reduce employee injuries. Staff will continue to
offer safety training to those departments with employees who are having the most injuries.
The City just renewed the contract with CCMSI and will continue working with them till the expiration of this contract
which will be end of February 2013.
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.
FY 2013 Fund Initiatives
Work with Departments to establish short and long term goals to address issues identified in the 2012 Safety Audit
conducted by CCMSI.
Work with Departments to identify and support training needs specific to their employees and their safety issues -
identified in 2012 audit.
Work with Facilities m anagement to establish short and long term goals to address facility issues identified in the
2012 audit.
Update and/or create missing safety policies that support the safety of our employees - suggestions presented in
2012 audit.
Identify and support city-wide training needs of employees that will increase safety and reduce employee injuries.
Do an RFP to establish third party administrator for workers compensation claims - current contract extension
expires end of February 2013.
215 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
7800 INSURANCE
61010 REGULAR PAY 261,467 281,342 398,878 275,624
61110 OVERTIME PAY 1,350
61210 LONGEVITY 1,479 1,944 1,944 1,783
61415 TERMINATION PAYOUTS 3,518
61510 HEALTH INSURANCE 72,455 72,454 56,170
61615 LIFE INSURANCE 241 241 220
61625 AUTO ALLOWANCE 497 600 600 600
61626 CELL PHONE ALLOWANCE 52
61710 IMRF 18,077 33,144 33,144 31,430
61725 SOCIAL SECURITY 12,395 17,017 17,017 16,771
61730 MEDICARE 2,899 3,980 3,980 3,922
62110 AUDITING 25,000 25,000 25,000
62130 LEGAL SERVICES ‐ GENERAL 200,315 350,000 350,000 350,000
62260 SETTLEMENT COSTS ‐ LIABILITY 385,041 400,000 400,000 400,000
62266 TPA SERVICE CHARGES 125,458 145,000 145,000 145,000
62295 TRAINING & TRAVEL 417 416 417
62380 COPY MACHINE CHARGES 125
62615 INSURANCE PREMIUM 412,834 470,000 470,000 470,000
65010 BOOKS, PUBLICATIONS, MAPS 417 416 417
65125 OTHER COMMODITIES 833 833 833
66025 TRAN.TO DS FUND‐ ERI DEBT SERV 5,710 7,709 7,709 8,325
66040 GENERAL ADMINIST. & SUPPORT 2,556
66044 WORKERS COMP. INSUR.PREMIUMS 81,437 114,400 114,400 114,400
66045 WORKERS COMP LEGAL FEES 56,692 60,000 71,413 80,500
66046 WORKERS COMP. MEDICAL PAYMENTS 881,652 850,000 650,000 800,000
66047 WORKERS COMP. SETTLEMENT PMNTS 752,848 700,000 874,371 1,100,000
66049 WORK.COMP. TTD PMNT(NON SWORN) 153,528 140,000
66050 HEALTH INSURANCE PREMIUMS‐PPO 8,312,686 8,453,645 8,453,645 9,540,388
66051 HEALTH INSURANCE PREMIUMS‐ HMO 4,152,386 4,551,962 4,551,963 3,898,226
66054 MEDICARE SUPPL.‐SENIORS CHOICE 17,978 7,885 17,347 20,000
66059 HEALTH INS. OPT OUT EXPENSES 58,080 78,000 78,000 84,000
7800 INSURANCE 15,901,060 16,765,991 16,738,771 17,424,026
216 As Amended on 05/20/13
Financial Summary
2012 2013
2011 2012 Estimated Adopted
Actual Budget Actual Budget
Revenues:
Property Taxes 4,132,019 6,119,393 6,100,000 6,061,575
Personal Property Replacement Tax 235,000 282,000 280,000 280,000
Interest on Investment 835,335 600,000 650,000 800,000
Participants' Contribution 742,350 900,000 900,000 922,500
Unrealized Gain (Loss)443,976 - - -
Misc Income 134 - - -
Total Revenues 6,388,814 7,901,393 7,930,000 8,064,075
Expenditures:
Administrative Expense 245,164 154,000 154,000 154,000
Legal Fees - 50,000 50,000 50,000
Retirees Pensions 3,794,695 4,700,000 4,700,000 4,841,000
Widows' Pensions 866,915 1,070,000 1,090,000 1,090,000
Disability Pension 885,842 1,060,000 1,258,472 1,350,000
QUILDRO 61,399 75,000 75,000 75,000
Reserve for Future Pension Payment - - - -
Total Expenditures 5,854,015 7,109,000 7,327,472 7,560,000
Net Surplus (Deficit)534,799 792,393 602,529 504,075
Beginning Net Assets held in Trust 54,358,822 54,893,621 55,496,150
Ending Net Assets held in Trust 54,893,621 55,496,150 56,000,225
Notes on Financial Summary
$50,000 has been budgeted as a contingency for legal expenses in FY 2013.
Description of Major Activities
City of Evanston
Fire Pension Fund Summary (Fund #700)
Actual Property tax Revenue for 2011 is calculated based on Generally Accepted Accounting Principles
(GAAP basis). Property Tax Revenues budgeted for 2012 and 2013 reflect tax levies based on an actuary
report before the loss factor. Estimated 2012 Property Tax Revenue number includes cash receipts from 2011
levy and delinquent payments received during 2012.
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.
217 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
8000 FIREFIGHTERS' PENSION
61455 REGULAR SALARIES-CHGBACKS 1,200-
61755 PENSION-ADMIN. EXPENSE 246,364 204,000 204,000 204,000
61770 RETIRED EMPLOYEES PENSION 3,794,696 4,700,000 4,700,000 4,841,000
61775 WIDOWS' PENSIONS 866,915 1,070,000 1,090,000 1,090,000
61785 DISABILITY PENSIONS 885,842 1,060,000 1,258,472 1,350,000
61795 QILDRO'S 61,399 75,000 75,000 75,000
8000 FIREFIGHTERS' PENSION 5,854,015 7,109,000 7,327,472 7,560,000
218 As Amended on 05/20/13
Financial Summary
2012 2013
2011 2012 Estimated Adopted
Actual Budget Actual Budget
Revenues:
Property Taxes 5,095,397 8,196,751 8,110,000 8,069,325
Personal Property Replacement Tax 270,833 325,000 325,000 325,000
Interest on Investment 2,268,478 1,600,000 2,500,000 2,625,000
Participants Contribution 1,149,735 1,385,000 1,350,000 1,383,750
Misc. Income 69 - - -
Unrealized Gain (1,208,517) - - -
Total Revenues 7,575,995 11,506,751 12,285,000 12,403,075
Expenditures:
Administrative Expense 255,788 186,000 225,000 250,000
Retirees' Pensions 5,802,426 7,250,000 7,282,300 7,500,769
Widows' Pensions 675,909 818,000 868,000 868,000
Disability Pension 571,045 625,000 649,650 700,000
Separation Refunds 128,188 - 116,600 150,000
QUILDRO 11,889 12,000 17,900 18,000
Total Expenditures 7,445,245 8,891,000 9,159,450 9,486,769
Net Surplus (Deficit) 130,750 2,615,751 3,125,550 2,916,306
Beginning Net Assets held in Trust 72,465,514 72,596,264 75,721,814
Ending Net Assets held in Trust 72,596,264 75,721,814 78,638,120
Notes on Financial Summary
Description of Major Activities
City of Evanston
Police Pension Fund Summary (Fund #705)
Actual Property tax Revenue for 2011 is calculated based on Generally Accepted Accounting Principles (GAAP
basis). Property Tax Revenues budgeted for 2012 and 2013 reflect tax levies based on an actuary report before
the loss factor. Estimated 2012 Property Tax Revenue number includes cash receipts from 2011 levy and
delinquent payments received 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.
219 As Amended on 05/20/13
2011
Actual
2012
Budget
2012
Estimate
2013
Approved
8100 POLICEMENS' PENSION
61755 PENSION-ADMIN. EXPENSE 255,788 186,000 225,000 250,000
61770 RETIRED EMPLOYEES PENSION 5,802,426 7,250,000 7,282,300 7,500,769
61775 WIDOWS' PENSIONS 675,909 818,000 868,000 868,000
61785 DISABILITY PENSIONS 571,045 625,000 766,250 850,000
61790 SEPARATION REFUNDS 128,188
61795 QILDRO'S 11,889 12,000 17,900 18,000
8100 POLICEMENS' PENSION 7,445,245 8,891,000 9,159,450 9,486,769
220 As Amended on 05/20/13
PART V
POSITION INFORMATION
221 As Amended on 05/20/13
City of Evanston
All Funds Position Charts
Positons - All Funds
Last Five Fiscal Years
City Council
0.13%
City Clerk
0.28%
City Manager's Office
1.52%
Law
0.89%Administrative Services
6.02%
Community & Economic
Development
2.63%
Police
28.37%
Fire
13.93%
Health
2.52%
Public Works
6.37%
Parks, Rec. & Community
Services
16.10%
Library Fund
7.14%
Neighborhood
Stabilization Program II
0.34%
Emergency Telephone
System
0.63%
CDBG
0.19%
Economic Development
0.79%
Parking System Fund
1.96%
Water Fund
5.38%
Sewer Fund
1.65%
Solid Waste Fund
1.14%
Fleet Service Fund
1.52%Insurance Fund
0.51%
842.40
797.83
793.37 793.17 789.47
760.00
770.00
780.00
790.00
800.00
810.00
820.00
830.00
840.00
850.00
FY 2009-10 FY 2010-11 FY 2011 FY 2012 FY 2013
Po
s
i
t
i
o
n
s
222 As Amended on 05/20/13
City of Evanston
General Fund Position Charts
City Council
0.16%
City Clerk
0.35%
City Manager's
Office
1.93%
Law
1.13%
Administrative
Services
7.64%
Community &
Economic
Development
3.34%
Police
36.03%
Fire
17.69%
Health
3.20%
Public Works
8.08%
Parks, Rec. &
Community
Services
20.44%
743.60
698.03 682.87
624.26 621.68
-
100.00
200.00
300.00
400.00
500.00
600.00
700.00
800.00
900.00
FY 2009-10 FY 2010-11 FY 2011 FY 2012 FY 2013
Po
s
i
t
i
o
n
s
Fiscal Year
Positions - General Fund Only
Last Five Fiscal Years
223 As Amended on 05/20/13
FULL-TIME EQUIVALENT TOTALS
Current Fiscal Year + Last Four Fiscal Years
FY12-FY13
DEPARTMENT / DIVISION SUMMARY 2009-10 2010-11 FY 2011 FY 2012 FY 2013 Difference
1300 City Council 1.00 1.00 1.00 1.00 1.00 0.00
1400 City Clerk 1.00 1.00 1.00 1.80 2.20 0.40
1505 City Manager's Office 7.20 4.70 6.00 6.00 6.00 0.00
1510 Public Information 1.00 7.00 4.00 5.00 5.00 0.00
1535 Sustainability Grant 0.00 1.00 1.00 1.00 1.00 0.00
1550 Business Perf. & Technology Admin.0.00 0.00 0.00 0.00 0.00 0.00
1555 Information Systems 12.50 0.00 0.00 0.00 0.00 0.00
1560 Geographic Information Systems 3.00 0.00 0.00 0.00 0.00 0.00
1565 BIS Performance Management 4.00 0.00 0.00 0.00 0.00 0.00
Subtotal City Manager's Office 27.70 12.70 11.00 12.00 12.00 0.00
1705 Law Department 6.00 8.00 7.00 7.00 7.00 0.00
1905 Administration General Support 3.00 4.00 4.00 4.00 4.00 0.00
1910 Revenue Division 9.00 5.00 5.00 4.00 4.00 0.00
1915 Payroll 2.00 2.50 2.50 2.50 2.50 0.00
1920 Accounting 6.00 6.50 6.50 6.50 6.50 0.00
1925 Purchasing and Accounts Payable 3.50 2.50 2.50 2.60 3.00 0.40
1929 Human Resources Division 0.00 5.00 5.00 5.00 5.00 0.00
1930 Budget 2.00 0.00 0.00 0.00 0.00 0.00
1932 Information Systems 0.00 14.00 13.00 11.50 10.50 (1.00)
1935 Administrative Adjudication 3.00 0.00 0.00 0.00 0.00 0.00
1941 Parking Enforcement & Tickets 0.00 14.00 12.00 12.00 12.00 0.00
Subtotal Administrative Services 28.50 53.50 50.50 48.10 47.50 (0.60)
2101 Community Development Admin 2.00 1.00 1.00 2.00 1.75 (0.25)
2105 Planning & Support 5.00 8.00 8.00 7.00 6.00 (1.00)
2115 Housing Code Compliance 6.00 7.00 7.00 7.00 0.00 (7.00)
2120 Housing Rehabilitation 4.00 3.00 3.00 1.60 1.60 0.00
2126 Building Inspection Services 0.00 8.00 8.00 9.40 11.40 2.00
2127 Community Intervention Services 0.00 1.00 1.00 0.00 0.00 0.00
2130 Building & Zoning 16.00 0.00 0.00 0.00 0.00 0.00
2135 Economic Development 0.00 3.00 1.00 0.00 0.00 0.00
33.00 31.00 29.00 27.00 20.75 (6.25)
2205 Police Administration 2.00 2.00 2.00 2.00 2.00 0.00
2210 Patrol Operations 95.00 95.00 103.00 103.00 102.00 (1.00)
2215 Criminal Investigation 18.00 18.00 16.00 16.00 15.00 (1.00)
2225 Social Services Bureau 5.00 4.00 4.00 4.00 4.00 0.00
2230 Juvenile Bureau 11.00 11.00 10.00 10.00 9.00 (1.00)
2235 School Liaison 3.00 3.00 3.00 3.00 3.00 0.00
2240 Police Records 11.00 7.00 6.00 7.00 7.00 0.00
2245 Communications Bureau 15.00 14.00 14.00 14.00 14.00 0.00
2250 Service Desk Bureau 16.00 18.00 18.00 19.00 19.00 0.00
2251 Public Information 0.00 0.00 9.50 9.50 8.50 (1.00)
2255 Office of Professional Standards 4.00 3.00 3.00 3.00 3.00 0.00
2260 Office of Administration 3.00 3.00 2.00 2.00 3.00 1.00
2265 Neighborhood Enforcement Team (N.E.T.)18.00 18.00 15.00 14.00 15.00 1.00
2270 Traffic Bureau 7.00 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 7.00 8.00 1.00
Subtotal Police 218.50 214.50 224.00 225.00 224.00 (1.00)
2305 Fire Management and Support 3.00 3.00 3.00 3.00 3.00 0.00
2310 Fire Prevention 5.00 5.00 4.00 4.00 4.00 0.00
2315 Fire Suppression 103.00 102.00 103.00 103.00 103.00 0.00
GENERAL FUND DEPARTMENTS
Subtotal Community & Economic Development
224 As Amended on 05/20/13
FULL-TIME EQUIVALENT TOTALS
Current Fiscal Year + Last Four Fiscal Years
FY12-FY13
DEPARTMENT / DIVISION SUMMARY 2009-10 2010-11 FY 2011 FY 2012 FY 2013 Difference
Subtotal Fire 111.00 110.00 110.00 110.00 110.00 0.00
2407 Health Services Administration 3.10 2.10 2.00 2.00 2.00 0.00
2416 Family & Community Wellness 0.00 0.00 0.00 0.00 0.00 0.00
2425 Dental Services 4.00 4.00 2.80 2.80 0.00 (2.80)
2435 Food and Environmental Health 7.80 7.80 7.10 8.90 12.90 4.00
2440 Vital Records 2.40 2.40 2.00 2.00 2.00 0.00
2455 Mental Health Administration 0.50 2.00 2.00 2.00 3.00 1.00
2530 Commission on Aging 3.10 0.00 0.00 0.00 0.00 0.00
2540 Summer Youth Employ. Program 1.00 0.00 0.00 0.00 0.00 0.00
2541 Youth Engagement Division 1.00 0.00 0.00 0.00 0.00 0.00
2550 Human Relations Commission 3.50 0.00 0.00 0.00 0.00 0.00
Subtotal Health & Human Services 26.40 18.30 15.90 17.70 19.90 2.20
2605 Director of Public Works 3.00 2.00 2.00 2.00 3.00 1.00
2606 Sustainability Grant 1.00 0.00 0.00 0.00 0.00 0.00
2610 Municipal Service Center 2.00 2.00 2.00 2.00 2.00 0.00
2620 E.D.O.T. Administration 1.00 1.00 1.00 1.00 1.00 0.00
2625 City Engineer 8.00 8.00 6.00 6.00 7.00 1.00
2630 Traffic Engineering 4.50 4.50 4.50 4.50 3.50 (1.00)
2635 Traffic Signs 3.00 0.00 0.00 0.00 0.00 0.00
2640 Traffic Signals & Streetlight Maint.4.00 4.00 4.00 4.00 4.00 0.00
2645 Parking Enforcement & Tickets 14.00 0.00 0.00 0.00 0.00 0.00
2665 Streets & Sanitation Administration 6.00 6.00 5.75 5.75 4.75 (1.00)
2670 Street and Alley Maintenance 15.00 17.00 20.00 20.00 22.50 2.50
2675 Street Cleaning 5.00 5.00 4.00 4.00 2.50 (1.50)
2685 Refuse Collection and Disposal 14.75 10.75 0.00 0.00 0.00 0.00
2695 Yard Waste Collection and Disposal 2.00 2.00 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 83.25 62.25 49.25 49.25 50.25 1.00
3005 Recreation Mgt. & General Support 3.00 3.00 3.00 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 1.75 1.00 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 8.40 8.70 8.70 8.70 0.00
3035 Chandler Community Center 6.50 5.00 5.83 5.83 5.83 0.00
3040 Fleetwood-Jourdain Community Ctr.7.00 6.00 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 10.58 9.05 8.83 8.83 12.01 3.18
3080 Beaches 1.25 1.25 1.25 1.25 1.25 0.00
3085 Recreation Facility Maintenance 6.00 6.00 6.00 5.00 5.00 0.00
3095 Crown Ice Rink 8.80 7.65 7.01 7.01 7.00 (0.01)
3100 Sports Leagues 0.05 0.05 0.45 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 2.00 2.46 2.71 2.71 0.00
3140 Bus Program 0.75 0.75 1.15 1.15 1.15 0.00
3150 Park Service Unit 1.75 1.75 1.45 1.45 1.45 0.00
3205 Community Relations 0.00 2.00 2.00 0.00 0.00 0.00
3210 Commission On Aging 0.00 1.50 1.90 1.50 0.00 (1.50)
3215 Youth Engagement 0.00 1.00 1.00 4.00 4.00 0.00
3505 Parks and Forestry General Support 3.00 3.00 3.00 2.00 2.00 0.00
3510 Horticulture Maintenance 14.00 13.00 13.00 13.00 13.00 0.00
3515 Maintenance of Parkway Trees 10.00 9.50 8.50 8.50 8.50 0.00
3520 Dutch Elm Disease Control 7.00 7.25 7.25 7.25 7.25 0.00
3525 Tree Planting 2.00 2.25 2.25 2.25 2.25 0.00
3605 Ecology Center 4.05 4.05 3.77 3.77 3.77 0.00
3700 Arts Council 0.80 0.80 0.80 0.00 0.00 0.00
3710 Noyes Cultural Arts Center 4.82 4.25 4.31 3.31 3.31 0.00
3720 Cultural Arts Programs 2.65 1.80 1.80 3.00 3.00 0.00
3805 Facilities Administration 2.00 2.00 2.00 2.00 2.00 0.00
225 As Amended on 05/20/13
FULL-TIME EQUIVALENT TOTALS
Current Fiscal Year + Last Four Fiscal Years
FY12-FY13
DEPARTMENT / DIVISION SUMMARY 2009-10 2010-11 FY 2011 FY 2012 FY 2013 Difference
3806 Civic Center Services 2.20 2.20 2.20 2.20 2.20 0.00
3807 Construction & Repair 16.00 16.00 16.00 16.00 16.00 0.00
131.75 128.65 129.06 125.41 127.08 1.67
TOTAL - GENERAL FUND 743.60 698.03 627.71 624.26 621.68 (2.58)
4805 Children's Services 8.01 8.38 8.38 10.71 11.24 0.53
4806 Adult Services 17.02 16.31 16.37 15.39 13.86 (1.53)
4808 Neighborhood Services 0.00 0.00 2.64 0.00 0.00 0.00
4810 Reader's Services 0.00 0.00 0.00 0.00 0.00 0.00
4815 Reference Services and Periodicals 0.00 0.00 0.00 0.00 0.00 0.00
4820 Circulation 15.61 14.76 14.51 14.44 14.44 0.00
4825 North Branch 2.97 2.64 0.00 2.64 2.64 0.00
4830 South Branch 2.61 1.39 0.00 0.00 0.00 0.00
4835 Technical Services 12.13 5.61 5.61 5.61 5.61 0.00
4840 Library Maintenance 3.64 3.00 3.00 3.00 3.00 0.00
4845 Library Administration 5.51 5.04 4.65 4.59 5.59 1.00
Subtotal Library Fund 67.50 57.13 55.16 56.38 56.38 0.00
5005 Neighborhood Stabilization Program 2 0.00 0.00 1.00 2.00 2.66 0.66
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 2.00 1.53 1.50 (0.03)
5300 Economic Development Fund 2.30 5.30 5.00 7.00 6.25 (0.75)
5999 Capital Projects Fund 0.00 0.00 1.00 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 4.00 5.00 5.00 0.00
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 11.00 10.50 10.50 0.00
7120 Water Meter Maintenance 3.00 3.00 2.00 2.00 2.00 0.00
Subtotal Water 43.00 43.00 42.00 42.50 42.50 0.00
7400 Sewer Maintenance 14.00 14.00 13.00 13.00 13.00 0.00
7600 Solid Waste 0.00 0.00 10.00 10.00 9.00 (1.00)
7705 Fleet Services General Support 3.00 2.00 2.00 2.00 2.00 0.00
7710 Major Maintenance 12.00 10.00 10.00 10.00 10.00 0.00
Subtotal Fleet Service 15.00 12.00 12.00 12.00 12.00 0.00
7800 Insurance Fund 2.00 3.00 4.00 4.00 4.00 0.00
TOTAL - OTHER FUNDS 98.80 99.80 110.50 112.53 111.41 (1.12)
GRAND TOTAL - ALL FUNDS 842.40 797.83 793.37 793.17 789.47 (3.70)
Subtotal Parks, Recreation & Comm. Services
OTHER FUNDS
226 As Amended on 05/20/13
CITY OF EVANSTON
FY 2013 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Position ID Position Description
2012 Adopted
Budget FTE
2013 Adopted
Budget FTE Comments
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 1.00 1.00 0.00
1002 City Clerk 0.00 0.00 0.00
1170 Deputy City Clerk 1.00 1.40 0.40
1497 Mailroom Attendant 0.80 0.80 0.00
1400 CITY CLERK 1.80 2.20 0.40
LEGISLATIVE 2.80 3.20 0.40
1003 City Manager 1.00 1.00 0.00
1109 Administrative Secretary 1.00 0.00 -1.00 Position transferred to Business Unit (BU)
1925.
1115 Assistant City Manager 1.00 0.00 -1.00
Position reclassified to Chief Financial
Officer in Administrative Services
Department.
1198 Executive Assistant 1.00 1.00 0.00
1237 Management Analyst/Volunteer Coord. 1.00 1.00 0.00
1452 Administrative Assistant 0.00 1.00 1.00
1484 Local Government Mgt. Fellow 1.00 1.00 0.00
1507 Deputy City Manager 0.00 1.00 1.00 Position reclassified from Assistant to
City Manager to Deputy City Manager.
1505 CITY MANAGER 6.00 6.00 0.00
1118 Assist. to City Mgr./Chief Cust. Officer 1.00 0.00 -1.00 Position reclassified to Deputy City
Manager.
1155 Community Information Coordinator 1.00 1.00 0.00
1249 Community Information Specialist 1.00 0.00 -1.00
1281 Public Information Specialist 1.00 1.00 0.00
1469 Web Communications Coordinator 1.00 1.00 0.00
1501 Citizen Engagement Coordinator 0.00 1.00 1.00
1506 Citizen Engagement Division Manager 0.00 1.00 1.00
1510 PUBLIC INFORMATION/311 OPERATIONS 5.00 5.00 0.00
1417 Sustainable Programs Coordinator 1.00 1.00 0.00
1535 SUSTAINABILITY 1.00 1.00 0.00
CITY ADMINISTRATION 12.00 12.00 0.00
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
1456 Assistant City Attorney I 1.00 0.00 -1.00
1457 City Attorney 1.00 1.00 0.00
1489 Assistant City Attorney II 2.00 3.00 1.00 Promotion from Assistant City Attorney
I.
1705 LEGAL ADMINISTRATION 7.00 7.00 0.00
LEGAL DEPARTMENT 7.00 7.00 0.00
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 Administrative Services Director/Chief
Financial Officer 1.00 1.00 0.00
1905 ADMINISTRATION GENERAL SUPPORT 4.00 4.00 0.00
1045 License and Measure Inspector 1.00 1.00 0.00
227 As Amended on 05/20/13
CITY OF EVANSTON
FY 2013 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Position ID Position Description
2012 Adopted
Budget FTE
2013 Adopted
Budget FTE Comments
1482 Customer Service Representative 3.00 3.00 0.00
1910 REVENUE DIVISION 4.00 4.00 0.00
1260 Payroll Manager 1.00 1.00 0.00
1453 Payroll/Pension Administrator 1.50 1.50 0.00
1915 PAYROLL 2.50 2.50 0.00
1101 Accounting Manager 1.00 1.00 0.00
1103 Accounts Payable Coordinator 1.00 1.00 0.00
1117 Finance Manager 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
1920 ACCOUNTING 6.50 6.50 0.00
1109 Administrative Secretary 0.00 1.00 1.00 Position transferred from BU 1505.
1148 Clerk II 0.60 0.00 -0.60
1175 Purchasing Manager 1.00 1.00 0.00
1289 Purchasing Coordinator 1.00 1.00 0.00
1925 PURCHASING DIVISION 2.60 3.00 0.40
1217 Human Resources Assistant 2.00 2.00 0.00
1218 Human Resources Specialist 2.00 2.00 0.00
1471 Human Resources Division Manager 1.00 1.00 0.00
1929 HUMAN RESOURCES DIVISION 5.00 5.00 0.00
1166 Database Administrator 1.00 1.00 0.00
1211 GIS Analyst 1.50 1.50 0.00
1235 IS Trainer 1.00 0.00 -1.00 1 FTE eliminated.
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 11.50 10.50 -1.00
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 12.00 12.00 0.00
ADMINISTRATIVE SERVICES DEPARTMENT 48.10 47.50 -0.60
1004 Director, Comm. & Economic Dev. 1.00 0.75 -0.25 .25 FTE allocated to BU 5300.
1237 Management Analyst 1.00 1.00 0.00
2101 COMMUNITY DEVELOPMENT ADMIN 2.00 1.75 -0.25
1120 Planning and Zoning Division Manager 1.00 1.00 0.00
1199 Exec Secretary (non-Dept Head) 1.00 1.00 0.00
1215 Housing Planner 1.00 1.00 0.00
1269 General Planner 1.00 0.00 -1.00 Position eliminated.
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 SRVS 7.00 6.00 -1.00
1277 Property Maint Inspector I 4.00 0.00 -4.00 Positions transferred to BU 2435.
1310 Sign Inspector/Graffiti Tech 1.00 0.00 -1.00 Positions transferred to BU 2126.
1482 Customer Service Representative 1.00 0.00 -1.00 Position transferred to BU 2126.
1487 Property Maint./Inspection Supervisor 1.00 0.00 -1.00 Position eliminated.
2115 HOUSING CODE COMPLIANCE 7.00 0.00 -7.00
1158 Construc Rehabilitation Spec 1.00 1.00 0.00
1509 Permits-Licensing Coordinator 0.60 0.60 0.00
228 As Amended on 05/20/13
CITY OF EVANSTON
FY 2013 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Position ID Position Description
2012 Adopted
Budget FTE
2013 Adopted
Budget FTE Comments
2120 HOUSING REHABILITATION 1.60 1.60 0.00
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 0.00 1.00 1.00 Position transferred from BU 2115.
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 2.00 3.00 1.00 Positions transferred to BU 2126.
1486 Build/Insp Serv. Division Manager 1.00 1.00 0.00
1509 Permits-Licensing Coordinator 0.40 0.40 0.00
2126 BUILDING INSPECTION SERVICES 9.40 11.40 2.00
COMMUNITY & ECONOMIC DEVELOPMENT 27.00 20.75 -6.25
1109 Administrative Secretary 1.00 1.00 0.00
1140 Chief of Police 1.00 1.00 0.00
2205 POLICE ADMINISTRATION 2.00 2.00 0.00
1234 Police Commander 3.00 3.00 0.00
1246 Police Officer 87.00 87.00 0.00
1307 Police Sergeant 12.00 11.00 -1.00 Position reclassified to Training
Coordinator.
1360 Deputy Chief 1.00 1.00 0.00
2210 PATROL OPERATIONS 103.00 102.00 -1.00
1234 Police Commander 1.00 1.00 0.00
1246 Police Officer 12.00 11.00 -1.00 Position moved to BU 2265.
1307 Police Sergeant 2.00 2.00 0.00
1360 Deputy Chief 1.00 1.00 0.00
2215 CRIMINAL INVESTIGATION 16.00 15.00 -1.00
1334 Victim Advocate 2.00 2.00 0.00
1345 Youth Advocate 2.00 2.00 0.00
2225 SOCIAL SERVICES BUREAU 4.00 4.00 0.00
1234 Police Commander 1.00 1.00 0.00
1246 Police Officer 8.00 7.00 -1.00 Position moved to BU 2285.
1307 Police Sergeant 1.00 1.00 0.00
2230 JUVENILE BUREAU 10.00 9.00 -1.00
1246 Police Officer 3.00 3.00 0.00
2235 SCHOOL LIAISON 3.00 3.00 0.00
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 7.00 7.00 0.00
1327 Telecommunicator 14.00 14.00 0.00
2245 COMMUNICATIONS 14.00 14.00 0.00
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 19.00 19.00 0.00
1493 Service Desk Officer I 9.50 8.50 -1.00 1 FTE eliminated.
2251 PUBLIC INFORMATION 9.50 8.50 -1.00
1199 Exec Secretary (non-Dept Head) 1.00 1.00 0.00
229 As Amended on 05/20/13
CITY OF EVANSTON
FY 2013 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Position ID Position Description
2012 Adopted
Budget FTE
2013 Adopted
Budget FTE Comments
1234 Police Commander 1.00 1.00 0.00
1307 Police Sergeant 1.00 1.00 0.00
2255 OFFICE-PROFESSIONAL STANDARDS 3.00 3.00 0.00
1106 Administrative Specialist 1.00 0.00 -1.00 Position reclassified to Mgt Analyst.
1107 Administrative Coordinator 1.00 1.00 0.00
1237 Management Analyst 0.00 1.00 1.00 Position reclassified from Admin
Specialist.
---- Training Coordinator 0.00 1.00 1.00 Position reclassified from Sgt in BU 2210.
2260 OFFICE OF ADMINISTRATION 2.00 3.00 1.00
1234 Police Commander 1.00 1.00 0.00
1246 Police Officer 11.00 12.00 1.00 Position moved from BU 2215.
1307 Police Sergeant 2.00 2.00 0.00
2265 NEIGHBORHOOD ENFORCEMENT TEAM 14.00 15.00 1.00
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 8.00 8.00 0.00
1362 Crime Analyst 1.00 1.00 0.00
2275 COMMUNITY STRATEGIC BUREAU 1.00 1.00 0.00
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 2.50 2.50 0.00
1234 Police Commander 1.00 1.00 0.00
1246 Police Officer 6.00 7.00 1.00 Position moved from BU 2230.
2285 PROBLEM SOLVING TEAM 7.00 8.00 1.00
POLICE DEPARTMENT 225.00 224.00 -1.00
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 MGT & SUPPORT 3.00 3.00 0.00
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 4.00 4.00 0.00
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 103.00 103.00 0.00
FIRE DEPARTMENT 110.00 110.00 0.00
1173 Director, Health 1.00 1.00 0.00
1205 Exec Secretary (to Dept. Head) 1.00 1.00 0.00
2407 HEALTH SERVICES ADMIN 2.00 2.00 0.00
1148 Clerk II 1.00 0.00 -1.00 Position eliminated for Dental Clinic.
1168 Dental Assistant 1.00 0.00 -1.00 Position eliminated for Dental Clinic.
1364 Dentist 0.80 0.00 -0.80 Position eliminated for Dental Clinic.
2425 DENTAL SERVICES 2.80 0.00 -2.80
1190 Environmental Health Practitioner 4.00 4.00 0.00
1277 Property Maint Inspector I 0.00 4.00 4.00 Positions transferred from BU 2115.
230 As Amended on 05/20/13
CITY OF EVANSTON
FY 2013 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Position ID Position Description
2012 Adopted
Budget FTE
2013 Adopted
Budget FTE Comments
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 0.80 0.00
1442 Environmental Health Manager 1.00 0.00 -1.00 Position reclassified to Assistant
Department Director.
Assistant Department Director 0.00 1.00 1.00 Position reclassified from Environmental
Health Manager.
1447 Health License Coordinator 1.00 1.00 0.00
2435 FOOD AND ENVIRONMENTAL HEALTH 8.90 12.90 4.00
1149 Clerk III 1.00 1.00 0.00
1150 Clerk Typist I 1.00 1.00 0.00
2440 VITAL RECORDS 2.00 2.00 0.00
1199 Exec Secretary (non Dept. Head) 1.00 1.00 0.00
1237 Management Analyst 0.00 1.00 1.00 Position reclassified from Community
Relations Manager.
1444 Community Relations Managers 1.00 0.00 -1.00 Position reclassified to Management
Analyst
Public Health Educator 0.00 1.00 1.00
2455 COMMUNITY HEALTH PROGRAM ADMINISTRATION 2.00 3.00 1.00
HEALTH DEPARTMENT 17.70 19.90 2.20
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 0.00 1.00 1.00 Position moved from BU 2665.
2605 DIRECTOR OF PUBLIC WORKS 2.00 3.00 1.00
1163 Custodian I 1.00 1.00 0.00
1321 Service Center Coordinator 1.00 1.00 0.00
2610 MUNICIPAL SERVICE CENTER 2.00 2.00 0.00
1466 City Engineer 1.00 1.00 0.00
2620 E.D.O.T. ADMINISTRATION 1.00 1.00 0.00
1145 Civil Engineer II 1.00 2.00 1.00 Position moved from BU 2630.
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 1.00 0.00
1475 Construction Inspector 1.00 1.00 0.00
2625 ENGINEERING 6.00 7.00 1.00
1145 Civil Engineer II 2.00 1.00 -1.00 Position moved to BU 2625.
1306 Senior Traffic Engineer 1.00 1.00 0.00
1329 Traffic Engineering Technician 0.50 0.50 0.00
1483 Traffic Operations Manager 1.00 1.00 0.00
2630 TRAFFIC ENGINEERING 4.50 3.50 -1.00
1224 Traffic Electrician Leader 1.00 1.00 0.00
1330 Traffic Electrician 3.00 3.00 0.00
2640 TRAFFIC SIGNAL & STREET LIGHT MAINTENANCE 4.00 4.00 0.00
1011 Superintendent, Streets/San 1.00 1.00 0.00
1148 PT Clerk (was Exec. Sec non-DH) 0.75 0.75 0.00
1429 Business Office Coordinator 1.00 0.00 -1.00 Position moved to BU 2605.
1477 Streets Supervisor 1.00 1.00 0.00
1478 Sanitation Supervisor 1.00 1.00 0.00
1492 PW Supervisor - Contract Serv. Coord. 1.00 1.00 0.00
2665 STREETS AND SANITATION ADMINISTRATION 5.75 4.75 -1.00
1194 Equipment Operator I 0.00 0.50 0.50 Position transferred from BU 2675.
1195 Equipment Operator II 9.00 11.00 2.00 Positions moved from BU 2675 & BU
7690.
231 As Amended on 05/20/13
CITY OF EVANSTON
FY 2013 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Position ID Position Description
2012 Adopted
Budget FTE
2013 Adopted
Budget FTE Comments
1196 Equipment Operator III 3.00 3.00 0.00
1288 Public Works Maint Wrkr II 3.00 3.00 0.00
1458 Public Works Maint Wrkr III 3.00 3.00 0.00
1476 Operations Coordinator 2.00 2.00 0.00
2670 STREET AND ALLEY MAINTENANCE 20.00 22.50 2.50
1194 Equipment Operator I 1.00 0.50 -0.50 New position in 2012 budget (downgrade
EOII Streets vacancy)
1195 Equipment Operator II 2.00 1.00 -1.00 Position moved to BU 2670.
1288 Public Works Maint Wrkr II 1.00 1.00 0.00
2675 STREET CLEANING 4.00 2.50 -1.50
PUBLIC WORKS 49.25 50.25 1.00
1006 Director, Parks/Forestry & Rec 1.00 1.00 0.00
1205 Exec Secretary (to Dept. Head) 1.00 1.00 0.00
1237 Management Analyst 0.00 0.00 0.00
3005 RECREATION MGMT & GENERAL SUPPORT 2.00 2.00 0.00
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
1317 Superintendent, Recreation 1.00 0.00 -1.00 Position reclassified to Assistant
Department Director.
1515 Assistant Director of Parks, Recreation, a 0.00 1.00 1.00 Position reclassified from Superintendent,
Recreation.
3020 RECREATION GENERAL SUPPORT 1.00 1.00 0.00
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 Preschool Instructor 2.10 2.10 0.00
1385 Recreation Aide 0.50 0.50 0.00
1403 PT Custodian 1.60 1.60 0.00
3030 CROWN COMMUNITY CENTER 8.70 8.70 0.00
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 5.83 5.83 0.00
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 COM CT 6.75 6.75 0.00
1294 Recreation Program Manager 1.00 1.00 0.00
3045 FLEETWOOD/JOURDAIN THEATER 1.00 1.00 0.00
1163 Custodian I 1.00 1.00 0.00
1201 Fac Maint Worker/Cust II 0.00 0.00 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 0.50 1.00 0.50
232 As Amended on 05/20/13
CITY OF EVANSTON
FY 2013 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Position ID Position Description
2012 Adopted
Budget FTE
2013 Adopted
Budget FTE Comments
1376 PT Office Assistant 0.50 0.75 0.25 .25 FTE increase.
1381 Program Supervisor 0.67 0.82 0.15
1397 Facilities Supervisor 0.85 1.60 0.75 .75 FTE increase.
1402 PT Bus Driver 0.93 0.93 0.00
1461 Senior Citizen Ombudsman 0.00 1.00 1.00 Position transferred from BU 3210.
1403 PT Custodian 1.38 1.91 0.53 .53 FTE increase.
3055 LEVY CENTER 8.83 12.01 3.18
1294 Recreation Program Manager 0.75 0.75 0.00
1311 Lakefront Sports Coordinator 0.50 0.50 0.00
3080 BEACHES 1.25 1.25 0.00
1250 Parks/Forestry Crew Leader 1.00 1.00 0.00
1264 Parks/Forestry Worker II 3.00 3.00 0.00
1320 Supervisor, Sports/Rec Maint 1.00 1.00 0.00
3085 RECREATION FACILITY MAINTENANCE 5.00 5.00 0.00
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 0.90 0.89 -0.01
1403 PT Custodian 0.50 0.50 0.00
3095 CROWN ICE RINK 7.01 7.00 -0.01
1311 Lakefront Sports Coordinator 0.05 0.05 0.00
1381 Program Supervisor 0.50 0.50 0.00
3100 SPORTS LEAGUES 0.55 0.55 0.00
1397 Facilities Supervisor 0.40 0.40 0.00
3110 TENNIS 0.40 0.40 0.00
1294 Recreation Program Manager 2.00 1.00 -1.00 Position reclassified to Senior Program
Coordinator.
1311 Lakefront Sports Coordinator 0.25 0.25 0.00
1369 PT Inclusion Specialist 0.00 0.00
1381 Program Supervisor 0.46 0.46 0.00
1505 Sr. Program Coordinator 1.00 1.00
3130 SPECIAL RECREATION 2.71 2.71 0.00
1402 PT Bus Drivers 1.15 1.15 0.00
3140 BUS PROGRAM 1.15 1.15 0.00
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 1.45 1.45 0.00
1300 Secretary II 0.50 0.00 -0.50
1461 Part-Time Ombudsman 0.00 0.00 0.00
1461 Senior Citizen Ombudsman 1.00 0.00 -1.00 Position transferred to BU 3055.
3210 COMMISSION ON AGING 1.50 0.00 -1.50
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 2.00 0.00
3215 YOUTH ENGAGEMENT 4.00 4.00 0.00
1316 Superintendent, Parks/For/FM 1.00 1.00 0.00
1467 Assistant Super of P/F Fac. Mgmt 1.00 1.00 0.00
3505 PARKS & FORESTRY GENERAL SUPPORT 2.00 2.00 0.00
1195 Equipment Operator II 3.00 3.00 0.00
1210 General Tradesman 1.00 1.00 0.00
1250 Parks/Forestry Crew Leader 3.00 3.00 0.00
233 As Amended on 05/20/13
CITY OF EVANSTON
FY 2013 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Position ID Position Description
2012 Adopted
Budget FTE
2013 Adopted
Budget FTE Comments
1264 Parks/Forestry Worker II 1.00 1.00 0.00
1265 Parks/Forestry Worker III 5.00 5.00 0.00
3510 HORTICULTURAL MAINTENANCE 13.00 13.00 0.00
1113 Arborist 0.50 0.50 0.00
1250 Parks/Forestry Crew Leader 1.00 1.00 0.00
1265 Parks/Forestry Worker III 7.00 7.00 0.00
3515 PARKWAY TREE MAINTENANCE 8.50 8.50 0.00
1113 Arborist 0.25 0.25 0.00
1250 Parks/Forestry Crew Leader 1.00 1.00 0.00
1265 Parks/Forestry Worker III 6.00 6.00 0.00
3520 DUTCH ELM DISEASE CONTROL 7.25 7.25 0.00
1113 Arborist 0.25 0.25 0.00
1250 Parks/Forestry Crew Leader 1.00 1.00 0.00
1265 Parks/Forestry Worker III 1.00 1.00 0.00
3525 TREE PLANTING 2.25 2.25 0.00
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
1446 Ecology Center Coordinator 0.00 0.00 0.00
3605 ECOLOGY CENTER 3.77 3.77 0.00
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 CTR 3.31 3.31 0.00
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 3.00 3.00 0.00
1199 Executive Secretary (Non-DH) 1.00 1.00 0.00
1468 Architect / Project Manager 1.00 1.00 0.00
3805 FACILITIES ADMINISTRATION 2.00 2.00 0.00
1163 Custodian I 1.00 1.00 0.00
1164 Fac Maint Worker/Custodian I 1.00 1.00 0.00
1403 PT Custodian 0.20 0.20 0.00
3806 CIVIC CENTER SERVICES 2.20 2.20 0.00
1200 Facilities Mgmt Supervisor 2.00 2.00 0.00
1203 Facilities Maint. Worker III 13.00 13.00 0.00
1351 ADA/CIP Project Manager 1.00 1.00 0.00
3807 CONSTRUCTION & REPAIR 16.00 16.00 0.00
PARKS, REC.& COMMUNITY SERVICES 125.41 127.08 1.67
0.00
General Fund 624.26 621.68 -2.58
Position ID Position Description 2012 Adopted
Budget FTE
2013
Proposed
Budget FTE
1226 Librarian I 3.50 3.50 0.00
1228 Librarian III 1.00 1.00 0.00
234 As Amended on 05/20/13
CITY OF EVANSTON
FY 2013 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Position ID Position Description
2012 Adopted
Budget FTE
2013 Adopted
Budget FTE Comments
1229 Library Aide I 0.00 0.00 0.00
1231 Library Assistant 5.00 5.00 0.00
1388 Shelver 1.21 1.74 0.53
4805 YOUTH SERVICES 10.71 11.24 0.53
1226 Librarian I 6.84 5.84 -1.00 Position reclassified to Library Assistant.
1231 Library Assistant 3.07 3.54 0.47
1372 Library Clerk 2.48 2.48 0.00
1384 Readers' Advisor 0.00 0.00 0.00
1448 Administrative Librarian 1.00 1.00 0.00
1451 Virtual Services Librarian 1.00 1.00 0.00
TBD Community Engagement Librarian 1.00 0.00 -1.00 Position transferred to BU 4845.
4806 ADULT SERVICES 15.39 13.86 -1.53
1141 Circulation Supervisor 1.00 1.00 0.00
1149 Clerk III 1.00 1.00 0.00
1230 Library Aide II 1.00 1.00 0.00
1372 Library Clerk 6.26 6.26 0.00
1387 Security Monitor 1.18 1.18 0.00
1388 Shelver 4.00 4.00 0.00
4820 CIRCULATION 14.44 14.44 0.00
1227 Librarian II 1.00 1.00 0.00
1231 Library Assistant 0.46 0.46 0.00
1355 Branch Assistant 0.85 0.85 0.00
1372 Library Clerk 0.33 0.33 0.00
4825 NEIGHBORHOOD SERVICES 2.64 2.64 0.00
1151 Clerk Typist II 0.00 0.00 0.00
1226 Librarian I 0.53 0.53 0.00
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 5.61 5.61 0.00
1165 Custodian II 3.00 3.00 0.00
4840 MAINTENANCE 3.00 3.00 0.00
1130 Bookkeeper 0.53 0.53 0.00
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
TBD Community Engagement Librarian 0.00 1.00 1.00 Position transferred from BU 4806.
4845 ADMINISTRATION 4.59 5.59 1.00
LIBRARY FUND 56.38 56.38 0.00
1241 Neighborhood Planner 0.25 0.25 0.00
1462 NSP 2 Housing Specialist 1.00 1.00 0.00
1488 Housing and Grant Administrator 0.50 0.50 0.00
1500 Financial Analyst 0.25 0.25 0.00
1510 Admin & Compliance Specialist 0.66 0.66
5005 NSPS 2.00 2.66 0.66
NSPS FUND 2.00 2.66 0.66
0.00
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
235 As Amended on 05/20/13
CITY OF EVANSTON
FY 2013 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Position ID Position Description
2012 Adopted
Budget FTE
2013 Adopted
Budget FTE Comments
5150 EMERGENCY TELEPHONE SYSTEM 5.00 5.00 0.00
EMERGENCY TELEPHONE SYSTEM FUND 5.00 5.00 0.00
0.00
1241 Neighborhood Planner 0.75 0.75 0.00
1488 Housing and Grant Administrator 0.50 0.50 0.00
1500 Financial Analyst 0.28 0.25 -0.03
5220 CDBG ADMINISTRATION 1.53 1.50 -0.03
CDBG ADMINISTRATION FUND 1.53 1.50 -0.03
1004 Director, Comm. & Economic Dev. 0.00 0.25 0.25 .25 FTE allocated from BU 2101.
1185 Economic Development Coordinator 2.00 2.00 0.00
1449 Economic Development Division Mgr. 1.00 1.00 0.00
1465 Intergovernmental Affairs Coordinator 1.00 1.00 0.00
1494 Development Officer 1.00 0.00 -1.00 Position eliminated.
1502 Economic Development Specialist 2.00 2.00 0.00
5300 ECON. DEVELOPMENT FUND 7.00 6.25 -0.75
ECON. DEVELOPMENT FUND 7.00 6.25 -0.75
0.00
1247 Finance Operations Coordinator 1.00 1.00 0.00
1329 Traffic Engineering Technician 0.50 0.50 0.00
1432 Parking Manager 1.00 1.00 0.00
1439 Parking Facilities Supervisor 1.00 1.00 0.00
1482 Customer Service Representatives 3.00 3.00 0.00
7005 PARKING SYSTEM MANAGEMENT 6.50 6.50 0.00
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 8.00 8.00 0.00
1288 Public Works Maint Wrkr II 1.00 1.00 0.00
7037 MAPLE AVENUE GARAGE 1.00 1.00 0.00
PARKING SYSTEM FUND 15.50 15.50 0.00
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 Position reclassified from Utilities
Coordinator.
1421 Superintendent, Const & Fld Svcs 1.00 1.00 0.00
1460 Utilities Director 1.00 1.00 0.00
----- Utilities Coordinator 1.00 0.00 -1.00 Position reclassified to Management
Analyst.
7100 WATER GENERAL SUPPORT 5.00 5.00 0.00
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 11.00 11.00 0.00
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
236 As Amended on 05/20/13
CITY OF EVANSTON
FY 2013 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Position ID Position Description
2012 Adopted
Budget FTE
2013 Adopted
Budget FTE Comments
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 14.00 14.00 0.00
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 0.50 0.00
1271 Plumbing Inspector 0.50 0.50 0.00
1338 Water Worker I 2.00 2.00 0.00
1339 Water Worker II 0.00 0.00 0.00
1339 Water Worker III 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
7115 DISTRIBUTION 10.50 10.50 0.00
1164 Fac Maint Worker/Custodian I 1.00 1.00 0.00
1239 Meter Service Coordinator 1.00 1.00 0.00
7120 WATER METER MAINTENANCE 2.00 2.00 0.00
WATER FUND 42.50 42.50 0.00
1181 Division Chief, Distribution 0.50 0.50 0.00
1189 Engineering Associate II 2.00 2.00 0.00
1271 Plumbing Inspector 0.50 0.50 0.00
1338 Water Worker I 2.00 2.00 0.00
1339 Water Worker II 2.00 1.00 -1.00 Position reclassified to Water Worker
III,
1390 Water/Sewer Crew Leader 4.00 4.00 0.00
1392 Sewer Supervisor 1.00 1.00 0.00
1504 Water Worker III 1.00 2.00 1.00 Position reclassified from Water Worker
II.
7400 SEWER MAINTENANCE 13.00 13.00 0.00
SEWER MAINTENANCE FUND 13.00 13.00 0.00
1195 Equipment Operator II 10.00 9.00 -1.00 Position transferred to BU 2670.
7690 RESIDENTIAL RECYCLING COLLECTION 10.00 9.00 -1.00
SOLID WASTE FUND 10.00 9.00 -1.00
1110 Fleet Services Manager 1.00 1.00 0.00
1128 Auto Shop Supervisor 1.00 1.00 0.00
7705 GENERAL SUPPORT 2.00 2.00 0.00
1193 Equipment Mechanic III 8.00 8.00 0.00
1197 Equipment Parts Technician 0.00 0.00 0.00
1233 Lead Mechanic 1.00 1.00 0.00
1498 Fleet Operations Coordinator 1.00 1.00 0.00
7710 MAJOR MAINTENANCE 10.00 10.00 0.00
FLEET SERVICES FUND 12.00 12.00 0.00
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
7800 RISK MANAGEMENT 3.00 3.00 0.00
237 As Amended on 05/20/13
CITY OF EVANSTON
FY 2013 FULL-TIME EQUIVALENT (FTE) POSITION DETAIL - ALL FUNDS
Position ID Position Description
2012 Adopted
Budget FTE
2013 Adopted
Budget FTE Comments
1472 Insurance Administrator 1.00 1.00 0.00
7801 EMPLOYEE BENEFITS 1.00 1.00 0.00
INSURANCE FUND 4.00 4.00 0.00
All Funds 793.17 789.47 -3.70
238 As Amended on 05/20/13
PART VI
CAPITAL IMPROVEMENT PLAN
239 As Amended on 05/20/13
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 2013 - 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.
240 As Amended on 05/20/13
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.
241 As Amended on 05/20/13
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.
242 As Amended on 05/20/13
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.
243 As Amended on 05/20/13
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 appropriation 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.
244 As Amended on 05/20/13
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.
245 As Amended on 05/20/13
City of Evanston
Capital Improvement Plan Summary by Funding Source
Fiscal Year 2013
Funding Source Amount
MFT Fund 1,400,000
E911 Fund 120,000
CDBG Fund 494,800
Washington National TIF Fund 2,836,000
Howard-Hartrey TIF Fund 1,900,000
Southwest TIF Fund 580,000
Howard-Ridge TIF Fund 800,000
West Evanston TIF Fund 1,285,000
CIP Fund - General Obligation (GO) Debt 8,339,988
CIP Fund - Prior Year Debt 2,054,363
CIP Fund - Parking Fund Loan 596,000
CIP Fund - Grants 1,675,000
CIP Fund - IDNR Grant 400,000
CIP Fund - Private Donations 510,000
Special Assessment Fund 361,000
Parking Fund 3,455,000
Water Fund - GO Debt 630,700
Water Fund 6,065,000
Water Fund - IEPA Loan 1,370,000
Sewer Fund 1,000,000
Sewer Fund IEPA 3,100,000
Sewer Fund - Grant (MWRD)822,500
TOTAL FY13 CIP 39,795,351
MFT Fund
3.6%
E911 Fund
0.3%CDBG Fund
1.3%
Washington National TIF
Fund
7.3%
Howard‐Hartrey TIF Fund
4.9%
Southwest TIF Fund
1.5%
Howard‐Ridge TIF Fund
2.1%
West Evanston TIF Fund
3.3%
CIP Fund ‐General
Obligation (GO) Debt
21.4%
CIP Fund ‐Prior Year Debt
5.3%CIP Fund ‐Parking Fund
Loan
1.5%
CIP Fund ‐Grants
4.3%
CIP Fund ‐IDNR Grant
1.0%
CIP Fund ‐Private
Donations
1.3%
Special Assessment Fund
0.9%
Parking Fund
8.9%
Water Fund ‐GO Debt
1.6%
Water Fund
15.6%
Water Fund ‐IEPA Loan
3.5%
Sewer Fund
2.6%
Sewer Fund IEPA
8.0%
FY 2013 CIP by Funding Source
246 As Amended on 05/20/13
City of Evanston
Capital Improvement Plan Summary by Function
Fiscal Year 2013
Function Amount
Administrative Services - Finance 475,000
Administrative Services - Parking 1,806,000
Community & Economic Development - TIF 2,340,000
Community & Economic Development - General 50,000
Police - Emergency Telephone System (E911)120,000
PRCS - CDBG 105,000
PRCS - TIF 81,000
PRCS - General 5,802,351
PRCS - Parking Fund 1,285,000
Public Works - Motor Fuel Fund 1,400,000
Public Works - CDBG 389,800
Public Works - General 6,652,000
Public Works - Special Assessments 361,000
Public Works - Parking Fund 960,000
Public Works - TIF 3,245,000
Utilities - TIF 1,735,000
Utilities - Water Fund 8,065,700
Utilities - Sewer Fund 4,922,500
TOTAL FY13 CIP 39,795,351
Administrative
Services ‐Finance
1.2%
Administrative
Services ‐Parking
4.5%Community &
Economic
Development ‐TIF
5.9%
Community &
Economic
Development ‐
General
0.1%
Police ‐Emergency
Telephone System
(E911)
0.3%
PRCS ‐CDBG
0.3%
PRCS ‐TIF
0.2%
PRCS ‐General
14.6%
PRCS ‐Parking Fund
3.2%
Public Works ‐Motor
Fuel Fund
3.5%Public Works ‐CDBG
1.0%
Public Works ‐
General
16.7%
Public Works ‐Special
Assessments
0.9%
Public Works ‐Parking
Fund
2.4%
Public Works ‐TIF
8.2%
Utilities ‐TIF
4.4%
Utilities ‐Water Fund
20.3%
Utilities ‐Sewer Fund
12.4%
FY 2013 CIP by Function
247 As Amended on 05/20/13
1
2
3
4
9
10
11
12
13
14
15
17
18
19
20
21
24
25
26
27
28
29
30
31
32
33
36
37
38
39
40
42
43
44
45
46
47
48
49
50
51
52
54
55
56
57
59
60
65
66
67
69
72
75
A C D F H R S T
City of Evanston
Capital Improvement Plan
Sorted by Fund & Funding Source
Fiscal Year 2013
Funding Fund Carryover Carryover New Total
Description Department Source Responsible Y/N FY13 FY13 FY13
CIP SUMMARY ALL FUNDS
MFT Fund Funding N/A N/A N/A - 1,400,000 1,400,000
Emergency Telephone (E911) Funding N/A N/A N/A - 120,000 120,000
CDBG Fund Funding N/A N/A N/A 159,000 335,800 494,800
Washington National TIF Fund Funding N/A N/A N/A 336,000 2,500,000 2,836,000
Howard-Hartrey TIF Fund Funding N/A N/A N/A 1,400,000 500,000 1,900,000
Southwest TIF Fund Funding N/A N/A N/A 580,000 - 580,000
Howard-Ridge TIF Fund Funding N/A N/A N/A 800,000 - 800,000
West Evanston TIF Fund Funding N/A N/A N/A 117,750 1,167,250 1,285,000
CIP Fund - General Obligation (GO) Debt N/A N/A N/A - 8,339,988 8,339,988
CIP Fund - Prior Year Debt N/A N/A N/A 2,054,363 - 2,054,363
CIP Fund - Parking Fund Loan N/A N/A N/A - 596,000 596,000
CIP Fund - Grants N/A N/A N/A 94,000 1,581,000 1,675,000
CIP Fund - IDNR Grant Funding N/A N/A N/A - 400,000 400,000
CIP Fund - Private Donations N/A N/A N/A - 510,000 510,000
Special Assessment Fund Funding N/A N/A N/A 125,000 236,000 361,000
Parking Fund Funding N/A N/A N/A 2,110,000 1,345,000 3,455,000
Water Fund - General Obligation (GO) Debt N/A N/A N/A - 2,630,700 2,630,700
Water Fund Funding N/A N/A N/A 25,000 4,040,000 4,065,000
Water Fund IEPA Loan Funding N/A N/A N/A 70,000 1,300,000 1,370,000
Sewer Fund Funding N/A N/A N/A - 1,000,000 1,000,000
Sewer Fund IEPA Funding N/A N/A N/A 3,100,000 - 3,100,000
Sewer Fund Grant Funding (MWRD) N/A N/A N/A - 822,500 822,500
TOTAL - ALL FUNDS 10,971,113 28,824,238 39,795,351
EXPENDITURES
Street Resurfacing - MFT Public Works MFT MFT No - 1,400,000 1,400,000
SUBTOTAL - 1,400,000 1,400,000
Emergency Alert System Police E911 E911 No - 120,000 120,000
SUBTOTAL - 120,000 120,000
Penny Park Renovations PRCS Grant CDBG CDBG No - 30,000 30,000
Firemen's Park Renovations PRCS Grant CDBG CDBG Yes 35,000 40,000 75,000
Block Curb & ADA Ramps Public Works Grant CDBG CDBG No - 85,800 85,800
Alley Paving Public Works Grant CDBG CDBG No 90,000 155,000 245,000
SNAP Lighting Public Works Grant CDBG CDBG No 34,000 25,000 59,000
SUBTOTAL 159,000 335,800 494,800
Comprehensive Sign Package CED TIF Increment Washington TIF No 125,000 - 125,000
Sherman Avenue Public Art PRCS TIF Increment Washington TIF Yes 81,000 - 81,000
Davis Street Streetscape - Benson to Chicago - Repaving Public Works TIF Increment Washington TIF No - 1,300,000 1,300,000
Pedestrian Lighting Public Works TIF Increment Washington TIF No - 175,000 175,000
248 As Amended on 05/20/13
1
2
3
4
9
10
A C D F H R S T
City of Evanston
Capital Improvement Plan
Sorted by Fund & Funding Source
Fiscal Year 2013
Funding Fund Carryover Carryover New Total
Description Department Source Responsible Y/N FY13 FY13 FY13
82
83
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
105
106
109
110
111
112
113
115
125
126
128
140
141
148
149
155
156
157
158
159
160
161
162
163
164
165
166
167
168
169
170
171
Davis Street Streetscape - Benson to Chicago - Utility Improvements Utilities TIF Increment Washington TIF No - 1,025,000 1,025,000
Davis Street Sewer (If No IEPA Loan) Utilities TIF Increment Washington TIF No 130,000 - 130,000
SUBTOTAL 336,000 2,500,000 2,836,000
Economic Development - Outlot Development CED TIF Increment Howard-Hartrey TIF No - 500,000 500,000
Access Drive Sidewalk & Pedestrian Lighting Installation Public Works TIF Increment Howard-Hartrey TIF Yes 350,000 350,000
Hartrey Streetscape Improvement from Howard to Dead End Public Works TIF Increment Howard-Hartrey TIF Yes 250,000 250,000
Howard Street & Jewel Osco Driveway Reconfiguration Public Works TIF Increment Howard-Hartrey TIF Yes 550,000 550,000
New Bus Shelter at Howard Street Including Bump Out Public Works TIF Increment Howard-Hartrey TIF Yes 250,000 250,000
SUBTOTAL 1,400,000 500,000 1,900,000
Cleveland Street (extended) Sewer Rehabilitation (Channel to Pitner) Utilities TIF Increment Southwest TIF No 580,000 580,000
SUBTOTAL 580,000 - 580,000
Economic Development - CIP for City-Owned Building at 727 Howard St. CED TIF Increment Howard-Ridge TIF Yes 600,000 - 600,000
Economic Development - CIP for City-Owned Building at 623 Howard St. CED TIF Increment Howard-Ridge TIF Yes 200,000 - 200,000
SUBTOTAL 800,000 - 800,000
Church and Darrow Parking Lot - Mini Park CED TIF Increment West Evanston TIF No - 440,000 440,000
Church and Dodge Development CED TIF Increment West Evanston TIF No - 350,000 350,000
Comprehensive Sign Package CED TIF Increment West Evanston TIF No 107,750 17,250 125,000
Dempster Traffic Signal Phase I Engineering Public Works TIF Increment West Evanston TIF No 10,000 - 10,000
Dodge Ave Streetscape - Dempster to Lake (West Side Only) Public Works TIF Increment West Evanston TIF No - 360,000 360,000
SUBTOTAL 117,750 1,167,250 1,285,000
Engineering Services Admin Serv GO Debt Capital Improvement No - 475,000 475,000
Street Lights - Chicago Avenue / Kedzie / AMLI CED GO Debt Capital Improvement No 50,000 50,000
Crown Center Renovations PRCS GO Debt Capital Improvement No - 50,000 50,000
Lakefront - Boat Ramp Renovations PRCS GO Debt Capital Improvement No - 350,000 350,000
Levy Center Renovations PRCS GO Debt Capital Improvement No - 270,000 270,000
Fleetwood-Jourdain Center Renovations PRCS GO Debt Capital Improvement No - 85,000 85,000
Noyes Center Seat Replacements PRCS GO Debt Capital Improvement No - 160,000 160,000
Civic Center Renovations PRCS GO Debt Capital Improvement No 145,000 145,000
Lakefront - Lagoon Area Improvements PRCS GO Debt Capital Improvement No 250,000 250,000
Police - Fire Headquarters Renovations PRCS GO Debt Capital Improvement Yes - 175,000 175,000
Firemen's Park Renovations PRCS GO Debt Capital Improvement No - 235,000 235,000
Grey Park PRCS GO Debt Capital Improvement No - 60,000 60,000
Ecology Center Greenhouse Reconstruction (Additional) PRCS GO Debt Capital Improvement No - 71,988 71,988
Penny Park Renovations PRCS GO Debt Capital Improvement No - 100,000 100,000
Police 1st Floor Conference Room Renovation PRCS GO Debt Capital Improvement No - 62,000 62,000
Ladd Arboretum Bike Path Renovations PRCS GO Debt Capital Improvement No - 22,000 22,000
Noyes Center Roof PRCS GO Debt Capital Improvement No - 434,000 434,000
Fire Station #2 Renovations - Design Only PRCS GO Debt Capital Improvement No - 53,000 53,000
50 / 50 Sidewalk Replacement Program Public Works GO Debt Capital Improvement No - 125,000 125,000
249 As Amended on 05/20/13
1
2
3
4
9
10
A C D F H R S T
City of Evanston
Capital Improvement Plan
Sorted by Fund & Funding Source
Fiscal Year 2013
Funding Fund Carryover Carryover New Total
Description Department Source Responsible Y/N FY13 FY13 FY13
172
173
174
175
177
178
179
180
181
182
183
227
228
229
259
260
283
284
285
286
288
289
290
291
292
296
297
298
299
300
301
302
309
310
311
314
315
316
317
318
323
325
326
327
332
333
334
335
336
Church Street Streetlights - Darrow to Pitner Public Works GO Debt Capital Improvement No - 85,000 85,000
McDaniel Diagonal Parking (Crain St. to Cul-De-Sac) Public Works GO Debt Capital Improvement No - 75,000 75,000
Street Resurfacing - CIP Public Works GO Debt Capital Improvement No - 2,700,000 2,700,000
Davis Streetscape / Resurfacing / Bike Lane - Benson to Dewey Public Works GO Debt Capital Improvement No - 1,197,000 1,197,000
Pedestrian Safety Improvements Public Works GO Debt Capital Improvement No - 275,000 275,000
Central Street Sidewalk - Eastwood to Hartrey Design Public Works GO Debt Capital Improvement No 175,000 175,000
Bridge Rehab Isabella Phase II - Design Public Works GO Debt Capital Improvement No - 50,000 50,000
Bridge Street Bridge Phase III - Construction Engineering Public Works GO Debt Capital Improvement No - 200,000 200,000
Bridge Street Bridge Phase III - Construction Public Works GO Debt Capital Improvement No - 100,000 100,000
Dempster Signal Phase I Engineering Public Works GO Debt Capital Improvement No - 60,000 60,000
Ridge/Emerson/Green Bay Intersection Phase I Engineering Public Works GO Debt Capital Improvement No - 250,000 250,000
SUBTOTAL - 8,339,988 8,339,988
Civic Center Parking Lot Lighting PRCS Prior Year Debt Capital Improvement Yes 130,000 - 130,000
Service Center Parking Deck Structural and Waterproofing Repairs PRCS Prior Year Debt Capital Improvement Yes 75,000 - 75,000
Civic Center Renovations PRCS Prior Year Debt Capital Improvement Yes 270,000 - 270,000
Ecology Center Greenhouse Reconstructions PRCS Prior Year Debt Capital Improvement Yes 115,000 - 115,000
Lakefront - Lagoon Area Improvements PRCS Prior Year Debt Capital Improvement Yes 20,000 - 20,000
Crown Center Partnership Study PRCS Prior Year Debt Capital Improvement Yes 73,070 - 73,070
Fire Station #4 Renovations PRCS Prior Year Debt Capital Improvement Yes 86,293 - 86,293
Isabella/Sheridan Rehabilitation Project (Wilmette Reimbursement) Public Works Prior Year Debt Capital Improvement Yes 190,000 - 190,000
City Works Sign, Signal & Street Light Inventory and Upgrade Public Works Prior Year Debt Capital Improvement Yes 55,000 - 55,000
New Salt Dome Public Works Prior Year Debt Capital Improvement Yes 410,000 - 410,000
Central Street Resurfacing Public Works Prior Year Debt Capital Improvement Yes 630,000 - 630,000
SUBTOTAL 2,054,363 - 2,054,363
New World Financial Software Licensing and Implementation Admin Serv Parking Loan Capital Improvement No - 596,000 596,000
- 596,000 596,000
Ladd Arboretum Bike Path Renovations PRCS Grant Capital Improvement No - 580,000 580,000
Main Library Renovations PRCS Grant Capital Improvement No - 200,000 200,000
Noyes Center Roof PRCS Grant Capital Improvement Yes 70,000 750,000 820,000
Dempster Signal Phase I Engineering Public Works Grant Capital Improvement No 24,000 - 24,000
Dempster Signal Phase II Engineering Public Works Grant Capital Improvement No - 51,000 51,000
SUBTOTAL 94,000 1,581,000 1,675,000
Lakefront - Lagoon Area Improvements PRCS IDNR Grant Capital Improvement No - 400,000 400,000
SUBTOTAL - 400,000 400,000
Lakefront - Lagoon Area Improvements PRCS Private Donation Capital Improvement No - 500,000 500,000
Metra Station Heating Control Replacements PRCS Private Donation Capital Improvement No - 10,000 10,000
SUBTOTAL - 510,000 510,000
250 As Amended on 05/20/13
1
2
3
4
9
10
A C D F H R S T
City of Evanston
Capital Improvement Plan
Sorted by Fund & Funding Source
Fiscal Year 2013
Funding Fund Carryover Carryover New Total
Description Department Source Responsible Y/N FY13 FY13 FY13
340
341
342
343
344
345
346
347
349
350
351
352
353
354
356
357
358
359
360
361
362
363
366
368
369
374
375
382
383
384
386
395
397
399
400
401
402
403
404
406
407
408
410
411
412
413
414
415
416
Alley Maintenance Public Works SA Reserves Special Assessment Yes 125,000 - 125,000
Alley Paving Public Works GO Debt Special Assessment No - 236,000 236,000
SUBTOTAL 125,000 236,000 361,000
Citywide Parking Meter Upgrades Admin Serv Parking Parking Yes 1,000,000 - 1,000,000
Comprehensive Signage Program Admin Serv Parking Parking Yes 210,000 - 210,000
Parking Lot 4 Improvements Public Works Parking Parking Yes 540,000 - 540,000
Resurfacing of City Owned Surface Lots Public Works Parking Parking Yes 210,000 210,000 420,000
Collector's / Clerk's Office Rehab PRCS Parking Parking No - 75,000 75,000
Parking Garages - Capital Maintenance - Maple PRCS Parking Parking No 150,000 180,000 330,000
Parking Garages - Capital Maintenance - Sherman PRCS Parking Parking No - 200,000 200,000
Parking Garages - Capital Maintenance - Church PRCS Parking Parking Yes - 680,000 680,000
SUBTOTAL 2,110,000 1,345,000 3,455,000
Water Main Replacement (GO Debt Portion) Utilities Water Water No - 2,000,000 2,000,000
Davis Street Watermain Replacement Utilities GO Debt Water No - 630,700 630,700
SUBTOTAL - 2,630,700 2,630,700
Water Main Replacement (Water Fund Portion) Utilities Water Water No - 1,100,000 1,100,000
Roof Improvement Projects Utilities Water Water No - 175,000 175,000
Master Meter and Chemical Feed Improvements Utilities Water Water Yes 25,000 550,000 575,000
Security Equipment Utilities Water Water No - 50,000 50,000
AMR Radio Transmitter Replacement Utilities Water Water No - 1,800,000 1,800,000
Chlorination Equipment Replacement Utilities Water Water No - 250,000 250,000
Rate of Flow and Loss of Head Transmitters Utilities Water Water No - 85,000 85,000
Masonry Evaluation and Tuckpointing Utilities Water Water No - 30,000 30,000
SUBTOTAL 25,000 4,040,000 4,065,000
48" Intake Improvements and Zebra Mussel Control Utilities IEPA Loan Water No 70,000 1,300,000 1,370,000
SUBTOTAL 70,000 1,300,000 1,370,000
CIPP Sewer Rehabilitation Utilities Sewer Sewer No - 500,000 500,000
Emergency Sewer Repairs Utilities Sewer Sewer No - 75,000 75,000
Relief Sewer Extensions Utilities Sewer Sewer No - 250,000 250,000
Sewer Repairs on Street Improvements Utilities Sewer Sewer No - 175,000 175,000
SUBTOTAL - 1,000,000 1,000,000
Large Diameter Sewer Rehabilitation Phase 1 Utilities IEPA Loan Sewer Yes 3,100,000 - 3,100,000
SUBTOTAL 3,100,000 - 3,100,000
Davis Street Sewer Improvements - MWRD Utilities Grant Sewer No - 822,500 822,500
SUBTOTAL - 822,500 822,500
TOTAL - ALL FUNDS 10,971,113 28,824,238 39,795,351
251 As Amended on 05/20/13
1
2
3
4
8
9
10
11
12
13
15
18
19
20
21
22
25
27
28
29
33
35
36
37
38
39
40
41
42
43
45
46
47
48
49
50
51
52
53
59
60
62
63
67
71
72
75
76
77
79
92
93
97
A C D F H R S T U
City of Evanston
Recommended Future Capital Projects
Sorted by Fund & Funding Source
Fiscal Year 2013
Funding Fund Carryover
Description Department Source Responsible Y/N FY14 FY15 FY16 FY17
CIP SUMMARY ALL FUNDS
MFT Fund Funding N/A N/A N/A 1,400,000 1,400,000 1,400,000 1,400,000
CDBG Fund Funding N/A N/A N/A 675,000 675,000 575,000 575,000
Washington National TIF Fund Funding N/A N/A N/A 2,260,000 12,150,000 - -
Howard-Ridge TIF Fund Funding N/A N/A N/A 785,000 - - -
West Evanston TIF Fund Funding N/A N/A N/A 100,000 - - -
Chicago-Main TIF Fund Funding N/A N/A N/A 4,390,000 1,500,000 - -
Dempster-Dodge TIF Fund Funding N/A N/A N/A 495,000 - - -
CIP Fund - General Obligation (GO) Debt N/A N/A N/A 12,491,000 14,613,000 6,049,000 16,920,000
CIP Fund - IDNR Grant Funding N/A N/A N/A - 300,000 - 400,000
Special Assessment Fund Funding N/A N/A N/A 500,000 500,000 500,000 500,000
Parking Fund Funding N/A N/A N/A 2,160,000 3,130,000 860,000 210,000
Water Fund Funding N/A N/A N/A 4,755,000 7,690,000 6,640,000 6,540,000
Sewer Fund Funding N/A N/A N/A 1,035,000 1,075,000 1,115,000 1,155,000
TOTAL - ALL FUNDS 31,046,000 43,033,000 17,139,000 27,700,000
EXPENDITURES
Street Resurfacing - MFT Public Works MFT MFT No 1,400,000 1,400,000 1,400,000 1,400,000
SUBTOTAL 1,400,000 1,400,000 1,400,000 1,400,000
Fitzsimons Park Renovations PRCS Grant CDBG CDBG No - 100,000 - -
Penny Park Renovations PRCS Grant CDBG CDBG No 100,000 - - -
Alley Paving Public Works Grant CDBG CDBG No 250,000 250,000 250,000 250,000
Block Curb & ADA Ramps Public Works Grant CDBG CDBG No 150,000 150,000 150,000 150,000
Block Curb Sidewalk Replacement Public Works Grant CDBG CDBG No 100,000 100,000 100,000 100,000
SNAP Lighting Public Works Grant CDBG CDBG No 75,000 75,000 75,000 75,000
SUBTOTAL 675,000 675,000 575,000 575,000
Comprehensive Sign Package CED TIF Increment Washington TIF No 125,000 - - -
Improvements to CTA Tracks CED TIF Increment Washington TIF No 300,000 4,200,000 - -
Fountain Square Reconstruction PRCS TIF Increment Washington TIF No 200,000 2,800,000
Parking Garages - Capital Maintenance PRCS TIF Increment Washington TIF No 200,000 - - -
Orrington Ave. Utility Improvements / Streetscape / Watermain (Davis
to Church)Public Works TIF Increment Washington TIF No 1,100,000 - - -
Street Furniture Package Public Works TIF Increment Washington TIF No 150,000 - - -
Chicago Avenue Utility Improvements / Streetscape / Watermain
(Davis to Church)Public Works TIF Increment Washington TIF No - 1,100,000 - -
Large Diameter Watermain Replacement Utilities TIF Increment Washington TIF No - 3,825,000 - -
Sherman Avenue Water Main Replacement Utilities TIF Increment Washington TIF No - 225,000 - -
Small Diameter Sewer Rehabilitation (various) Utilities TIF Increment Washington TIF No 185,000 - - -
SUBTOTAL 2,260,000 12,150,000 - -
Economic Development - General Funding Assistance CED TIF Increment Howard-Ridge TIF No 300,000 - - -
252 As Amended on 05/20/13
1
2
3
4
8
9
A C D F H R S T U
City of Evanston
Recommended Future Capital Projects
Sorted by Fund & Funding Source
Fiscal Year 2013
Funding Fund Carryover
Description Department Source Responsible Y/N FY14 FY15 FY16 FY17
98
99
100
101
110
117
129
130
131
132
133
134
135
136
143
144
145
146
147
148
149
150
151
155
156
158
162
163
164
165
166
167
168
169
170
171
172
173
174
175
176
177
178
179
180
181
182
183
184
185
Howard Street Water Main Replacement (No Resurface) Utilities TIF Increment Howard-Ridge TIF No 485,000 - - -
SUBTOTAL 785,000 - - -
West Evanston Planning CED TIF Increment West Evanston TIF No 100,000 - - -
SUBTOTAL 100,000 - - -
Traffic Configuration - Dempster / Dodge Public Works TIF Increment Dodge-Dempster TIF No 250,000 - - -
Dodge Avenue Protected Bike Lane - Howard to Church Public Works TIF Increment Dodge-Dempster TIF No 50,000
Dodge Avenue Large Diameter Sewer Rehabilitation Utilities TIF Increment Dodge-Dempster TIF No 195,000 - - -
SUBTOTAL 495,000 - - -
Crown Center Renovations PRCS GO Debt Capital Improvement No 260,000 2,050,000 370,000 50,000
Lakefront - Boat Ramp Renovations PRCS GO Debt Capital Improvement No - 100,000 500,000 5,000,000
Levy Center Renovations PRCS GO Debt Capital Improvement No 220,000 300,000 75,000 -
Fleetwood-Jourdain Center Renovations PRCS GO Debt Capital Improvement No 500,000 150,000 - -
Noyes Center Seat Replacements PRCS GO Debt Capital Improvement No - - - -
Civic Center Renovations PRCS GO Debt Capital Improvement No 1,500,000 1,500,000 1,500,000 2,350,000
Penny Park Renovations PRCS GO Debt Capital Improvement No 600,000 - - -
Lakefront - Lagoon Area Improvements PRCS GO Debt Capital Improvement No 250,000 - - -
Police - Fire Headquarters Renovations PRCS GO Debt Capital Improvement Yes 270,000 - - -
Service Center Renovations PRCS GO Debt Capital Improvement No 360,000 1,030,000 230,000 230,000
Ladd Arboretum Bike Path Renovations PRCS GO Debt Capital Improvement No 9,000 13,000 123,000 -
Foster Field Athletic Field Renovations PRCS GO Debt Capital Improvement No 325,000 535,000 - -
Chandler Center Renovations PRCS GO Debt Capital Improvement No 150,000 70,000 35,000 70,000
Fire Station #4 Renovations PRCS GO Debt Capital Improvement No 120,000 30,000 - -
Fire Station #3 Renovations PRCS GO Debt Capital Improvement No 175,000 100,000 - -
Lakefront - Fog / Signal Houses Renovations PRCS GO Debt Capital Improvement No 75,000 525,000 - -
Civic Center Boiler Building Renovations PRCS GO Debt Capital Improvement No 50,000 90,000 - -
Fire Station #2 Renovations PRCS GO Debt Capital Improvement No 110,000 330,000 260,000 850,000
Lakefront - Lagoon Building Furnace Replacement PRCS GO Debt Capital Improvement No 17,000 - - -
James Park Renovations PRCS GO Debt Capital Improvement No 650,000 520,000 200,000 2,300,000
Leahy Park Shelter Renovations PRCS GO Debt Capital Improvement No 25,000 - - -
Cartwright Park Renovations PRCS GO Debt Capital Improvement No 100,000 700,000 - -
Lakefront - Garden Park Renovations PRCS GO Debt Capital Improvement No 60,000 590,000 - -
Ackerman Park HVAC and Exhaust Upgrade PRCS GO Debt Capital Improvement No 8,000 - - -
Butler Park Drainage Improvements PRCS GO Debt Capital Improvement No 20,000 - - -
Main Library Renovations PRCS GO Debt Capital Improvement No - 50,000 40,000 -
Baker Park HVAC Upgrade PRCS GO Debt Capital Improvement No - - 8,000 -
Baker Park Renovations PRCS GO Debt Capital Improvement No 700,000 - - -
Bent Park HVAC Upgrade PRCS GO Debt Capital Improvement No - - 8,000 -
Fitzsimons Park Renovations PRCS GO Debt Capital Improvement No - 200,000 - -
Flag Pole Lighting PRCS GO Debt Capital Improvement No - - - 70,000
Independence Park Renovations PRCS GO Debt Capital Improvement No 100,000 700,000 - -
James Park HVAC Upgrade PRCS GO Debt Capital Improvement No - 20,000 - -
Lakefront - Arts Center Coach House Renovations PRCS GO Debt Capital Improvement No - - - 550,000
Lakefront - Arts Center Renovations PRCS GO Debt Capital Improvement No - - - 830,000
Lakefront - Beach House Plumbing Repairs PRCS GO Debt Capital Improvement No 20,000 - - -
253 As Amended on 05/20/13
1
2
3
4
8
9
A C D F H R S T U
City of Evanston
Recommended Future Capital Projects
Sorted by Fund & Funding Source
Fiscal Year 2013
Funding Fund Carryover
Description Department Source Responsible Y/N FY14 FY15 FY16 FY17
186
187
188
189
190
191
192
193
194
195
196
197
198
199
200
202
203
204
205
206
207
208
291
292
295
296
298
299
309
310
314
315
316
317
319
322
326
327
328
329
330
331
332
333
336
341
343
344
345
Lakefront - Dog Beach Breakwall Installation PRCS GO Debt Capital Improvement No - - - 1,000,000
Lakefront - Greenwood Street Beach Entry Facility PRCS GO Debt Capital Improvement No 1,400,000 - - -
Lakefront - Pedestrian Path Reconstruction PRCS GO Debt Capital Improvement No - 700,000 - -
Larimer Park Renovations PRCS GO Debt Capital Improvement No - - 600,000 -
McCulloch Park Renovations PRCS GO Debt Capital Improvement No - 700,000 - -
Philbrick Park Renovations PRCS GO Debt Capital Improvement No - 500,000 - -
Rose Garden Fountain Lighting Control Upgrade PRCS GO Debt Capital Improvement No 10,000 - - -
Southwest Park Renovations PRCS GO Debt Capital Improvement No - 200,000 - -
Animal Shelter Renovations PRCS GO Debt Capital Improvement No 140,000 - - -
Ecology Center Renovations PRCS GO Debt Capital Improvement No - 10,000 - -
Noyes Center Renovations PRCS GO Debt Capital Improvement No - - - 1,520,000
50 / 50 Sidewalk Replacement Program Public Works GO Debt Capital Improvement No 100,000 100,000 100,000 100,000
Street Resurfacing - CIP Public Works GO Debt Capital Improvement No 1,800,000 1,800,000 1,800,000 1,800,000
Bridge Rehab Isabella Phase II - Design Public Works GO Debt Capital Improvement No 600,000 - - -
Pedestrian Safety Improvements Public Works GO Debt Capital Improvement No 200,000 200,000 200,000 200,000
Ridge/Emerson/Green Bay Intersection Phase 1 Engineering Public Works GO Debt Capital Improvement No 150,000 150,000 - -
Davis Streetscape / Resurfacing / Bike Lane - Benson to Dewey Public Works GO Debt Capital Improvement No 97,000 - - -
Civic Center Parking Lot Improvements Public Works GO Debt Capital Improvement No 300,000 300,000 - -
Neighborhood Traffic Calming & Pedestrian/Bike Accommodations Public Works GO Debt Capital Improvement No 100,000 - - -
Dodge Avenue Protected Bike Lane - Howard to Church Public Works GO Debt Capital Improvement No 570,000 - - -
Central Street Streetscape - Lincolnwood to Ewing (Northside) Public Works GO Debt Capital Improvement No 350,000 350,000 - -
SUBTOTAL 12,491,000 14,613,000 6,049,000 16,920,000
James Park Renovations PRCS IDNR Grant Capital Improvement No - - - 400,000
Lakefront - Boat Ramp Renovations PRCS IDNR Grant Capital Improvement No - 100,000 - -
Southwest Park Renovations PRCS IDNR Grant Capital Improvement No - 200,000 - -
SUBTOTAL - 300,000 - 400,000
Alley Paving Public Works SA Reserves Special Assessment No 500,000 500,000 500,000 500,000
SUBTOTAL 500,000 500,000 500,000 500,000
Comprehensive Signage Program Admin Serv Parking Parking Yes 250,000 250,000 250,000 -
Resurfacing of City Owned Surface Lots Public Works Parking Parking Yes 210,000 210,000 210,000 210,000
Parking Garages - Capital Maintenance - Church PRCS Parking Parking Yes 1,700,000 2,670,000 400,000 -
SUBTOTAL 2,160,000 3,130,000 860,000 210,000
Water Main Replacement Utilities Water Water No 3,190,000 3,290,000 3,390,000 3,490,000
SCADA System Improvements Utilities Water Water No - - 250,000 -
Standpipe Painting and Mixing Equipment Utilities Water Water No - 1,200,000 1,500,000 -
Roof Improvement Projects Utilities Water Water No 225,000 - - -
Security Equipment Utilities Water Water No 50,000 50,000 50,000 50,000
AMR Radio Transmitter Replacement Utilities Water Water No 600,000 - - -
Concrete Structure Rehabilitation Utilities Water Water No - 500,000 1,300,000 1,300,000
Concrete Water Main Testing Utilities Water Water No - - 150,000 -
Filter Rehabilitation Utilities Water Water No - - - 1,700,000
254 As Amended on 05/20/13
1
2
3
4
8
9
A C D F H R S T U
City of Evanston
Recommended Future Capital Projects
Sorted by Fund & Funding Source
Fiscal Year 2013
Funding Fund Carryover
Description Department Source Responsible Y/N FY14 FY15 FY16 FY17
346
347
348
350
351
352
353
367
368
369
370
371
376
377
378
379
380
Flash Mix Rehabilitation Utilities Water Water No 350,000 2,500,000 - -
Laboratory HVAC Replacement Utilities Water Water No 90,000 - - -
Plant Evaluation Utilities Water Water No - 150,000 - -
Masonry Evaluation and Tuckpointing Utilities Water Water No 250,000 - - -
SUBTOTAL 4,755,000 7,690,000 6,640,000 6,540,000
CIPP Sewer Rehabilitation Utilities Sewer Sewer No 515,000 535,000 555,000 575,000
Emergency Sewer Repairs Utilities Sewer Sewer No 75,000 75,000 75,000 75,000
Relief Sewer Extensions Utilities Sewer Sewer No 260,000 270,000 280,000 290,000
Sewer Repairs on Street Improvements Utilities Sewer Sewer No 185,000 195,000 205,000 215,000
SUBTOTAL 1,035,000 1,075,000 1,115,000 1,155,000
TOTAL - ALL FUNDS 31,046,000 43,033,000 17,139,000 27,700,000
255 As Amended on 05/20/13
PART VII
COMPREHENSIVE
PERFORMANCE
MEASUREMENT
256 As Amended on 05/20/13
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.
# Service Area Performance Measure Description
2012
Mid-year
Actual
2012
Target
2013
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
0 kWh
163,831 Therms
20,000 kWh
100,000
Therms
25,000 kWh
150,000
Therms
2 Sustainability Annual grant funding secured. $102,580.00 $100,000 $150,000 ✔
3 Citizen Engagement Percentage of 311 requests completed within
established service level agreement.49 Business Hours 48 Business
Hours
36 Business
Hours
4 Citizen Engagement Number of administrative services assumed by 311. 4 4 2 ✔
5 Citizen Engagement Change in number of subscribers to City
communication channels annually.23,265 24,000 30,000 ✔
6 Events and Activities Number of citizen engagement events and/or
activities.55 72 80 ✔
Law
7 Ordinance
Prosecution
Ordinance cases prosecuted during a specified
period of time (animal, aggressive panhandling,
curfew, disorderly conduct).
TBD* 500 500
8 Traffic Prosecution
Traffic prosecution cases during a specific period of
time, including percentage of successful
prosecutions.
TBD* 6300 6300
9 Ordinances and
Resolutions
Ordinances and resolutions written and/or reviewed
during a specific period of time.130 140 140 ✔
10
Loss
Minimization/Risk
Management
Cases tried to verdict. 6 8 10 ✔
11 Administrative
Adjudication
Number of administrative adjudication cases tried
per year (including appeals).45* 80 80 ✔
* The Citizen Engagement Division is currently working with the vendor to begin tracking this measure for FY 13
** Recording of Appeals began on July 1, 2012
257 As Amended on 05/20/13
City of Evanston
Comprehensive Performance Measurement
# Service Area Performance Measure Description
2012
Mid-year
Actual
2012
Target
2013
Target
Target
on
Track
Administrative Services
12 Purchasing Calendar days from requisition to purchase order (formal
and informal bids).4 Days 3 Days 2 Days
13 Human Resources -
Recruitment
Calendar days from requisition to hire/recruitment for
internal and external hires.60 Days 60 Days 60 Days ✔
HR Service (Direct Contact) 86.68% 92.00%✔
HR Service (Information Communications) 83.18% 88.00%✔
Training (Job Related) 70.65% 76.00%✔
Work Environment (Policies and Impact) 78.12% 83.00%✔
Work Environment (Performance Evaluation) 69.61% 75.00%✔
Work Environment (Safety Procedures and Policies) 78.91% 84.00%✔
Work Environment (Opportunities to Advance) 68.92% 74.00%✔
15 Human Resources -
Retention*
Length of time that employees maintain employment
with City.12 Years 12 Years 12 Years ✔
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.
66.30% 65% 65%✔
17 Finance / Accounting Total number of financial reporting documents published
and/or certified during a specific period of time.10 21 21 ✔
18 Parking - Revenue Number of parking tickets issued and parking-related
revenue generated during a specific period of time.4,664,294 9,484,400 9,500,000 ✔
19 Parking - Compliance Number of e-mail and text alert subscribers for street
cleaning notifications.1031 1500 2000 ✔
Human Resources -
Satisfaction
(Total % Responses
to Employee Survey
of "Satisfied" or
"Neutral")
14
Employee
Satisfaction
Baseline
Established in 2012.
Performance
Targets Begin in
2013.
* 2012 Employee Retention Survey Responses No Uncertain Yes
Retention (Expect to retire in 2013) 82.24% 9.72% 8.09%
Retention (Expect to resign in 2013 for better opportunity) 61.16% 24.36% 14.48%
Retention (Expect to retire/resign in next 3 years) 51.92% 21.78% 26.31%
258 As Amended on 05/20/13
City of Evanston
Comprehensive Performance Measurement
# Service Area Performance Measure Description
2012
Mid-year
Actual
2012
Target
2013
Target
Target
on
Track
Community and Economic Development
20
Property
Maintenance
Compliance
Total inspections performed per 1,000 population. 126 254 254
21
Property
Maintenance
Compliance
% of compliant rental units of the Housing Code
Compliance Program within a calendar year.98% 98% 100%✔
22 Plan Reviews
Average number of days to review Single Family &
Accessory Structures and Commercial & Accessory
Structures.
Residential: 14
Days
Commercial: 24
Days
Residential:
14 Days
Commercial:
24 Days
Residential:
14 Days
Commercial:
24 Days
✔
23 Planning & Zoning
Reviews
Plan Commission: Average review time (days) of
rezoning cases in committee.
150 days (only 1
rezoning case in
2012)
120 days 120 days
24 Planning & Zoning
Reviews Average review time for Subdivision cases 90 days 90 days 90 days ✔
25 Planning & Zoning
Reviews
Plan Commission: Average review time (days) of
Plan Unit Development cases in committee.90 days 90 days 90 days ✔
26 Planning & Zoning
Reviews
Zoning Board of Appeals: Average review time
(days) of Variation & Special Use permit cases in
committee.
30 days
30 days
30 days
30 days
30 days
30 days ✔
27 Planning & Zoning
Reviews
Historic Preservation: Average review time (days) of
Certificates of appropriateness cases in committee 25 days 30 days 30 days ✔
28 New Businesses No. of new and closing businesses in Evanston.
New Business
Openings: 42
Businesses Closed:
23
New Business
Openings: 75
Businesses
Closed: 40
New Business
Openings: 80
Businesses
Closed: 35
29 Affordable Housing
Production/Rehab
Number of housing units (owner and rental)
improved per $100,000 of grant funding.60 80 80 ✔
259 As Amended on 05/20/13
City of Evanston
Comprehensive Performance Measurement
# Service Area Performance Measure Description
2012
Mid-year
Actual
2012
Target
2013
Target
Target
on
Track
Police
30 Crime Rates Benchmark of crime level against that of other
communities.-11.3 TBD* TBD*
31 Calls for Service
Number of police calls per 1,000 residential
population compared with the percentage of
dispatched police calls.
17347 TBD* TBD*
32 Peacekeeping and
Domestic Quarrels
Number of domestic quarrels, referrals to Victim
Services and follow-on services provided.
39 Domestic
77 Referrals
73 Follow-on
Services
TBD* TBD*
33 Crimes Solved Percentage of UCR (Uniform Crime Reports) Part I
Crimes Cleared.30% TBD* TBD*
34 Response Time Response time in minutes to Top Priority Calls. TBD* TBD*
35 Seizure Data Benchmark of quantity of illicit drugs and firearms
seized against that of other communities.32 TBD* TBD*
36 FTE to Population Sworn and civilian FTE's per 1,000. 3.08 TBD* TBD*
37
Proactive Activities
by the Problem
Solving Team
Compare year-to-year volume and results in
reduced in crime opportunities TBD* TBD*
38 Complaints Compare trendlines in citizen comments at Human
Services Committee 18 TBD* TBD*
* Targets will be established after a full year of data collection
260 As Amended on 05/20/13
City of Evanston
Comprehensive Performance Measurement
# Service Area Performance Measure Description
2012
Mid-year
Actual
2012
Target
2013
Target
Target
on
Track
Fire & Life Safety Services
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.
99% 95% 95%✔
40 Fire Incidents Fire Incidents confined to room of origin. 71% 65% 65%✔
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.
0% <5 <5 ✔
42 Vehicle Accidents Job related vehicle crashes, deemed preventable,
per 100 members in a 1 year period.5 <5 <5
43 FTE to Population Sworn and civilian FTE's per 1,000 population. 1.44 1.4 1.4 ✔
44 EMS Response Time Emergency responses (in seconds). 221 240 240 ✔
45 Alarm Response
Time
Turnout Time for emergency and non-emergency
alarms.
EM: 46 seconds
Non-Em: 76
seconds
Em<70
Non<100
Em<70
Non<100 ✔
46 Loss Minimization Estimated property value preserved. $212,654,989 N/A N/A
Health
47
Communicable
Disease
Epidemiological
Investigations
Number of investigations and complaints. 617 450 450 ✔
48 Educational Outreach Number of individuals reached by educational
activities per 1,000 population.4383 2,000 2,000 ✔
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 20 20 ✔
261 As Amended on 05/20/13
City of Evanston
Comprehensive Performance Measurement
# Service Area Performance Measure Description
2012
Mid-year
Actual
2012
Target
2013
Target
Target
on
Track
Health - Continued
50 Health Inspections Number of restaurant, temporary food and farmer's
market inspections (cont'd in comment).623 1,200 1,200 ✔
51 Dental Care Number of visits to dental clinic for preventative and
restorative care.707 1,500 1,500
52 Vital Records Number of birth and death certificates issued. 9,682 1,500 1,500 ✔
53 Pediatric Oral Care Average time wait time for pediatric oral restorative
and preventative care.10 10 10 ✔
Public Works
54 Waste Diversion Total waste diversion rate. 18% 19% 20%
55 Road Rehabilitation Road Rehabilitation Expenditures per paved lane
mile.$323,586 $407,007 $405,000 ✔
56 Timely Capital
Improvements
Percentage of capital improvement projects on time
and under budget.
Completed as
scheduled Complete Complete ✔
57 Resident Satisfaction Survey of residents impacted by all Public Works
projects.Very satisfied Satisfied Satisfied ✔
58
Time to complete
maintenance and
minor repairs
Percent of minor vehicle repairs completed within 2
days and percent of preventative maintenance
completed within 30 days of due date.
1 3.29%
2. 95%
1.Total
Vehicle
downtime of
5% or less. 2.
P.M.
completion
rate of 95%
1. 3.29%
2. 95%✔
59 Cost of maintenance
and minor repairs Average maintenance and repair cost per vehicle.$2.78 per mile
driven
Less than
$3.00 per mile
driven
$2.78 per mile
driven ✔
60 Snow Removal Snow and ice control expenditures per capita
compared with inches of snowfall.
Snow Cost Per
Capita ($6.67)
Annual Inches of
Snow (16.5")
Snow Cost
Per Capita
($6.50)
Annual Inches
of Snow (20")
Snow Cost
Per Capita
($6.50)
Annual Inches
of Snow (22")
262 As Amended on 05/20/13
City of Evanston
Comprehensive Performance Measurement
# Service Area Performance Measure Description
2012
Mid-year
Actual
2012
Target
2013
Target
Target
on
Track
Public Works - Continued
61 Timely waste and
recycling collection
Percent of residential and commercial waste and
recycling picked up on schedule.99.79% 90% 95%✔
62 Residential Street
Sweeping Street-sweeping expenditures per linear mile swept. $112 $120 $119 ✔
Library
63 Customer
Satisfaction
Percentage of citizens who rated library service as
satisfactory.TBD* 80%** 80%**
64 Customer Service
Percentage of library users who rated the
helpfulness and the general attitude of library staff
as satisfactory.
TBD* 90%** 90%**
65 Collection Percentage of library users who rated the
availability of library materials as satisfactory.TBD* 80%** 80%**
66 Circulation Number of items circulated per resident. TBD* 13.8** 13.8**
67 Purchasing Costs Number of dollars spent for materials acquisition
per resident.TBD* 18.12** 18.12**
68 Facility Usage Number of meeting room requests and estimated
attendees.
Requests: 4,347
Attendees: 24,462
Requests:
4,500
Attendees:
25,000
Requests:
4,500
Attendees:
25,000
✔
69 Second Visits Number of library program participants that enroll in
additional programs.TBD*60% return
visits**
60% return
visits**
70 Outreach
Effectiveness
Surveys gathering information on how they learned
about programs.TBD*
most cost-
effective
means**
most cost-
effective
means**
* Surveys for each of the corresponding measures will be administered in the remainder of FY 12 and FY 13
** Targets may be modified contingent upon results from surveys to be distributed
263 As Amended on 05/20/13
City of Evanston
Comprehensive Performance Measurement
# Service Area Performance Measure Description
2012
Mid-year
Actual
2012
Target
2013
Target
Target
on
Track
Parks, Recreation and Community Services
71 Youth Employment
Percentage of applicants for youth employment and
vocational training opportunities who received such
opportunities.
169 Youth Hired/
31.1% of applicants
Vocational training
to start 10/12
5% increase
year over year
200 Youth
Hired 15
vocational
program
✔
72 Facilities
Management
Total number and response time of completing in-
house work orders.
Requests -2,554
Response time
average-8 days (as
of 9/1)
Historical
Comparison 2,500/7days ✔
73 Forestry Response Total number and response time of completing
Forestry Division requests.
Requests-1,516
Response time
average-19 days
(as of 9/1)
Historical
Comparison 1,500/15 days ✔
74 Recreation User
Activity
Evaluate total program participation and recreation
services by age and Ward.
Study period runs
through November
2012
Historical
Comparison TBD
75 Youth Engagement Evaluate employee and employer satisfaction with
youth employment programs.91% 80% 93%✔
76 Park Attendance Attendance at PR&CS special events and park
permits 4,540 45,700 46,000
77 Park User
Experience
User survey of facility conditions, safety and
cleanliness.TBD* TBD* TBD*
78 The Arts Number of functional aspects added to
evanstonartsbuzz.com web site TBD** TBD** TBD**
* Evanston Arts Council compiled a list of enhancements to the evanstonartsbuzz.com site in consultation with local arts organizations
** 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.
264 As Amended on 05/20/13
City of Evanston
Comprehensive Performance Measurement
# Service Area Performance Measure Description
2012
Mid-year
Actual
2012
Target
2013
Target
Target
on
Track
Utilities
79 Reliable Distribution Number of customers experiencing an unscheduled
disruption of service.332 720 720 ✔
80 Water Complaints Number of customer complaints for water's
technical quality.44 100 100 ✔
81 Sewer Complaints
Number of customer complaints for sewers'
technical quality (seepage, backups, overflows,
etc.).
89 200 200 ✔
82 Employee Health and
Safety
Benchmark days lost from work due to illness or
injury again.2.6 3.6 3.6
83 Regulatory
Compliance Number of EPA regulatory violations. 0 0 0 ✔
84 Water Main Failure
Rate
Number of known breaks/leaks per mile of water
main.0.13 0.3 0.3 ✔
85 Water Sales Millions of gallons of water sold to outside
communities.5,638 MG 11,500 MG 11,500 MG ✔
265 As Amended on 05/20/13
PART VIII
GLOSSARY
266 As Amended on 05/20/13
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.
APPROPRIATION: A legal authorization
granted by the City Council to make
expenditures and incur obligations for specific
purposes. The Council appropriates funds
annually by department, agency, or project, at
the beginning of each fiscal year based upon
the adopted Annual Fiscal Plan. Additional
appropriations may be approved by the
Council during the fiscal year by amending
the Annual Fiscal Plan and appropriating the
funds for expenditure.
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 Aaa
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
a budget appropriation. The City of Evanston
has a written budget adjustment policy that
allows adjustments in accordance with the
City Code.
BUDGET CALENDAR: The schedule of key
dates or milestones, which the City
departments follow in the preparation, adoption
and administration of the budget.
BUDGET DOCUMENT: Instrument used by
the budget-making authority to present a
comprehensive financial plan of operations to
the City Council.
BUDGET MESSAGE: The opening section of
the budget document, which provides the City
Council and the public with a general summary
of the most important aspects of the budget,
including current and previous 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
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Glossary
keep expenditures within available
appropriations of revenue.
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 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 PROJECT: A specific identifiable
improvement or purpose for which expenditures
are proposed within the capital budget or capital
improvement plan. Examples of capital
improvement projects include new roads, sewer
lines, buildings, operating systems, recreational
facilities, and large scale remodeling.
CAPITAL PROJECT FUND: A fund created to
account for financial resources to be used for
the acquisition or the construction of major
capital facilities or equipment.
CASH BASIS: A basis of accounting under
which transactions are recognized only when
cash changes hand.
CITY COUNCIL: The Mayor and nine (9)
Aldermen collectively acting as the legislative
and policy making body of the City.
COMMODITIES: All expenditures for materials,
parts, supplies and commodities, except those
incidentally used by outside firms performing
contractual services for the City.
COMMUNITY DEVELOPMENT BLOCK
GRANT (CDBG): Federal funds made available
to municipalities specifically for community
revitalization. Funds may be used by internal
City divisions, or distributed to outside
organizations located within the City’s
boundaries.
COMPREHENSIVE ANNUAL FINANCIAL
REPORT (CAFR): A governmental unit's
official annual report prepared and published
as a matter of public record, according to
governmental accounting standards.
CONTINGENCY: A budgetary reserve, set
aside for emergencies or unforeseen
expenditures not otherwise budgeted.
CONTRACTUAL SERVICES: Expenditures for
services which are obtained by an express or
implied contract. Major types of contractual
services are: (1) advertising and printing; (2)
maintenance and repair services; (3) public
utility services; and (4) travel and training.
DEBT SERVICE: The City’s obligation to pay
the principal and interest of all bonds and other
debt instruments according to a pre-determined
payment schedule.
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
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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 PRESENTATION
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 an appropriation and for which
a part of the appropriation is reserved
because the goods or services have not been
received. When paid, the encumbrance is
liquidated.
ENTERPRISE FUND: A fund established to
account for operations that are financed and
operated in a manner similar to private
business enterprises – where the intent of the
governing body is that the costs of providing
goods or services to the general public on a
continuing basis be financed or recovered
primarily through user charges.
ETSB: Emergency Telephone Systems Board.
EXPENDITURES: This term refers to the
outflow of funds paid or to be paid for an asset
obtained or goods and services obtained,
regardless of when the expense is actually
paid. Note: An encumbrance is not
expenditure. An encumbrance reserves funds
to be expended for a future date.
EXPENSES: A decrease in net total assets.
Expenses represent the total cost of
operations during a period regardless of the
timing of related expenditures.
FEMA: Federal Emergency Management
Agency.
FICA: Federal Insurance Contribution Act, the
name of the piece of federal legislation that
established the Social Security payroll tax.
The current FICA tax rate is 15%, half of
which is paid by the employer and half by the
employee.
FISCAL YEAR (FY): The time period
designating the beginning and ending period
for recording financial transactions. The City
of Evanston moved to a calendar year fiscal
year beginning in FY2012.
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
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fund usually includes most of the basic
operating services such as fire and police
protection, parks, recreation and community
services, libraries, public works, health,
community and economic development, and
general administration.
GENERAL ACCEPTED ACCOUNTING
PRINCIPLES (GAAP): Uniform minimum
standard of and guidelines to financial
accounting and reporting. They govern the
form and content of the basic financial
statements of an entity. They encompass the
conventions, rules, and procedures necessary
to define accepted accounting practice at a
particular time. They include not only broad
guidelines of general application, but also
detailed practices and procedures. They
provide a standard by which to measure
financial presentations.
GENERAL OBLIGATION (GO) BONDS:
Bonds that finance public projects such as
streets, municipal facilities, and park
improvements. The repayment of these bonds
is made from property taxes, and these bonds
are backed by the full faith and credit of the
issuing government.
GFOA: Government Finance Officers
Association.
GPS: Global Positioning System, equipment
that has the ability to survey the location of
an object.
GRANT: A contribution by a government or
other organization to support a particular
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.
Treasury bonds, government agencies, and
certificates of deposits.
INTERFUND TRANSFER: Amounts transferred
from one fund to another.
INTERNAL SERVICE FUND: Fund used to
account for the financing of goods or services
provided by one department to another
department on a cost reimbursement basis.
INVESTMENTS: Securities and real estate held
for the production of revenues in the form of
interest, dividends, rentals, or lease payments.
The term does not include fixed assets used in
governmental operations.
ISO: Insurance Services Office, a non-profit
organization that grades the Fire Department’s
ability to provide service to a community, which
is reflected in the insurance premium paid by the
occupier.
LEVY: To impose taxes, special assessments,
or service charges for the support of City
services.
LIABILITIES: Debts or other legal obligations
arising out of transactions in the past which
must be liquidated, renewed, or refunded at
some future date.
LONG-TERM DEBT: Debt with a maturity of
more than one year after the date of issuance.
MABAS: Mutual Aid Box Alarm System. This
system was established to provide a swift,
standardized and effective method of mutual aid
assistance for extra alarm fires and mass
casualty incidents. The MABAS system is
divided into over 20 Divisions from the
communities along I-53 and the Northwest
Tollway corridor.
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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 the highest
rating level, which is Aaa.
MUNICIPAL: Of or pertaining to a city or its
government.
NORTAF: North Regional Major Crimes Task
Force, this task force was established to serve
as a standing task force that would be
available to its member agencies for the
investigation of major crimes, including
homicides and non-parental kidnappings.
Member communities include Evanston,
Glencoe, Glenview, Kenilworth, Lincolnwood,
Morton Grove, Niles, Northbrook, Northfield,
Skokie, Wheeling, Wilmette, and Winnetka.
OBJECTIVES: The objectives in the
performance area of the budget are statements
of one-time projects. These statements are
intended to address either a new service or
project, or a significant change in focus or
priority in response to a special community
need or City effort to improve productivity.
Objectives are generally limited to one fiscal
year.
ONGOING ACTIVITY MEASURES: These
measures provide annual workload data on
the activities of the City, which occur on an
ongoing basis, year after year.
OPERATING BUDGET: A financial plan
outlining the estimated revenues and
expenditures and other information for a
specific period (usually a fiscal year). The
“proposed budget” is the financial plan
presented by the City Manager for
consideration by the City Council, and the
“adopted budget” is the financial plan ultimately
approved and authorized by the City Council.
OPERATING EXPENSES: Proprietary fund
expenses that are directly related to the
fund’s primary service activities.
OPERATING INCOME: The excess of
proprietary fund operating revenues over
operating expenses.
OPERATING REVENUES: Proprietary fund
revenues that are directly related to the fund’s
primary service activities. They consist
primarily of user charges for services.
PEER Services: Fiscal agent for Evanston
Substance Abuse Prevention Council.
PER CAPITA COSTS: The cost of service
per person. Per capita costs in Evanston are
based on a 74,486 estimated population
provided by the 2010 Census.
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PIMS: Police Information Management
System, a computerized record system
developed and maintained by the State of
Illinois Criminal Justice Information Authority.
PROPERTY TAXES: Used to describe all
revenues received in a period from current
taxes, delinquent taxes, penalties, and interest
on delinquent taxes.
PUBLIC HEARING: The portions of open
meetings held to present evidence and
provide information on both sides of an issue.
RESERVE: An account used to indicate that a
portion of fund balance is restricted for a
specific purpose. An account used to earmark
a portion of fund balance to indicate that it is
not appropriate for expenditure. A reserve
may also be an account used to earmark a
portion of fund equity as legally segregated for
a specific future use.
REVENUES: All amounts of money earned or
received by the City from external sources. It
includes such items as tax payments, fees
from specific services, receipts from other
governments, fines, forfeitures, grants, shared
revenues and interest income.
REVENUE BONDS: Bonds whose principal
and interest are payable exclusively from a
revenue source pledged as the payment
source before issuance.
ROI: Return on investment, a method to assist
management decision-making by evaluating
the return on various investment alternatives.
SALES TAXES: The City receives two types
of sales taxes – one from the state and the
other from a home-rule sales tax. The state
tax rate is 1% and the local home rule sales
tax rate is 1%.
SAMHSA: Substance Abuse and Mental
Health Services Administration.
SERVICES BILLED OUT: Includes revenues
received for services provided by one
department to another within the same fund.
An example would be the revenue received by
the Community and Economic 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.
YEP: Youth and Young Adult Job Training and
Employment Program.
USER CHARGES: The payment of a fee for
direct receipt of a public service by the party
benefiting from the service.
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